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Question 1 of 10
1. Question
Former Delhi Metro chief E. Sreedharan, popularly called Metro man for his contribution towards setting up the Delhi Metro, has written to Prime Minister Narendra Modi asking him not to agree to the Delhi government’s proposal to make travel free for women commuters.
The Aam Aadmi Party government in Delhi had recently announced its decision to give free travel facility to women passengers on buses and Metro trains. As the Delhi Metro Rail Corporation is an equal partnership between the Delhi government and the Centre, Mr. Sreedharan, a principal advisor to DMRC, said the Prime Minister’s “personal intervention” was required.
“One shareholder cannot take a unilateral decision to give concession to one section of the community and push Delhi Metro into inefficiency and bankruptcy,” he wrote in his letter of June 10. After being an instrumental part of the Delhi Metro since its inception, Mr. Sreedharan stepped down as managing director in 2011. He wrote that he had decided not to intervene in the working of the Delhi Metro after stepping down, but the Delhi government’s decision had forced him to come forward.
“Sir, when the first section of the Delhi Metro was to be opened, I had taken a firm and conscious decision that no one would be given any travel concession on Delhi Metro. This stand was taken to maximize revenues so that Metro fares could be kept low so as to be affordable to ordinary citizens…” At the same time, Metro would make sufficient operational surpluses to pay back loans taken from JICA, Mr. Sreedharan wrote.
He recalled that the then Prime Minister Atal Bijari Vajpayee bought a ticket for himself when he went to inaugurate the first section of the Metro on December 23, 2002. “Now, if ladies are to be given free travel concession in Delhi Metro, it would set an alarming precedence for all other Metros in the country. The argument of Delhi Govt. that the revenue losses would be reimbursed to DMRC is a poor solace. The amount involved is about Rs. 1,000 crores per annum today. This will go on increasing as the Metro network expands and with further fare hikes on the Metro,” he wrote.
He said other sections of commuters, including the “more deserving” like students, the disabled and senior citizens, as well as other Metros in the country would raise similar demands if Delhi’s proposal for free travel for women becomes a reality What has Mr Sreedharan written to the Prime Minister regarding the decision taken by the Delhi Government allowing free travel for women in metro trains?
Correct
Correct Answer is (C)
Incorrect
Correct Answer is (C)
Question 2 of 10
2. Question
Former Delhi Metro chief E. Sreedharan, popularly called Metro man for his contribution towards setting up the Delhi Metro, has written to Prime Minister Narendra Modi asking him not to agree to the Delhi government’s proposal to make travel free for women commuters.
The Aam Aadmi Party government in Delhi had recently announced its decision to give free travel facility to women passengers on buses and Metro trains. As the Delhi Metro Rail Corporation is an equal partnership between the Delhi government and the Centre, Mr. Sreedharan, a principal advisor to DMRC, said the Prime Minister’s “personal intervention” was required.
“One shareholder cannot take a unilateral decision to give concession to one section of the community and push Delhi Metro into inefficiency and bankruptcy,” he wrote in his letter of June 10. After being an instrumental part of the Delhi Metro since its inception, Mr. Sreedharan stepped down as managing director in 2011. He wrote that he had decided not to intervene in the working of the Delhi Metro after stepping down, but the Delhi government’s decision had forced him to come forward.
“Sir, when the first section of the Delhi Metro was to be opened, I had taken a firm and conscious decision that no one would be given any travel concession on Delhi Metro. This stand was taken to maximize revenues so that Metro fares could be kept low so as to be affordable to ordinary citizens…” At the same time, Metro would make sufficient operational surpluses to pay back loans taken from JICA, Mr. Sreedharan wrote.
He recalled that the then Prime Minister Atal Bijari Vajpayee bought a ticket for himself when he went to inaugurate the first section of the Metro on December 23, 2002. “Now, if ladies are to be given free travel concession in Delhi Metro, it would set an alarming precedence for all other Metros in the country. The argument of Delhi Govt. that the revenue losses would be reimbursed to DMRC is a poor solace. The amount involved is about Rs. 1,000 crores per annum today. This will go on increasing as the Metro network expands and with further fare hikes on the Metro,” he wrote.
He said other sections of commuters, including the “more deserving” like students, the disabled and senior citizens, as well as other Metros in the country would raise similar demands if Delhi’s proposal for free travel for women becomes a reality When did Mr Sreedharan quit as the Managing Director of Delhi Metro?
Correct
Correct Answer is (E)
Incorrect
Correct Answer is (E)
Question 3 of 10
3. Question
Former Delhi Metro chief E. Sreedharan, popularly called Metro man for his contribution towards setting up the Delhi Metro, has written to Prime Minister Narendra Modi asking him not to agree to the Delhi government’s proposal to make travel free for women commuters.
The Aam Aadmi Party government in Delhi had recently announced its decision to give free travel facility to women passengers on buses and Metro trains. As the Delhi Metro Rail Corporation is an equal partnership between the Delhi government and the Centre, Mr. Sreedharan, a principal advisor to DMRC, said the Prime Minister’s “personal intervention” was required.
“One shareholder cannot take a unilateral decision to give concession to one section of the community and push Delhi Metro into inefficiency and bankruptcy,” he wrote in his letter of June 10. After being an instrumental part of the Delhi Metro since its inception, Mr. Sreedharan stepped down as managing director in 2011. He wrote that he had decided not to intervene in the working of the Delhi Metro after stepping down, but the Delhi government’s decision had forced him to come forward.
“Sir, when the first section of the Delhi Metro was to be opened, I had taken a firm and conscious decision that no one would be given any travel concession on Delhi Metro. This stand was taken to maximize revenues so that Metro fares could be kept low so as to be affordable to ordinary citizens…” At the same time, Metro would make sufficient operational surpluses to pay back loans taken from JICA, Mr. Sreedharan wrote.
He recalled that the then Prime Minister Atal Bijari Vajpayee bought a ticket for himself when he went to inaugurate the first section of the Metro on December 23, 2002. “Now, if ladies are to be given free travel concession in Delhi Metro, it would set an alarming precedence for all other Metros in the country. The argument of Delhi Govt. that the revenue losses would be reimbursed to DMRC is a poor solace. The amount involved is about Rs. 1,000 crores per annum today. This will go on increasing as the Metro network expands and with further fare hikes on the Metro,” he wrote.
He said other sections of commuters, including the “more deserving” like students, the disabled and senior citizens, as well as other Metros in the country would raise similar demands if Delhi’s proposal for free travel for women becomes a reality What will the Delhi Government do in order to take care of the losses incurred by Delhi Metro due to free travel permission for women?
Correct
Correct Answer is (C)
Incorrect
Correct Answer is (C)
Question 4 of 10
4. Question
Former Delhi Metro chief E. Sreedharan, popularly called Metro man for his contribution towards setting up the Delhi Metro, has written to Prime Minister Narendra Modi asking him not to agree to the Delhi government’s proposal to make travel free for women commuters.
The Aam Aadmi Party government in Delhi had recently announced its decision to give free travel facility to women passengers on buses and Metro trains. As the Delhi Metro Rail Corporation is an equal partnership between the Delhi government and the Centre, Mr. Sreedharan, a principal advisor to DMRC, said the Prime Minister’s “personal intervention” was required.
“One shareholder cannot take a unilateral decision to give concession to one section of the community and push Delhi Metro into inefficiency and bankruptcy,” he wrote in his letter of June 10. After being an instrumental part of the Delhi Metro since its inception, Mr. Sreedharan stepped down as managing director in 2011. He wrote that he had decided not to intervene in the working of the Delhi Metro after stepping down, but the Delhi government’s decision had forced him to come forward.
“Sir, when the first section of the Delhi Metro was to be opened, I had taken a firm and conscious decision that no one would be given any travel concession on Delhi Metro. This stand was taken to maximize revenues so that Metro fares could be kept low so as to be affordable to ordinary citizens…” At the same time, Metro would make sufficient operational surpluses to pay back loans taken from JICA, Mr. Sreedharan wrote.
He recalled that the then Prime Minister Atal Bijari Vajpayee bought a ticket for himself when he went to inaugurate the first section of the Metro on December 23, 2002. “Now, if ladies are to be given free travel concession in Delhi Metro, it would set an alarming precedence for all other Metros in the country. The argument of Delhi Govt. that the revenue losses would be reimbursed to DMRC is a poor solace. The amount involved is about Rs. 1,000 crores per annum today. This will go on increasing as the Metro network expands and with further fare hikes on the Metro,” he wrote.
He said other sections of commuters, including the “more deserving” like students, the disabled and senior citizens, as well as other Metros in the country would raise similar demands if Delhi’s proposal for free travel for women becomes a reality Which among the following is correct regarding the ownership pattern of the Delhi Metro as described in the given passage?
Correct
Correct Answer is (B)
Incorrect
Correct Answer is (B)
Question 5 of 10
5. Question
Former Delhi Metro chief E. Sreedharan, popularly called Metro man for his contribution towards setting up the Delhi Metro, has written to Prime Minister Narendra Modi asking him not to agree to the Delhi government’s proposal to make travel free for women commuters.
The Aam Aadmi Party government in Delhi had recently announced its decision to give free travel facility to women passengers on buses and Metro trains. As the Delhi Metro Rail Corporation is an equal partnership between the Delhi government and the Centre, Mr. Sreedharan, a principal advisor to DMRC, said the Prime Minister’s “personal intervention” was required.
“One shareholder cannot take a unilateral decision to give concession to one section of the community and push Delhi Metro into inefficiency and bankruptcy,” he wrote in his letter of June 10. After being an instrumental part of the Delhi Metro since its inception, Mr. Sreedharan stepped down as managing director in 2011. He wrote that he had decided not to intervene in the working of the Delhi Metro after stepping down, but the Delhi government’s decision had forced him to come forward.
“Sir, when the first section of the Delhi Metro was to be opened, I had taken a firm and conscious decision that no one would be given any travel concession on Delhi Metro. This stand was taken to maximize revenues so that Metro fares could be kept low so as to be affordable to ordinary citizens…” At the same time, Metro would make sufficient operational surpluses to pay back loans taken from JICA, Mr. Sreedharan wrote.
He recalled that the then Prime Minister Atal Bijari Vajpayee bought a ticket for himself when he went to inaugurate the first section of the Metro on December 23, 2002. “Now, if ladies are to be given free travel concession in Delhi Metro, it would set an alarming precedence for all other Metros in the country. The argument of Delhi Govt. that the revenue losses would be reimbursed to DMRC is a poor solace. The amount involved is about Rs. 1,000 crores per annum today. This will go on increasing as the Metro network expands and with further fare hikes on the Metro,” he wrote.
He said other sections of commuters, including the “more deserving” like students, the disabled and senior citizens, as well as other Metros in the country would raise similar demands if Delhi’s proposal for free travel for women becomes a reality Which among the following is correct regarding the concerns raised by Mr Sreedharan regarding the decision taken by the Delhi Government?
Correct
Correct Answer is (C)
Incorrect
Correct Answer is (C)
Question 6 of 10
6. Question
Across the world, organisations are increasingly offering the gift of flexibility to their
employees.
A study by the Society of Human Resource Management shows that 17% of the organisations
in the United States allow sabbaticals. We see this as a rising trend in India, particularly in the last 5 years. Most of these are “leave without pay” and offered to employees having a strong performance track record. This is how it works.
Organisations invest significant amount of resources in training and development of their employees. The returns on the investments are realised over a long period of time. As the employee keeps performing, there is an increasing acclimatisation and cultural alignment with the beliefs of the organisation. One may be able to spot a pair of trained hands with the competition, but the commitment that a performer brings to work each day is irreplaceable. So, for companies to have a sustainable future, they must retain not only the top performers but also all the people who meet expectations consistently. When one of the good employees wants a long leave either to explore a new world of opportunity or deal with something personal, sabbaticals come in handy. By granting a long vacation, an organisation can win a star performer’s heart and ensure he/she is in for the long haul.
Sabbaticals do create unpredictability and inject instability into the organisation. Typically, the boss has to find someone to fill in the role vacated by the person going on a sabbatical. Often, the person proceeding on a sabbatical does not offer a long notice period and hence, the replacement has to happen quickly. This further adds to the pressure of finding a replacement. Secondly, such replacements are risky because of the high stakes involved with an external stakeholder such as a key client, a government body or a strategic partner.
For employees, it is a great benefit. They do not have to scratch their heads after they complete their switch-off period. They have the same job and a workplace that recognises them. The risk of not finding a new job is non-existent and hence, the person can easily take
the bold step of moving away from the din and bustle of day-to-day work. Sabbaticals give them the space to reflect, the opportunity to shape their dreams and craft the path ahead. People proceed for higher studies, go for medical treatment, take up social work, pursue a passion, write a book, attend to personal emergencies in family and so on without worrying
about a place and job to resume after the break. Sometimes, sabbaticals are misused by people. One could moonlight during that period of time with another organisation in a similar area of work and hence, act against the spirit of taking a sabbatical. Companies try to mitigate the risk by drawing up the terms of the
sabbatical such as eligibility in terms of duration of employment, level in the organisation and performance track record; they also define the period of sabbatical considering these factors.
There are hidden costs associated with a sabbatical. For example, employee benefits such as health insurance and accident cover have to continue. Another challenge with a long sabbatical, say six months, is to accommodate the employee in a role which is commensurate with his or her capabilities and commensurate with the pay. Small organisations do not have the elbow room required for a successful sabbatical programme. Many United States and United Kingdom headquartered multinational companies operating in India offer such programmes. Many large Indian companies and mid-sized progressive companies in India, particularly in the services sector, such as IT, consulting and healthcare have been offering sabbaticals. This helps the employer brand stand tall in the crowd and attract bright talent. Which of the following statements is true with respect to the information given in the passage?
I. Sabbaticals are generally paid leaves.
II. Sabbaticals do create an environment of uncertainty into the organization.
III. Sabbaticals bring great benefits to employees in an organization.
Correct
Correct Answer is (C)
Incorrect
Correct Answer is (C)
Question 7 of 10
7. Question
Across the world, organisations are increasingly offering the gift of flexibility to their
employees.
A study by the Society of Human Resource Management shows that 17% of the organisations
in the United States allow sabbaticals. We see this as a rising trend in India, particularly in the last 5 years. Most of these are “leave without pay” and offered to employees having a strong performance track record. This is how it works.
Organisations invest significant amount of resources in training and development of their employees. The returns on the investments are realised over a long period of time. As the employee keeps performing, there is an increasing acclimatisation and cultural alignment with the beliefs of the organisation. One may be able to spot a pair of trained hands with the competition, but the commitment that a performer brings to work each day is irreplaceable. So, for companies to have a sustainable future, they must retain not only the top performers but also all the people who meet expectations consistently. When one of the good employees wants a long leave either to explore a new world of opportunity or deal with something personal, sabbaticals come in handy. By granting a long vacation, an organisation can win a star performer’s heart and ensure he/she is in for the long haul.
Sabbaticals do create unpredictability and inject instability into the organisation. Typically, the boss has to find someone to fill in the role vacated by the person going on a sabbatical. Often, the person proceeding on a sabbatical does not offer a long notice period and hence, the replacement has to happen quickly. This further adds to the pressure of finding a replacement. Secondly, such replacements are risky because of the high stakes involved with an external stakeholder such as a key client, a government body or a strategic partner.
For employees, it is a great benefit. They do not have to scratch their heads after they complete their switch-off period. They have the same job and a workplace that recognises them. The risk of not finding a new job is non-existent and hence, the person can easily take
the bold step of moving away from the din and bustle of day-to-day work. Sabbaticals give them the space to reflect, the opportunity to shape their dreams and craft the path ahead. People proceed for higher studies, go for medical treatment, take up social work, pursue a passion, write a book, attend to personal emergencies in family and so on without worrying
about a place and job to resume after the break. Sometimes, sabbaticals are misused by people. One could moonlight during that period of time with another organisation in a similar area of work and hence, act against the spirit of taking a sabbatical. Companies try to mitigate the risk by drawing up the terms of the
sabbatical such as eligibility in terms of duration of employment, level in the organisation and performance track record; they also define the period of sabbatical considering these factors.
There are hidden costs associated with a sabbatical. For example, employee benefits such as health insurance and accident cover have to continue. Another challenge with a long sabbatical, say six months, is to accommodate the employee in a role which is commensurate with his or her capabilities and commensurate with the pay. Small organisations do not have the elbow room required for a successful sabbatical programme. Many United States and United Kingdom headquartered multinational companies operating in India offer such programmes. Many large Indian companies and mid-sized progressive companies in India, particularly in the services sector, such as IT, consulting and healthcare have been offering sabbaticals. This helps the employer brand stand tall in the crowd and attract bright talent. Which of the following is a valid assumption with reference to the passage?
Correct
Correct Answer is (B)
Incorrect
Correct Answer is (B)
Question 8 of 10
8. Question
Across the world, organisations are increasingly offering the gift of flexibility to their
employees.
A study by the Society of Human Resource Management shows that 17% of the organisations
in the United States allow sabbaticals. We see this as a rising trend in India, particularly in the last 5 years. Most of these are “leave without pay” and offered to employees having a strong performance track record. This is how it works.
Organisations invest significant amount of resources in training and development of their employees. The returns on the investments are realised over a long period of time. As the employee keeps performing, there is an increasing acclimatisation and cultural alignment with the beliefs of the organisation. One may be able to spot a pair of trained hands with the competition, but the commitment that a performer brings to work each day is irreplaceable. So, for companies to have a sustainable future, they must retain not only the top performers but also all the people who meet expectations consistently. When one of the good employees wants a long leave either to explore a new world of opportunity or deal with something personal, sabbaticals come in handy. By granting a long vacation, an organisation can win a star performer’s heart and ensure he/she is in for the long haul.
Sabbaticals do create unpredictability and inject instability into the organisation. Typically, the boss has to find someone to fill in the role vacated by the person going on a sabbatical. Often, the person proceeding on a sabbatical does not offer a long notice period and hence, the replacement has to happen quickly. This further adds to the pressure of finding a replacement. Secondly, such replacements are risky because of the high stakes involved with an external stakeholder such as a key client, a government body or a strategic partner.
For employees, it is a great benefit. They do not have to scratch their heads after they complete their switch-off period. They have the same job and a workplace that recognises them. The risk of not finding a new job is non-existent and hence, the person can easily take
the bold step of moving away from the din and bustle of day-to-day work. Sabbaticals give them the space to reflect, the opportunity to shape their dreams and craft the path ahead. People proceed for higher studies, go for medical treatment, take up social work, pursue a passion, write a book, attend to personal emergencies in family and so on without worrying
about a place and job to resume after the break. Sometimes, sabbaticals are misused by people. One could moonlight during that period of time with another organisation in a similar area of work and hence, act against the spirit of taking a sabbatical. Companies try to mitigate the risk by drawing up the terms of the
sabbatical such as eligibility in terms of duration of employment, level in the organisation and performance track record; they also define the period of sabbatical considering these factors.
There are hidden costs associated with a sabbatical. For example, employee benefits such as health insurance and accident cover have to continue. Another challenge with a long sabbatical, say six months, is to accommodate the employee in a role which is commensurate with his or her capabilities and commensurate with the pay. Small organisations do not have the elbow room required for a successful sabbatical programme. Many United States and United Kingdom headquartered multinational companies operating in India offer such programmes. Many large Indian companies and mid-sized progressive companies in India, particularly in the services sector, such as IT, consulting and healthcare have been offering sabbaticals. This helps the employer brand stand tall in the crowd and attract bright talent. Which of the following benefits ‘Sabbaticals’ offer to employees?
I. Employees do not have risk of losing their jobs.
II. They can find time to follow their passion.
III. They can attend to personal emergencies without bothering anything about their jobs.
Correct
Correct Answer is (E)
Incorrect
Correct Answer is (E)
Question 9 of 10
9. Question
Across the world, organisations are increasingly offering the gift of flexibility to their
employees.
A study by the Society of Human Resource Management shows that 17% of the organisations
in the United States allow sabbaticals. We see this as a rising trend in India, particularly in the last 5 years. Most of these are “leave without pay” and offered to employees having a strong performance track record. This is how it works.
Organisations invest significant amount of resources in training and development of their employees. The returns on the investments are realised over a long period of time. As the employee keeps performing, there is an increasing acclimatisation and cultural alignment with the beliefs of the organisation. One may be able to spot a pair of trained hands with the competition, but the commitment that a performer brings to work each day is irreplaceable. So, for companies to have a sustainable future, they must retain not only the top performers but also all the people who meet expectations consistently. When one of the good employees wants a long leave either to explore a new world of opportunity or deal with something personal, sabbaticals come in handy. By granting a long vacation, an organisation can win a star performer’s heart and ensure he/she is in for the long haul.
Sabbaticals do create unpredictability and inject instability into the organisation. Typically, the boss has to find someone to fill in the role vacated by the person going on a sabbatical. Often, the person proceeding on a sabbatical does not offer a long notice period and hence, the replacement has to happen quickly. This further adds to the pressure of finding a replacement. Secondly, such replacements are risky because of the high stakes involved with an external stakeholder such as a key client, a government body or a strategic partner.
For employees, it is a great benefit. They do not have to scratch their heads after they complete their switch-off period. They have the same job and a workplace that recognises them. The risk of not finding a new job is non-existent and hence, the person can easily take
the bold step of moving away from the din and bustle of day-to-day work. Sabbaticals give them the space to reflect, the opportunity to shape their dreams and craft the path ahead. People proceed for higher studies, go for medical treatment, take up social work, pursue a passion, write a book, attend to personal emergencies in family and so on without worrying
about a place and job to resume after the break. Sometimes, sabbaticals are misused by people. One could moonlight during that period of time with another organisation in a similar area of work and hence, act against the spirit of taking a sabbatical. Companies try to mitigate the risk by drawing up the terms of the
sabbatical such as eligibility in terms of duration of employment, level in the organisation and performance track record; they also define the period of sabbatical considering these factors.
There are hidden costs associated with a sabbatical. For example, employee benefits such as health insurance and accident cover have to continue. Another challenge with a long sabbatical, say six months, is to accommodate the employee in a role which is commensurate with his or her capabilities and commensurate with the pay. Small organisations do not have the elbow room required for a successful sabbatical programme. Many United States and United Kingdom headquartered multinational companies operating in India offer such programmes. Many large Indian companies and mid-sized progressive companies in India, particularly in the services sector, such as IT, consulting and healthcare have been offering sabbaticals. This helps the employer brand stand tall in the crowd and attract bright talent. Which of the following can be inferred as a valid reason/reasons as in why the ‘sabbatical programme’ isn’t a success as far as small organizations are concerned?
I. Small organizations do not follow a fair leave management policy.
II. Small organizations in general do not have a heavy budget that can support ‘sabbatical programme’.
III. Small organizations have a high attrition rate.
Correct
Correct Answer is (C)
Incorrect
Correct Answer is (C)
Question 10 of 10
10. Question
Across the world, organisations are increasingly offering the gift of flexibility to their
employees.
A study by the Society of Human Resource Management shows that 17% of the organisations
in the United States allow sabbaticals. We see this as a rising trend in India, particularly in the last 5 years. Most of these are “leave without pay” and offered to employees having a strong performance track record. This is how it works.
Organisations invest significant amount of resources in training and development of their employees. The returns on the investments are realised over a long period of time. As the employee keeps performing, there is an increasing acclimatisation and cultural alignment with the beliefs of the organisation. One may be able to spot a pair of trained hands with the competition, but the commitment that a performer brings to work each day is irreplaceable. So, for companies to have a sustainable future, they must retain not only the top performers but also all the people who meet expectations consistently. When one of the good employees wants a long leave either to explore a new world of opportunity or deal with something personal, sabbaticals come in handy. By granting a long vacation, an organisation can win a star performer’s heart and ensure he/she is in for the long haul.
Sabbaticals do create unpredictability and inject instability into the organisation. Typically, the boss has to find someone to fill in the role vacated by the person going on a sabbatical. Often, the person proceeding on a sabbatical does not offer a long notice period and hence, the replacement has to happen quickly. This further adds to the pressure of finding a replacement. Secondly, such replacements are risky because of the high stakes involved with an external stakeholder such as a key client, a government body or a strategic partner.
For employees, it is a great benefit. They do not have to scratch their heads after they complete their switch-off period. They have the same job and a workplace that recognises them. The risk of not finding a new job is non-existent and hence, the person can easily take
the bold step of moving away from the din and bustle of day-to-day work. Sabbaticals give them the space to reflect, the opportunity to shape their dreams and craft the path ahead. People proceed for higher studies, go for medical treatment, take up social work, pursue a passion, write a book, attend to personal emergencies in family and so on without worrying
about a place and job to resume after the break. Sometimes, sabbaticals are misused by people. One could moonlight during that period of time with another organisation in a similar area of work and hence, act against the spirit of taking a sabbatical. Companies try to mitigate the risk by drawing up the terms of the
sabbatical such as eligibility in terms of duration of employment, level in the organisation and performance track record; they also define the period of sabbatical considering these factors.
There are hidden costs associated with a sabbatical. For example, employee benefits such as health insurance and accident cover have to continue. Another challenge with a long sabbatical, say six months, is to accommodate the employee in a role which is commensurate with his or her capabilities and commensurate with the pay. Small organisations do not have the elbow room required for a successful sabbatical programme. Many United States and United Kingdom headquartered multinational companies operating in India offer such programmes. Many large Indian companies and mid-sized progressive companies in India, particularly in the services sector, such as IT, consulting and healthcare have been offering sabbaticals. This helps the employer brand stand tall in the crowd and attract bright talent. Which of the following is given as an example of a possible misuse of ‘Sabbaticals’ offered to employees?
I. Employees on sabbaticals can divulge secret information of their organization to rival companies.
II. Employees can get themselves indulge in criminal activities.
III. Employees availing themselves of sabbaticals can join rival companies in the market.