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Hr & admin yearly report 15-16
- 1. HR & Admin report Financial Year Jun15 - Jun16 Presented by: Altaf Siddiqui RANCON Automobiles Ltd. RANCON Autos Ltd.
- 2. – Organizational growth | F/Y 15 - 16 – Operational Activity of HR & Admin – 360 degree Findings Agenda
- 3. Rancon Automobiles Ltd. Rancon Autos Ltd. Human Capital growth | F/Y 15-16 0 10 20 30 40 50 60 June,15 June,16 Series1 0 5 10 15 20 25 30 35 40 June,15 June,16 Series1
- 4. Rancon Automobiles Ltd. 13 HoP 5 sales personal 4 After Sales 2 supply chain 1 driver Audit - 1 F & A team - 3 HR - 1 Sales & Recovery - 7 Rancon Autos Ltd. 7 HoP 6 Sales personal Audit - 1 F & A team - 3 HR - 1 Sales & Recovery - 7 Financial Year: June, 2015 Head Count Leaded By Core Team Combined Team
- 5. Rancon Automobiles Ltd. 34 COO HoP Sales - 11 After Sales - 9 SCM - 2 F & A - 2 Registration - 1 CRE - 2 HR - 1 Rancon Autos Ltd. 48 COO HoP Sales - 13 After Sales - 16 SCM - 4 F & A - 4 Registration - 1 CRE - 2 HR – 1 Marketing - 4 Financial Year: June, 2016 Headcount Leaded By Core Team
- 6. Shared Resources: for Both SBUs 2015 2016 Recovery 7 24 Legal 0 1 Registration 1 3 Audit 1 1 Head of F & A 0 1 Marketing 1 1 0 5 10 15 20 25 30 35 Recovery Legal Registration Audit Head of F & A Marketing 2016 2015
- 8. Developed Employee Data Base 2015 Headcount = 20+ | 2016 Headcount = 111+ Conducted Interview among 200+ individuals 81+ employees on boarded for the F/Y of 15 - 16 9+ Induction schedule took place for newly hires Trained 3 HR executives during the F/Y of 15-16 Operational activity :: HR
- 9. Operational activity :: HR
- 10. Floor & Seating re/arrangement including CXOs IT, Stationary & transport facilitation When required CS preparation Out stationed office setup & Support Ticketing & VISA for higher MGT team on foreign tour All sorts of License & Document renewal Handed support to Sales meeting, Dealer meet, Iftar Arrangement Operational activity :: Admin
- 11. Tried to mitigate MD’s special task & assignments Constant liaison with CXOs for day to day operational purposes Assist to conduct MD’s interview Helped SBUs to relocate office premises Supported to clear backlogs: Employee Clearance process Supported RWL team during MGT transformation Successfully completed Employee Yearly Assessment - 2015 Acting Head of HR & Admin for MD’s Corporate
- 12. Smart Communication through Group mail creation HR Policies accessible to all Employees by creating a network drive into the server Make Employee workable with all office equipment by decreasing TAT (Turn Around Time) to rather maintain a higher stock level. Added Value in
- 13. Mostly operational HR | Lack of Strategic HR practices No BP | No Road Map to follow Tendency to violet HR practices | More in ad-hoc Lack of basic & fundamental trainings for employees HR & Admin role should be separated 360 degree Findings