Increase salaries to compete with job offers
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“In the past I have taken out $3000 to fix the damages to my farm,” he said.
“It took two years to pay off however there were other damages that needed more money. Mr Rahim believes that climate change is rapidly growing, affecting all aspects of his business.
He has been farming for the past 45 years. He learned about the parametric insurance scheme last year and signed up for it immediately.
“I live in a reclaim area and every time it rains, it gets flooded,” he said. He said farming was his only source of income. “I take out my savings damages,” he said.
“If I do not have the money, I have to take out a loan for it.
He said this was something that he was fond of doing.
“Because of climate change, there is more water that gets clogged in our land, destroying the sugarcanes. “Hide tide also affects our farm. Mr Rahim said that he used the money to get water out of his farm. He found the M-paisa platform very convenient. downpour. to fix the
Chand makes use of parametric insurance
The parametric microinsurance scheme has been welcomed by Sushil Chand.
He too is a generational farmer in Lautoka.
Everything they ever wished for as a family was only achieved through their hard work in the sugarcane farm.
The burning west moulded Mr
Chand at a very young age to be a business owner.
Additionally, he does subsistence farming for his survival at home.
“I really like this insurance plan,” he said.
“It was convenient for me because it came on the phone. There was no need for me to go to the bank.
“I also used the money to save my sugarcanes.”
Retired teacher toils the land for survival, thankful for insurance
For the past 11 years, Salaseini Koroi has been toiling the land in Buabua, Lautoka, as part of her retirement plan.
“I’m a retired schoolteacher. I was a teacher for 32 years,” she said. “I decided to come back to the farm and do this work.
But she often stumbled upon heavy water trapped in her sugarcane farm.
“It was not long after I started farming, my farm started to suffer from bad weather,” she said.
Ms Koroi said she would spend some time on the farm with her husband to clean up the mess a disaster had left behind.
The sight of sugarcane plants stuck underwater was a common one.
They had grown weary from this and age was limiting them from handling their production.
However, the parametric insurance brought much relief to their lives.
“We need money to have money and that is why I signed up for it.
“I came to know about parametric insurance last year.
“It is different from others because this was for the farm.
Ms Koroi loves to give back to the community, and she has made it her mission to help widowed women start their sugarcane farm.
There is a lack “some areas.” Fiji Human Resource Institute said most experienced human resource practitioners were able to cover a lot of ground, but some were unable to.
Its president, Kameli Batiweti, said the problem of skills shortage could be adequately addressed without a proper understanding of its root causes.
In ensuring the skilled human resources do not migrate, organisations may need to increase salaries to compete with job offers from abroad, he said.
Mr Batiweti said the industry may need to raise its benchmark for human capital management roles in order to ensure better management of human resources.
“It was upsetting to note that most human resource professional play their role as administrative experts and less as strategic partners,” he said.
“There’s a need to accelerate the retention of valuable employees as a large number of skilled employees migrate to other developed countries.
“To guarantee that Fiji’s workforce is productive and competitive in global job markets, the planning mechanisms must assess the human resource issues to address them. These are amongst the issues that was discuss during the Human Resource Institute annual general meeting.
He said millennials and the generation ‘z’ were redefining the role of human resources.
“With baby boomers, millennials and older members of gen z active in the workplace, the very nature of how a company operates is affected, and its management even more so,” he said.
“Gen z, the youngest of the set, are highly perceptive, due to their online access and culture, and can quickly see through corporate brands that are disingenuous.”
They are digital natives who have grown up in the online world, Mr Batiweti said.
“They are progressive and have had access to more resources than ever and tend to be great networkers,” he said. “More traditional companies now need to create common ground for working with such a generation.
“Flatter management structures and using an agile methodology are just some of the measures that will create the conditions for a more fruitful working relationship,” he said. Mr Batiweti said the human resource sector was quickly transitioning to human resource to culture and people. “Human resource management failure directly affects employees. Without proper human resource management, employee dissatisfaction could go unnoticed,” he said.
“Poor human resource practices will likely spread to impact all levels of the company.
“Such negative impacts may include employee conflict, lack of recognition, inadequate training, and poor team building among other issues,” he said.
Human resource practitioners had a responsibility to balance the interest of management and employ¬ees, he said. “They should try to understand the attitude, requirements and feelings of employees, and motivate them whenever and wherever required,” he said.
It was essential for human resource in Fiji to adopt newage technology as an employment control mechanism as it might play a role in safeguarding employee retention rates, he said.
“A recent study revealed that professionals from human resources believe artificial intelligence may provide new skills to master and free up time,” he said.
“My personal view is that in Fiji you still need the human touch. We are not as advanced as the first world countries in terms of artificial intelligence whereby people are comfortable to speak to the app or robot.
“Let me frankly say that we still want the face to face,” he said.
But at the end of the day, the staff in an organisation was needed to well looked after, Mr Batiweti said.
“An expert from overseas had advised that in every 50 employee there should be one human resource practitioner as this will ensure they are being looked after well,” he said.
“So if you have 250 staff in an organisation, there will be five human resource practitioner. This number has either increased or decreased.” of human resource practitioners in