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Employee Taxation
Girish Gupta, Head HR-Compensation & Benefits, Cairn India Limited. - 22nd Jan, 2010 |
| Employee Taxation - Presentation Transcript
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From Uncertainty to Certainty Profit Plus: Environment Values & Choices
Ganesh Natrajan, Vice Chairman and CEO, Zensar Technologies Chairman - IT & ITES CII Member - Chairmen's Council NASSCOM - 24th Dec, 2009 |
| World Class Talent Management People Engagement at phenomenal retention of 97.2 % - an Industry benchmark! Vision Community Time Off Scheme Mentoring Matters The Universal Dress Code The Fun Zone |
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The Craft of OD Mergers and Acquisitions
Inder Walia - 22nd Dec, 2009 |
| Some good Practices & Challenges The Balancing Act – Providing information v/s protecting confidentiality Outsourcing – Bharti Partnership Approach Key Messages for an effective M&A process
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Mainstreaming Sustainability For The Common Good – A Strategic Perspective
V. Balsari - 20th Dec, 2009 |
| hanging World Order – Shaping Sustainability
* New trends shaping the world -
o - Changing Demographics
o - Climate Change
o - Globalization
o - Health
o - Private Public Partnerships
o - Resource Scarcity
o - Technology
o - Urbanization
“ Tomorrows Businesses” - those that proactively factor emergent trends and ‘make markets work for sustainability’. |
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The Clash Of The Titans Youth And Generation Y Challenges
Tanuj Kapilashrami - 17th Dec, 2009 |
| The Clash of the Titans Youth and Generation Y Challenges
2. Key Topics to be covered Characteristics of Generation Y
o The most high-maintenance, yet potentially most high-performing generation in history
o Need for fast-track career positioning, greater work-life balance, positive feedback, training and cutting edge technology
The leadership challenge with Baby Boomers, Gen X and Gen Y-ers How Organizations can become employers of choice |
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Profit Plus: Environment Values & Choices, A perspective
Harsh Mariwala - 14th Dec, 2009 |
| The business of business is more than business. The traditional view of business as a profit-seeking institution concerned only with the shareholder value must give way – and it is giving way – to a view that the best way to sustain its shareholder value is to attract and retain the hearts and minds of its key resources : customers, employees, suppliers and the community. It also means accepting the corporate social responsibility towards the environment and the society. Each organisation plays a role in improving mankind |
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The Rewards Of Work Recruitment Employability And Employee Branding
Ajit Isaac, Md & Ceo, Ikya Human Capital Solutions - 10th Dec, 2009 |
| EMPLOYABILITY Employer Branding Candidate Pool Recruitment THE CORE ISSUE 13 th NHRDN – National Conference Market Yield Comp expectation Brand pull ability Light house appointment |
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Moving Towards A New Performance Agenda
Tanmay Kapoor - 9th Dec, 2009 |
| Moving towards a new performance agenda • The need of the hour is ‘ To Master the Ability to Learn’ • Learning from others is lower cost and lower risk than learning from own experience • The focus of the report is to help us learn from others – to learn from the past as we build for the future |
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Profit Plus Roles And Responsibilities
Ian Ridgwell - 7th Dec, 2009 |
| Profit Plus – Roles and responsibilities The past year The Rupee Inflation Competitiveness Competitive Compensation from a global viewpoint Risks and Opportunities
During ‘good years’ – salary survey. Minimal internal competition other than for talent. • Internationally – compensation competition vital • Can this dichotomy be real in a global world • How should Indian companies place themselves |
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Competency Management in Organizations
P. Dwarakanath, Director – Group Human Capital, Max India Ltd. - 10th Sep, 2009 |
| Understanding Competencies?
Why Competencies? Developing a Competency Model Linking Competency Model to HR Systems A look at HR Competencies The GSK Story !! |
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Competency based Selection
Anuraag Maini, Sr. VP(HR), DLF Pramerica - 27th Aug, 2009 |
| Mr. Anuraag Maini, Sr. VP(HR), DLF Pramerica, explained the importance of selecting the right candidate and the cost (direct & indirect) involved in the same which can be 8-10 times the salary paid. He shared his rich experiences on competency based selection and the dearth of trained people across industries.
He further explained how a non-fit recruitment adversely affects the organization’s performance and stressed the importance of planning before conducting the interview by using the STAR concept |
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Transforming HR Through Technology
Mr. Aadesh Goyal, Chairman & CEO - PeopleStrong HR Services and Mr. Krish Shankar, Director - HR, Bharti Airtel - 13th Aug, 2009 |
| HR Leadership now requires an astute understanding of three spheres: organization’s core business drivers, the leadership talent needed to deliver business results, and the technology platforms that empower your organization.
Technology platforms of tomorrow will look vastly different than the administrative systems that HR is familiar with today at all levels: from the employee or personal level, to the systems level and at the executive analytics level.
Tomorrow’s HR leaders must prepare themselves in unprecedented ways. |
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Human Resource Planning And Staffing
Mr. Pankaj Bansal, Co Founder and EVP, PeopleStrong HR Services - 8th Aug, 2009 |
| HR Planning,
Affirmative Action
Measurement and improvement using Recruitment Process Outsourcing |
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International Human Resources Management
Jamshed Khursig ara, Head - Human Resource, Car Plant, Tata Motors Ltd. - 8th Aug, 2009 |
| Globalization The process of integrating world economies; growth in the functional integration of national economies International HRM … is the process of procuring, allocating & effectively using HR in a multinational organization is the way in which work organizations deal with people management issues occuring in more than one national context |
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International Human Resources Management - HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE
Mr. Adil Malia, Group President- Human Resources, Essar Group - 8th Aug, 2009 |
| Proactive Management Actions which generate enhances sustainable value for its stakeholders than what existed before – by adding either to its capabilities or gainig competitive market dvantage , enhances portfolio, advances technological know –how , introduction of new management processes and practices or by Adding to its corporate management and Governance processes. |
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Managing Multi Cultural Issues in HR Strategy
Mr. SY SIddiqui, Managing Executive Officer Admn (HR / FINANCE / IT) - 29th Jul, 2009 |
| Multi Cultural Aspects in HR, Glimpse of some real issues, Managing multi cultural teams and more
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Employee Engagement in Today’s Business scenario
Mr. Anand Pillai and Mr. L Selvam George - 26th Jul, 2009 |
| National HRD Network’s (NHRDN) 3rd Webinar on June 26th Webinar on Employee Engagement in Today’s Business scenario with Mr. Anand Pillai and Mr. L Selvam George. The webinar had over 100 participants from 57 organizations across 16 locations. |
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Performance Management - the Coca cola perspective by Carmistha Mitra
Carmistha Mitra, National OD Manager - Human Resources, Hindustan Coca Cola Beverages - 10th Jul, 2009 |
| The objective of this functional technical competence module is to equip professionals with the knowledge and skills in effectively implementing performance management systems.
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Performance Management - the Crompton Greaves perspective by NS Srinivas
NS Srinivas, Assistant General Manager – Corporate HR, Crompton Greaves Limited - 10th Jun, 2009 |
| The objective of this functional technical competence module is to equip professionals with the knowledge and skills in effectively implementing performance management systems. |
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Execution Excellence @ HR
Naveen Bhatia, Chief Operating Officer, Bharti Learning Ltd - 29th May, 2009 |
| To achieve true differentiation, companies must develop a more responsive and resilient workforce by finding better ways to p y g y source talent, allocate resources, measure performance and build vital capabilities. • HR delivery is about developing sound processes and systems that ensure focused, committed, and competent workforce in the organization. |
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Maximizing ROI in Human Resources
Rajiv Kapoor, EVP, JCB India - 29th May, 2009 |
| ROI is derived from Finance. None of the HR expense is booked as investment. HR expenses are Costs “Where is ROI in HR?” Are we trying to prove a hypothesis null ab‐initio? h h ll b ? Difficult to determine returns for HR contributions which affect many f f h b i facets of the business View of HR as a “cost center” |
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Session on HR Delivery By Dr. Sraban Mukherjee
Dr. Sraban Mukherjee, Principal Consultant & Executive Coach, Hero Mindmine Institute Limited - 29th May, 2009 |
| Organizations often claim that “People are our most “P l t “ HR as a source of f important asset” competitive advantage” Do we really mean it or it is a slogan? Is it HR or People is a source of competitive advantage ? What HR can deliver is more important than what it does… the deliverables are capabilities the organization needs to accomplish its business goals such as commitment from employees, more efficient systems, loyalty and the ability to create and implement strategy” - David Ulrich – Human Resource Champions: The Next Agenda for Adding Value and Delivering Results , Harvard Business School Press 1997 Let us honestly assess, how much % of the time we all in HR, spent on these strategic areas ? |
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HR Delivery; Ensuring Focused, Committed And Competent Workforce.
PV Ramana Murthy, VP (HR), HINDUSTAN COCA COLA BEVERAGES - 29th May, 2009 |
| It’s not the strongest of the species who survive, nor the most intelligent, intelligent but the ones most responsive to change. Charles Darwin |
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Seminar On Maximising Return On Investment
Surajit Banerjee, Director – HR, Max Healthcare - 29th May, 2009 |
| How do you measure ‘benefit’ Through • reduction in time taken for any operation (TAT) …costed through manhours • incremental services offered * outsourcing cost ….etc etc.
What are the investments that Organisations typically make on People Knowledge Training Salary Resulting in Products and Infrastructure Services Exposure |
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The Hr Story At Network18
Rajneesh Singh, GROUP HEAD (HR), NETWORK 18 GROUP - 29th May, 2009 |
| HR@Network18 – The Core Areas Culture Building Talent Talent Management Acquisition & On boarding Team Scorecard Admin Team Excellence Engagement OD E HR |
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