�ݺ�ߣshows by User: gopibyadav

�ݺ�ߣshows by User: gopibyadav / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: gopibyadav / Thu, 13 Nov 2014 22:32:36 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: gopibyadav Hr strategy for startups /slideshow/hr-strategy-for-startups/41541377 hrstrategyforstartups-141113223236-conversion-gate02
Foradian Technologies is the world’s leading provider of enterprise software solutions for education institutions. Foradian products and services are used by thousands of educational institutions worldwide for all administration, management and learning related activities. The product Fedena is a complete student information system in cloud. User friendly School ERP for the next generation of education institutions. The other product Uzity enables organizations to teach and learn using the power of internet. Uzity is a global university where people have the ultimate freedom to teach and learn anything they want in any pace they prefer. Flexible timings. Non filtered internet available full-time. Multiplayer game in the office after lunch. Non-compromising Leadership Saturdays as Innovative Day Foradian offer flexible timings for the employees to reach and leave the office. Initially, they had also tried the ‘working from home’ option. But it was a failure and it was better to bring advantages of home-atmosphere to the workplace. So the employees work from office but to make it a win-win situation, they are a little relaxed with the timings. One has to define a thin-line between being stern and strict. They don’t want their employees to feel like they are in a school classroom. They give their employees some lee-way and respect their personal space. They let o their employees access Facebook, Twitter, Reddit, Youtube and all other social networking websites during office time. As long as they can manage their time effectively and deliver, they don’t intrude. Like Benjamin Franklin rightly said, “Games lubricate the body and the mind.” And that lubrication is much required for the employees of a startup to perform at their optimum levels. employees spend 30 to 45 minutes playing multi-player games in their network everyday. Their present craze is the BZFlag which is open source and highly addictive. In fact, there are times when the directors of the company also join the employees. Such games play a very indirect yet highly significant role in building team-players. Employees gel along better and any formal ice is broken. Foradian CTO Arvind who leads the entire engineering team never uses social networking. He doesn’t waste time browsing internet during office hours. He leads the company silently. So all employees respect his words and commands. Office timing for Saturday is 10am to 4pm. If there is no emergency or urgent work, they spend the time in training and innovation. However, more often than not, this policy fails, as Foradian is a growing company and have lots of work for the Saturdays. But whenever possible, they make sure to make the Saturday more than just another day at work! Also, they lack regular team trips, which will be implemented pretty soon. Their dream is to provide every engineer with a dual monitor Mac. Hoping to achieve it in next Financial Year. They believe that you can’t s]]>
Foradian Technologies is the world’s leading provider of enterprise software solutions for education institutions. Foradian products and services are used by thousands of educational institutions worldwide for all administration, management and learning related activities. The product Fedena is a complete student information system in cloud. User friendly School ERP for the next generation of education institutions. The other product Uzity enables organizations to teach and learn using the power of internet. Uzity is a global university where people have the ultimate freedom to teach and learn anything they want in any pace they prefer. Flexible timings. Non filtered internet available full-time. Multiplayer game in the office after lunch. Non-compromising Leadership Saturdays as Innovative Day Foradian offer flexible timings for the employees to reach and leave the office. Initially, they had also tried the ‘working from home’ option. But it was a failure and it was better to bring advantages of home-atmosphere to the workplace. So the employees work from office but to make it a win-win situation, they are a little relaxed with the timings. One has to define a thin-line between being stern and strict. They don’t want their employees to feel like they are in a school classroom. They give their employees some lee-way and respect their personal space. They let o their employees access Facebook, Twitter, Reddit, Youtube and all other social networking websites during office time. As long as they can manage their time effectively and deliver, they don’t intrude. Like Benjamin Franklin rightly said, “Games lubricate the body and the mind.” And that lubrication is much required for the employees of a startup to perform at their optimum levels. employees spend 30 to 45 minutes playing multi-player games in their network everyday. Their present craze is the BZFlag which is open source and highly addictive. In fact, there are times when the directors of the company also join the employees. Such games play a very indirect yet highly significant role in building team-players. Employees gel along better and any formal ice is broken. Foradian CTO Arvind who leads the entire engineering team never uses social networking. He doesn’t waste time browsing internet during office hours. He leads the company silently. So all employees respect his words and commands. Office timing for Saturday is 10am to 4pm. If there is no emergency or urgent work, they spend the time in training and innovation. However, more often than not, this policy fails, as Foradian is a growing company and have lots of work for the Saturdays. But whenever possible, they make sure to make the Saturday more than just another day at work! Also, they lack regular team trips, which will be implemented pretty soon. Their dream is to provide every engineer with a dual monitor Mac. Hoping to achieve it in next Financial Year. They believe that you can’t s]]> Thu, 13 Nov 2014 22:32:36 GMT /slideshow/hr-strategy-for-startups/41541377 gopibyadav@slideshare.net(gopibyadav) Hr strategy for startups gopibyadav Foradian Technologies is the world’s leading provider of enterprise software solutions for education institutions. Foradian products and services are used by thousands of educational institutions worldwide for all administration, management and learning related activities. The product Fedena is a complete student information system in cloud. User friendly School ERP for the next generation of education institutions. The other product Uzity enables organizations to teach and learn using the power of internet. Uzity is a global university where people have the ultimate freedom to teach and learn anything they want in any pace they prefer. Flexible timings. Non filtered internet available full-time. Multiplayer game in the office after lunch. Non-compromising Leadership Saturdays as Innovative Day Foradian offer flexible timings for the employees to reach and leave the office. Initially, they had also tried the ‘working from home’ option. But it was a failure and it was better to bring advantages of home-atmosphere to the workplace. So the employees work from office but to make it a win-win situation, they are a little relaxed with the timings. One has to define a thin-line between being stern and strict. They don’t want their employees to feel like they are in a school classroom. They give their employees some lee-way and respect their personal space. They let o their employees access Facebook, Twitter, Reddit, Youtube and all other social networking websites during office time. As long as they can manage their time effectively and deliver, they don’t intrude. Like Benjamin Franklin rightly said, “Games lubricate the body and the mind.” And that lubrication is much required for the employees of a startup to perform at their optimum levels. employees spend 30 to 45 minutes playing multi-player games in their network everyday. Their present craze is the BZFlag which is open source and highly addictive. In fact, there are times when the directors of the company also join the employees. Such games play a very indirect yet highly significant role in building team-players. Employees gel along better and any formal ice is broken. Foradian CTO Arvind who leads the entire engineering team never uses social networking. He doesn’t waste time browsing internet during office hours. He leads the company silently. So all employees respect his words and commands. Office timing for Saturday is 10am to 4pm. If there is no emergency or urgent work, they spend the time in training and innovation. However, more often than not, this policy fails, as Foradian is a growing company and have lots of work for the Saturdays. But whenever possible, they make sure to make the Saturday more than just another day at work! Also, they lack regular team trips, which will be implemented pretty soon. Their dream is to provide every engineer with a dual monitor Mac. Hoping to achieve it in next Financial Year. They believe that you can’t s <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hrstrategyforstartups-141113223236-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Foradian Technologies is the world’s leading provider of enterprise software solutions for education institutions. Foradian products and services are used by thousands of educational institutions worldwide for all administration, management and learning related activities. The product Fedena is a complete student information system in cloud. User friendly School ERP for the next generation of education institutions. The other product Uzity enables organizations to teach and learn using the power of internet. Uzity is a global university where people have the ultimate freedom to teach and learn anything they want in any pace they prefer. Flexible timings. Non filtered internet available full-time. Multiplayer game in the office after lunch. Non-compromising Leadership Saturdays as Innovative Day Foradian offer flexible timings for the employees to reach and leave the office. Initially, they had also tried the ‘working from home’ option. But it was a failure and it was better to bring advantages of home-atmosphere to the workplace. So the employees work from office but to make it a win-win situation, they are a little relaxed with the timings. One has to define a thin-line between being stern and strict. They don’t want their employees to feel like they are in a school classroom. They give their employees some lee-way and respect their personal space. They let o their employees access Facebook, Twitter, Reddit, Youtube and all other social networking websites during office time. As long as they can manage their time effectively and deliver, they don’t intrude. Like Benjamin Franklin rightly said, “Games lubricate the body and the mind.” And that lubrication is much required for the employees of a startup to perform at their optimum levels. employees spend 30 to 45 minutes playing multi-player games in their network everyday. Their present craze is the BZFlag which is open source and highly addictive. In fact, there are times when the directors of the company also join the employees. Such games play a very indirect yet highly significant role in building team-players. Employees gel along better and any formal ice is broken. Foradian CTO Arvind who leads the entire engineering team never uses social networking. He doesn’t waste time browsing internet during office hours. He leads the company silently. So all employees respect his words and commands. Office timing for Saturday is 10am to 4pm. If there is no emergency or urgent work, they spend the time in training and innovation. However, more often than not, this policy fails, as Foradian is a growing company and have lots of work for the Saturdays. But whenever possible, they make sure to make the Saturday more than just another day at work! Also, they lack regular team trips, which will be implemented pretty soon. Their dream is to provide every engineer with a dual monitor Mac. Hoping to achieve it in next Financial Year. They believe that you can’t s

Hr strategy for startups from GOPI YADAV

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0 Hr policy of dabur /slideshow/hr-policy-of-dabur-when-expansion-in-same-sector/41540936 hrpolicywhenexpansioninsamesector-141113221308-conversion-gate01
Dabur India Limited is India's leading FMCG company with interests in health care, personal care and foods. Dabur has a history of more than 100 years . The products of Dabur are marketed in more than 50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer Care Division (CCD) & Consumer Health Division (CHD). The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur established research laboratories to develop scientific processes and quality checks. In 1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company in 1986. When Dabur India roped in an outsider as its CEO, Ninu Khanna, rather than passing the reins to a family-member passes to Sunil Duggal, Dabur’s CEO since 2000 has taken the business to new heights by strategic acquisitions and has expanded the product portfolio to make Dabur a comprehensive FMCG company from an Ayurvedic products seller. Today, majority of the Board members at Dabur do not belong to the Promoter family. PERFORMANCE APPRAISAL REWARD AND RECOGNITION HEALTH AND SAFETY SCHEME TALENT MANAGEMENT TRAINING AND DEVELOPMENT GENDER DIVERSITY WORK LIFE BALANCE RECRUITMENT & SELECTION Management by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures, if any are also discussed with the employees. a standard value system is provided to the appraiser, based on which assessments are done in four categories, namely: Outstanding. Excellent. Good. Below average, There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high, due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory, not very good. The process needs to be integrated into the career planning of its employees in a more effective manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the appraisee and appraiser is desired. At Dabur, the Human Resources department supports the business operations and helps enhance performance parameters for each employee. Special care is taken in nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and improve their performance through an innovative reward and recognition programme called ‘Applause’. The objectives of this scheme are: To reward contribution of employees beyond normal monetary rewards To recognize and applaud for immediate recognition To promote positive behaviors in the organization]]>
Dabur India Limited is India's leading FMCG company with interests in health care, personal care and foods. Dabur has a history of more than 100 years . The products of Dabur are marketed in more than 50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer Care Division (CCD) & Consumer Health Division (CHD). The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur established research laboratories to develop scientific processes and quality checks. In 1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company in 1986. When Dabur India roped in an outsider as its CEO, Ninu Khanna, rather than passing the reins to a family-member passes to Sunil Duggal, Dabur’s CEO since 2000 has taken the business to new heights by strategic acquisitions and has expanded the product portfolio to make Dabur a comprehensive FMCG company from an Ayurvedic products seller. Today, majority of the Board members at Dabur do not belong to the Promoter family. PERFORMANCE APPRAISAL REWARD AND RECOGNITION HEALTH AND SAFETY SCHEME TALENT MANAGEMENT TRAINING AND DEVELOPMENT GENDER DIVERSITY WORK LIFE BALANCE RECRUITMENT & SELECTION Management by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures, if any are also discussed with the employees. a standard value system is provided to the appraiser, based on which assessments are done in four categories, namely: Outstanding. Excellent. Good. Below average, There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high, due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory, not very good. The process needs to be integrated into the career planning of its employees in a more effective manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the appraisee and appraiser is desired. At Dabur, the Human Resources department supports the business operations and helps enhance performance parameters for each employee. Special care is taken in nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and improve their performance through an innovative reward and recognition programme called ‘Applause’. The objectives of this scheme are: To reward contribution of employees beyond normal monetary rewards To recognize and applaud for immediate recognition To promote positive behaviors in the organization]]> Thu, 13 Nov 2014 22:13:08 GMT /slideshow/hr-policy-of-dabur-when-expansion-in-same-sector/41540936 gopibyadav@slideshare.net(gopibyadav) Hr policy of dabur gopibyadav Dabur India Limited is India's leading FMCG company with interests in health care, personal care and foods. Dabur has a history of more than 100 years . The products of Dabur are marketed in more than 50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer Care Division (CCD) & Consumer Health Division (CHD). The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur established research laboratories to develop scientific processes and quality checks. In 1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company in 1986. When Dabur India roped in an outsider as its CEO, Ninu Khanna, rather than passing the reins to a family-member passes to Sunil Duggal, Dabur’s CEO since 2000 has taken the business to new heights by strategic acquisitions and has expanded the product portfolio to make Dabur a comprehensive FMCG company from an Ayurvedic products seller. Today, majority of the Board members at Dabur do not belong to the Promoter family. PERFORMANCE APPRAISAL REWARD AND RECOGNITION HEALTH AND SAFETY SCHEME TALENT MANAGEMENT TRAINING AND DEVELOPMENT GENDER DIVERSITY WORK LIFE BALANCE RECRUITMENT & SELECTION Management by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures, if any are also discussed with the employees. a standard value system is provided to the appraiser, based on which assessments are done in four categories, namely: Outstanding. Excellent. Good. Below average, There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high, due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory, not very good. The process needs to be integrated into the career planning of its employees in a more effective manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the appraisee and appraiser is desired. At Dabur, the Human Resources department supports the business operations and helps enhance performance parameters for each employee. Special care is taken in nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and improve their performance through an innovative reward and recognition programme called ‘Applause’. The objectives of this scheme are: To reward contribution of employees beyond normal monetary rewards To recognize and applaud for immediate recognition To promote positive behaviors in the organization <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hrpolicywhenexpansioninsamesector-141113221308-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Dabur India Limited is India's leading FMCG company with interests in health care, personal care and foods. Dabur has a history of more than 100 years . The products of Dabur are marketed in more than 50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer Care Division (CCD) & Consumer Health Division (CHD). The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur established research laboratories to develop scientific processes and quality checks. In 1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company in 1986. When Dabur India roped in an outsider as its CEO, Ninu Khanna, rather than passing the reins to a family-member passes to Sunil Duggal, Dabur’s CEO since 2000 has taken the business to new heights by strategic acquisitions and has expanded the product portfolio to make Dabur a comprehensive FMCG company from an Ayurvedic products seller. Today, majority of the Board members at Dabur do not belong to the Promoter family. PERFORMANCE APPRAISAL REWARD AND RECOGNITION HEALTH AND SAFETY SCHEME TALENT MANAGEMENT TRAINING AND DEVELOPMENT GENDER DIVERSITY WORK LIFE BALANCE RECRUITMENT & SELECTION Management by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures, if any are also discussed with the employees. a standard value system is provided to the appraiser, based on which assessments are done in four categories, namely: Outstanding. Excellent. Good. Below average, There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high, due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory, not very good. The process needs to be integrated into the career planning of its employees in a more effective manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the appraisee and appraiser is desired. At Dabur, the Human Resources department supports the business operations and helps enhance performance parameters for each employee. Special care is taken in nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and improve their performance through an innovative reward and recognition programme called ‘Applause’. The objectives of this scheme are: To reward contribution of employees beyond normal monetary rewards To recognize and applaud for immediate recognition To promote positive behaviors in the organization

Hr policy of dabur from GOPI YADAV

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0 https://public.slidesharecdn.com/v2/images/profile-picture.png https://cdn.slidesharecdn.com/ss_thumbnails/hrstrategyforstartups-141113223236-conversion-gate02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/hr-strategy-for-startups/41541377 Hr strategy for startups https://cdn.slidesharecdn.com/ss_thumbnails/hrpolicywhenexpansioninsamesector-141113221308-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/hr-policy-of-dabur-when-expansion-in-same-sector/41540936 Hr policy of dabur