logo
Job seeker reveals the one question that has got them ghosted by the HR

Job seeker reveals the one question that has got them ghosted by the HR

Economic Times5 days ago
Synopsis
An Indian professional, returning home after years abroad, faces difficulty finding a job despite a strong background. Companies prioritize previous salary over skills, often making lowball offers based on outdated information. This practice, common in India, disregards international experience and benchmarks, leading to frustration for returning professionals.
iStock Job seeker says refusing to answer about past CTC has led to recruiters ghosting them A professional who recently came back to India after spending several years working overseas is facing an unexpected and frustrating challenge: landing a new job. Despite holding a solid track record and four years of experience at a reputed financial organization abroad, the returnee is finding it difficult to secure meaningful employment offers.Sharing their story on the subreddit Indian Workplace, the individual revealed that after applying to over a hundred job openings, only a handful—no more than five—actually responded. Even those limited interactions quickly turned uncomfortable. The very first question posed during these calls from recruiters was almost always about the candidate's previous salary, also known as CTC (Cost to Company). The jobseeker found this not only invasive but also inappropriate, particularly given the stark differences in currency value and salary standards between countries.The frustration deepened when the candidate chose transparency and disclosed their past earnings. Almost immediately after revealing the foreign pay figure, hiring managers would abruptly end communication, effectively ghosting the applicant. This pattern repeated itself enough times to become a source of serious concern and confusion. Seeking advice from others in similar situations, the professional asked how one should even respond to such inquiries when clearly the intent isn't to match qualifications but to lowball based on outdated or irrelevant salary data.Many users in the forum chimed in to validate the experience, with one pointing out that this approach is unfortunately widespread in the Indian corporate scene. While it may be considered unethical in places like North America or Europe—where employment laws often protect applicants from having to disclose salary history—in India, the lack of legal boundaries allows companies to continue this exploitative trend unchecked.Others remarked on how absurd the offers could get, with some companies shamelessly proposing salaries as low as ₹1 lakh per annum, even for candidates with senior-level experience. One sarcastic comment mocked the system, citing a scenario where a former CTO was offered just Rs 4 lakh per year. Another contributor gave a hypothetical but all-too-common example: someone earning Rs 25 lakh annually abroad being told that due to a six-month employment gap, the company could now only offer Rs 3 lakh.The final consensus among users was sobering: regardless of whether a candidate earned in euros or dollars, Indian employers often disregard international benchmarks. Instead of evaluating skills and experience on merit, they prefer anchoring offers to previous CTC figures—no matter how irrelevant or mismatched. When gearing up for a job interview, it's essential to have a clear strategy for answering questions related to your expected Cost to Company (CTC). According to a report by Indeed.com, it's wise to go into the conversation prepared—not just by knowing your value, but also by learning about the organization's mission, offerings, future goals, and employee feedback. Often, when two candidates are equally qualified, a company may lean toward the one whose salary expectations align better with their budget.CTC represents the complete financial commitment an employer makes for an employee annually. This includes not only direct cash payments but also additional non-monetary benefits. CTC typically consists of three primary elements: the base salary, various allowances, and mandatory deductions. Generally, your base salary constitutes less than half—usually around 40%—of your total CTC. The remaining parts, which include perks and deductions, can differ based on the company's structure, internal policies, and organizational scale. Gaining a clear understanding of these segments helps you better navigate the salary discussion when the time comes.Compensation standards usually follow a pattern, although they can vary slightly depending on the company's location, size, and industry. Utilize job portals and employment websites to review ongoing salary trends. When evaluating pay expectations, take into account factors such as your experience level, professional skills, work environment, potential job risks, travel obligations, and benefits provided by similar employers. Many recruitment agencies also publish salary benchmarks and industry-wise compensation reports—reviewing these can give you a realistic idea of what to expect and ask for.If you've been shortlisted for an interview, it typically indicates that the company is open to offering a package equal to or better than your current one. If the recruiter asks you to state your expected CTC, it's better to provide a range instead of a rigid figure. This should be informed by your research and existing pay. Consider all salary components—like benefits and bonuses—included in your take-home income before proposing a range. For instance, if your findings reveal that the average compensation for your role is ₹6,00,000 per annum, you can comfortably ask for a slightly higher figure. Alternatively, increasing your current CTC by 15–20% to set your expected range is also reasonable. Quoting a range suggests flexibility and demonstrates your interest in continuing the hiring process.It's not uncommon for interviewers to bring up the CTC discussion early in the process—sometimes before any job details are discussed. If this happens, it's acceptable to delay your response diplomatically. You might say that you'd prefer to understand the job role, duties, and expectations more clearly before discussing compensation. You could also turn the conversation around by asking if they can share the salary bracket they've allocated for the position.In most hiring scenarios, especially for entry-level and mid-tier roles, candidates go through multiple interview rounds—typically three. Senior and executive roles often involve even more rigorous and formal evaluation stages. The ideal time to disclose your expected CTC is usually during the second or third round, once there's a better mutual understanding of your qualifications, strengths, and the value you could bring to the team.Being familiar with each component of your compensation package empowers you during negotiations. You may ask for a better base salary or suggest alternatives if the company can't meet your proposed CTC. For instance, if their budget is tight, they might offer stock options or performance-based incentives instead of higher pay. It's also reasonable to negotiate for cash in lieu of non-cash benefits, especially if that suits your financial goals more effectively.
( Originally published on Jul 05, 2025 )
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Vitrum Studio's Legacy in Glass and Giving
Vitrum Studio's Legacy in Glass and Giving

Time of India

time40 minutes ago

  • Time of India

Vitrum Studio's Legacy in Glass and Giving

In 1957, a writer in The Times of India made a fleeting remark: "In Kemps Corner, something quietly dignified has been attempted in glass and tile… One hopes it does not go unnoticed. " It didn't quite catch fire in its time, but today, that quiet dignity is finally receiving the recognition it deserves. At the Jehangir Nicholson Gallery at CSMVS, the exhibition 'A Glazed History: Badri Narayan and the Vitrum Studio' (on view till August 31) rekindles the memory of that modest yet radical design collective that once operated in the heart of south Bombay. Vitrum was born from displacement. Polish Jewish émigré Simon Lifschutz, a glassmaker who arrived in India during the Second World War, turned to glassmaking not only as livelihood but as expression. With his wife Hanna, he established Vitrum Studio in 1957 as a philanthropic offshoot of their industrial glass factory. Their aim? To marry craftsmanship with artistic vision—and to make art functional, beautiful, and within reach. You Can Also Check: Mumbai AQI | Weather in Mumbai | Bank Holidays in Mumbai | Public Holidays in Mumbai So strong was Simon's sense of belonging that he even took the effort to learn Urdu as a gesture of respect and connection to those around him. As his son, architect Alex Lifschutz, recalls: "He had experienced such a warm welcome in India after two years as an impoverished refugee moving from Poland through Russia, China and Burma. He felt so at home." Artists from Mumbai's modernist circles—Badri Narayan, Vijoo Sadwelkar, and others—were invited to paint on ceramic tiles, create mosaics and design objects like tabletops, lamps and trays. The aesthetic was tactile, vibrant, and quietly radical: neither elite nor mass-produced, it was art that could live in the everyday home. For Badri Narayan (1929–2013), Vitrum was more than a studio. As its first and eventual chief artist, Narayan brought with him an idealism shaped by Ruskin, William Morris, and the Arts and Crafts movement. Drawing inspiration from Diego Rivera and the US Federal Art Project, he advocated for murals and public installations across Indian cities. His most visible contribution remains the glass mosaic mural for Charles Correa's Gandhi Darshan pavilion in Delhi—a surviving testament to what Vitrum aimed for: art woven into architecture and into civic identity. In the 1960s and '70s, Narayan's handcrafted tiles sold for just 10–15, reflecting his belief that art should be accessible, democratic, and embedded in daily life. He envisioned a public art movement—ambitious, perhaps even idealistic, as the exhibition text acknowledges—but one that championed the social application of art. Curated by Puja Vaish, 'A Glazed History' is as much archaeology as it is an art show. It pieces together fragments—tiles from private collections, rare photographs, Films Division clips, architectural commissions—to reconstruct the life and legacy of a studio nearly lost to time. One of the richest sources was collector Haresh Mehta, who preserved dozens of original Vitrum pieces and shared long-forgotten anecdotes and materials. The exhibition places Vitrum within the wider context of post-independence cultural nation-building. Supported by the Central Cottage Industries under Kamaladevi Chattopadhyay, Vitrum's work stood at the confluence of craft revivalism and modernist aesthetics. For Narayan, this confluence also meant engaging with tradition while forging a contemporary voice—drawing on mythologies, folklore, and literature to create a symbolic vocabulary. Vitrum Studio was also, as Alex Lifschutz recalls, a deeply personal endeavour. "Art was very important to my mother and father," he says. "Both had a hand in the Studio although my father was much more responsible for the factory." Simon, an engineer trained in industrial glass, also saw art as a civic commitment. "He wanted to create value—not just economic, but cultural, social and aesthetic." That ethos extended to their charitable ventures, like teaching child beggars to make delicate glass animals. The studio's design itself embraced passive cooling, recycled materials, and thoughtful provisions for women workers—making Vitrum a forerunner of today's ethical design studios. "There isn't a single 'right time' for overlooked histories to surface," says Vaish. "But this one reminds us that art can be civic, democratic and collaborative." Vitrum's legacy, as Alex sees it, was always about creating value—not just economic, but social, cultural and aesthetic.

Make (more) in India: India switches to factory settings for niche electronics
Make (more) in India: India switches to factory settings for niche electronics

Economic Times

time40 minutes ago

  • Economic Times

Make (more) in India: India switches to factory settings for niche electronics

TIL Creatives Representative Image Kolkata: After iPhones, smart televisions and microwave ovens, India is now scaling up manufacturing of more niche electronic products such as robotic vacuum cleaners, coffee makers, built-in refrigerators and air fryers, which, till recently, were fully imported. The development, according to industry executives, is driven by the government's expanding list of electronic products whose factories need certification under the quality control orders (QCO) of the Bureau of Indian Standards (BIS) that are meant to control imports from China and other places, as well as promote local production. Most of these specialised products have come under QCO in the past eight to nine months. Till recently, most consumer goods firms argued that the market size for these categories was so small that local production did not make sense. 'BIS norms have been a big trigger, with more and more brands — including premium ones — exploring local production for small appliances despite small market size,' said Atul Lall, managing director of Dixon Technologies. 'It's a nice business opportunity.' Earlier this week, Dixon signed an agreement with Eureka Forbes to manufacture robotic vacuum cleaners, a category with a market size of just about Rs 700 is the largest home-grown electronics contract manufacturer. Europe's Liebherr has set up a plant for built-in customised refrigerators in Aurangabad, with production commencing in April, despite domestic annual sales of only 14,000-15,000 Agarwal, India managing director (sales) at Liebherr Appliances, said that implementation of the BIS norms for refrigerators from this year served as a wake-up call to set up a factory locally, further aided by the premiumisation wave. 'We were importing from Germany but getting the factory certified is a tedious process. We also believe the market will grow to 1 lakh units in five years. So a local plant made a business case and will reduce import lead time,' he Greaves Consumer Electricals' annual report said it will prioritise local sourcing this fiscal. Havells India said in its annual report it will further support localisation of products to reduce import dependence, from about 8% of its total sourcing in the previous financial year, having scaled it down from around 15% of total sourcing in of QCOs has opened up more attractive categories, according to Ajay Singhania, MD of contract manufacturer Epack Durable, while the business for more mature categories such as mixer grinders has been either flat or growing at a nominal rate of 3-4% annually. The opportunity includes 72 categories, such as air fryers, electric kettles and hair dryers, most of which were earlier fully imported, he said. 'We are taking a lead in localising these categories and meeting the requirements of most of the marquee customers,' he told analysts last firms imported these products in bulk in the past few months before the QCO came into executives said that while the market size may be small for standalone categories, it's altogether a business opportunity of more than Rs 12,000-13,000 crore. To put it in perspective, the market size of air-conditioners alone is more than Rs 40,000 crore and that of smartphones is more than Rs 1.5 lakh crore. Another leading contract manufacturer, PG Electroplast, began small appliance production seven to eight years ago, but had to discontinue it as the opportunity was very small at the time, said its managing director (operations) Vikas Gupta. 'But with the BIS norms, we are now relooking at it as a lot of brands are approaching us,' he said. The government has, over the past few years, expanded the compulsory BIS QCO certification to products such ACs, washing machines, refrigerators, ceiling fans, plugs, switches and cables, and very few overseas factories have received the BIS certification.

Sweat equity! Corporate India invests in workplace sports
Sweat equity! Corporate India invests in workplace sports

Time of India

time40 minutes ago

  • Time of India

Sweat equity! Corporate India invests in workplace sports

Indian companies are increasingly incorporating sports activities into the workplace to foster employee bonding and bridge the gap between leadership and staff. Firms like PepsiCo, Myntra, and RPG Raychem are offering facilities for traditional sports and embracing newer ones like pickleball. Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads New Delhi: India Inc is increasingly game for organising sports activities at workplaces to infuse a greater sense of bonding among employees while also bridging the gulf between the leadership and the workforce. Many companies such as PepsiCo, Myntra , RPG Raychem and Harrisons Malayalam are not only providing in-house facilities for traditionally popular sports but some among these are also embracing newer ones like pickleball , said industry for example, launched two in-house pickleball courts earlier this year. 'With this, we have added a fun, social sport to our 'Along with other facilities like tennis, a gym, arcade games across floors and more, we extended access to a cricket practice net and ground, along with an indoor badminton court near our office.'Siddhant Jatia, the founder of Picklebay, which provides services to help set up pickleball courts, said that in just eight weeks the company's pipeline grew from 15 early-stage leads to more than 50 large enterprises, including multinationals. He said one of the leading airlines and a professional services company were among the first companies in India to take to the game. 'We anticipate onboarding at least 5,000 employees across 10 corporates through masterclasses and internal leagues within the first 60-90 days of deployment.' Swiggy has, earlier this year, partnered with cricketer Rishabh Pant to co-own Mumbai Pickle Power ahead of the inaugural season of the World Pickleball League. Other companies, including PepsiCo, are creating spaces within the office for football, table tennis, pool, carrom, chess and mini-golf.'Here, teams can bond beyond work,' said Pavitra Singh, PepsiCo CHRO for India and South Asia. The company has just concluded its annual sports week, or the PepsiCo India League. 'Over the last two years, our leaders have amplified the impact of the League,' Singh said. RPG Group is busy preparing for its annual sports day. Within the group, Raychem RPG organises sports activities on a quarterly basis, while Harrisons Malayalam will have a sports month at the end of this year.'Well-being remains central to our 'Hello Happiness' philosophy, which embraces holistic health and a balanced life. We encourage our people to stay active, and each of our group companies would bring together its people through forms of sports and games from time to time,' said Supratik Bhattacharyya, chief talent officer, RPG space provider Mindspace Business Parks REIT affirmed that there has been a significant increase in sporting activities among companies in India. 'Sports ranks high on the demand among our corporate clients, especially over the last 12 months or so,' said its managing director and chief executive officer Ramesh Nair. 'This is primarily led by demand from Gen Zs in the workforce for indoor and outdoor games at workplaces.'The company is engaged in conducting several championships across its business parks in the country. It introduced pickleball at two of its properties in Mumbai, drawing more than 1,000 employees from 80 companies.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store