Dheeraj Pandey is seeking a senior management position utilizing over 20 years of experience in human resource management, training and development, and administration. He has worked for the Border Security Force of India, the Ministry of Home Affairs, and currently works as General Manager of HR for Jindal Steel & Power Ltd. at one of their best-run power plants. He is skilled in areas such as recruitment, performance management, training, and resource planning.
Amar Singh Chandel is an experienced HR professional seeking to leverage over 20 years of experience in human resources management to help organizations boost performance. He has worked in HR leadership roles for companies in various industries including telecom, manufacturing, and the Indian Army. Currently he is the State HR Head for Reliance Jio in Rajasthan, where he manages over 2,000 employees across 54 offices.
The report summarizes the key human resource functions at PTCL and SGS, including human resource planning, recruitment and selection, training and development, performance management, and compensation. Both companies perform the five core HR functions, though there are some differences in their approaches. They have similar human resource planning processes. While SGS prefers e-learning training and uses the Kirkpatrick method to evaluate training, PTCL utilizes more physical training, lectures, and on-the-job training. Recruitment involves job postings for both, but SGS selects candidates based solely on their ERF results, whereas PTCL sometimes uses external consultants. Performance management and compensation are also addressed.
This document summarizes BYCO's HR system and processes. BYCO has 800 total employees, including 9 HR personnel headed by Iqbal Haris. The company follows standard recruitment, appraisal, training, compensation, and succession planning procedures. BYCO conducts performance appraisals twice yearly and uses an online system and bell curve approach. Most training budget is spent on public programs and international training. BYCO also has a succession planning process to identify and train successors for executive roles.
DEFINITION OF HCM
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectivelyin the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
Human Resource Planning (HRP) involves analyzing and identifying an organization's current and future human resource needs to help the organization meet its objectives. This document provides an overview of HRP, including defining HRP, discussing how HRP is related to business strategy, perspectives of HRP (macro and micro), components of a job analysis, methods for collecting job analysis information, the HRP process of environmental scanning, forecasting demand and supply of human resources, and qualitative and quantitative methods for forecasting HR demand.
International Manpower Resources Private Limited is an ISO 9001-2008 certified recruitment agency established in 1991 in New Delhi, India. It specializes in recruiting skilled professionals for the oil/gas, energy, engineering, construction, and mining industries in over 60 countries. With over 25 years of experience, it has recruited over 150,000 people and works with over 120 client organizations globally. It prides itself on its professional ethics and quality recruitment services to both clients and candidates.
The document provides an overview of a project report on studying human resource management practices at Tata Steel Ltd. in Jamshedpur, India. It includes an acknowledgement section thanking various individuals for their support and guidance. It outlines the objectives of studying HR practices at major steel companies to identify critical success factors and risks. The report will help Tata Steel analyze its strategies and address weaknesses to maintain its reputation and market share. It presents the table of contents of the report which covers various aspects of HR like job analysis, recruitment, compensation, training, and challenges faced.
Amar Singh Chandel is an experienced HR professional seeking to leverage over 20 years of experience in human resources management to help organizations boost performance. He has worked in HR leadership roles for companies in various industries including telecom, manufacturing, and the Indian Army. Currently he is the State HR Head for Reliance Jio in Rajasthan, where he manages over 2,000 employees across 54 offices.
The report summarizes the key human resource functions at PTCL and SGS, including human resource planning, recruitment and selection, training and development, performance management, and compensation. Both companies perform the five core HR functions, though there are some differences in their approaches. They have similar human resource planning processes. While SGS prefers e-learning training and uses the Kirkpatrick method to evaluate training, PTCL utilizes more physical training, lectures, and on-the-job training. Recruitment involves job postings for both, but SGS selects candidates based solely on their ERF results, whereas PTCL sometimes uses external consultants. Performance management and compensation are also addressed.
This document summarizes BYCO's HR system and processes. BYCO has 800 total employees, including 9 HR personnel headed by Iqbal Haris. The company follows standard recruitment, appraisal, training, compensation, and succession planning procedures. BYCO conducts performance appraisals twice yearly and uses an online system and bell curve approach. Most training budget is spent on public programs and international training. BYCO also has a succession planning process to identify and train successors for executive roles.
DEFINITION OF HCM
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectivelyin the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
Human Resource Planning (HRP) involves analyzing and identifying an organization's current and future human resource needs to help the organization meet its objectives. This document provides an overview of HRP, including defining HRP, discussing how HRP is related to business strategy, perspectives of HRP (macro and micro), components of a job analysis, methods for collecting job analysis information, the HRP process of environmental scanning, forecasting demand and supply of human resources, and qualitative and quantitative methods for forecasting HR demand.
International Manpower Resources Private Limited is an ISO 9001-2008 certified recruitment agency established in 1991 in New Delhi, India. It specializes in recruiting skilled professionals for the oil/gas, energy, engineering, construction, and mining industries in over 60 countries. With over 25 years of experience, it has recruited over 150,000 people and works with over 120 client organizations globally. It prides itself on its professional ethics and quality recruitment services to both clients and candidates.
The document provides an overview of a project report on studying human resource management practices at Tata Steel Ltd. in Jamshedpur, India. It includes an acknowledgement section thanking various individuals for their support and guidance. It outlines the objectives of studying HR practices at major steel companies to identify critical success factors and risks. The report will help Tata Steel analyze its strategies and address weaknesses to maintain its reputation and market share. It presents the table of contents of the report which covers various aspects of HR like job analysis, recruitment, compensation, training, and challenges faced.
TeamLease Skills University- Putting India to WorkSocialMedia TLSU
The document provides information about TeamLease Skills University (TLSU), India's first skills university. TLSU aims to provide skills-based education programs to make students job ready. It offers 2-year associate degree programs and 3-year bachelor's degree programs in fields like mechatronics, IT, and finance. The university focuses on practical training, life skills development, and job placement. It has strategic tie-ups with industry associations to align its curriculum with industry requirements.
Internship Report on HRM Practices at PAEC EC Chashma by Muhammad Mansha KhanMansha Khan
Internship at Education Centre at PAEC (Pakistan Atomic Energy Commission) Education Centre, Chashma, Punjab
PAEC Education Centre, Chashma providing the duties under the PAEC Federal Government in the shape of knowledge advancement study for all students who want to gain. It started its function and operations as complete Education Centre in 1996 at Chashma, Mianwali Punjab.
In this report I (Mansha Khan) divide all internship factors into various chapters. Each chapter explains the different human resource practices and administrative functions relevant to nature. In first chapter briefly explain introduction and history of EC, Chashma and also described the introduction of organizational functions. Second chapter relates to the structure and culture of organization where roles of different individuals with different mandates are explained. The overall management functions, duties and responsibilities are mention in this chapter which closely linked with management of facilities in the EC and with other departments.
Moving to next step which is related to the all activities which I perform during the internship training in this portion I described those task which I accomplish in the Office of Education Centre Chashma. At the last I explain the most significant chapter recoded in this report named as Human Resource Practices, here I describe the all Human Resource Management Practices which are perform by the organization like as (Recruitment, Promotion, PERs, Resignation of employees, Retention, Retirement etc) and different Policies.
Human resources and Administrative departments are the most vital resource of every institution to gain competitive edge over the all affective competitors which putting directly economical effects. Organization should manage these human resources there are many ways and practices that can be use to create workforce against the competitors by an organization.
This internship report contains the summary of HR & administrative exercises followed by PAEC Education Centre and how its significance to enhance their workforce. My assessments and different analysis depends on my journey as an intern at PAEC Education Centre, Chashma. In this report, I fully tried to uphold all experience and activities which I learn & perform under the supervision of Head EC.
By: Muhammad Mansha Khan (MBA 3.5 - HRM)
This document contains the resume of Abul Hasan, who has over 14 years of experience in human resources. He is currently working as the Human Resource Manager for ARECO Group of Companies in Tanzania, where he manages payroll, benefits, recruitment, employee relations and more for a staff of 800. Prior to this role, he held various HR positions in India and Tanzania, demonstrating a track record of accomplishments like reducing employee grievances, negotiating cost savings, and improving productivity. The resume outlines his professional qualifications and skills in areas of HR management.
The document provides details about a study conducted on the training and development programs at National Aluminum Company Limited (NALCO) in Bhubaneswar, India. It includes an executive summary, company profile, objectives of the study, research methodology used, data collection and analysis, findings and recommendations. The key findings are that the training programs at NALCO are found to be effective in improving employee motivation, career growth and performance, though there is potential for further improvement. Most employees felt the programs had some success but could be better.
The document provides a summary of Sameer Sudhir Puranik's professional experience and qualifications. It includes details of his educational background such as postgraduate diploma in human resource management. It then outlines his over 10 years of experience in human resources roles for various companies in industries like oil and gas, power projects, and EPC projects. It describes his responsibilities and achievements in different HR positions he has held, including recruitment, performance management, and policy development.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectively in the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
1. India has complex human resource policies governed by multiple ministries and laws that regulate employment. The laws aim to protect workers but are criticized as being too rigid.
2. Common critiques include that rigid provisions in laws like the Industrial Disputes Act hamper job growth and encourage firms to stay small. Additionally, having many regulating bodies leads to disintegrated and inefficient laws.
3. Recommendations include providing more flexibility in labor laws to boost employment, expanding the scope and competencies of dispute resolution bodies, and reducing excessive and overlapping laws and enforcement agencies.
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
Rajesh Kumar Sharma is an experienced HR and IR professional with over 14 years of experience. He currently works as the Manager of HR and Administration for Udaipur Mineral Development Syndicate Pvt. Ltd., a flagship company of the Golcha Group. Prior to this, he has held HR roles at INOX Leisure Limited, Park Plaza in Jodhpur, G4S Securicor, and GVK Expressway. He has extensive experience in areas such as industrial relations, recruitment, performance management, training, and statutory compliance.
This document provides information about IPS International, a division of IPS Group that specializes in providing staffing services internationally. IPS International recruits talent from across the globe and has operations in India, UAE, Qatar, Singapore, Nepal, and Sri Lanka. It offers recruitment and human resource outsourcing services. For recruitment, it handles executive search as well as bulk hiring of tradesmen. For outsourcing, it provides human resources to client companies on contract basis, handling HR functions. The document outlines IPS International's recruitment process and the sectors it focuses on, including infrastructure, hospitality, retail, banking/finance, and logistics. It provides details on the leadership team and office locations.
Recruitment and joining process in bharti airtelSkyline College
Bharti Airtel's recruitment process begins with manpower budgeting and requests to fill vacant positions. For each vacancy, recruitment managers source candidate CVs through various methods and conduct an initial screening. Shortlisted candidates then fill out a Joining Application Form and participate in functional interviews. Candidates who pass the functional interview proceed to salary negotiation and, if successful, receive an offer letter. The objectives of Bharti Airtel's recruitment process are to learn the organization's HR policies and procedures, study their recruitment models, and understand how to achieve recruitment goals.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contributeeffectivelyintheprocessesoftheorganization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
This document provides an executive summary for a study on the core recruitment and selection processes at Reliance Communications in Pune, India. The study was conducted over 2 months at the Reliance Communications office in Pune. The objectives of the study were to understand Reliance Communication's recruitment and selection methods and gain experience in an industrial environment. The study focused on the Direct Sales department and recruiting sales executives. It provided an overview of the company and founder Dhirubhai Ambani's vision of bringing communication technology to India.
The document provides information about HR practices at Essar Steel Ltd. It discusses Essar's history, vision, mission and business areas. It then describes Essar's HR policies including recruitment, training programs, employee motivation and development initiatives. Essar focuses on hiring and developing entry-level employees through various trainee programs. It also emphasizes continuous training and provides leadership development camps. Essar aims to unlock the potential of each employee and provide opportunities for growth within the organization.
The document provides a summary of a study on human resource planning conducted at Archer Tech Pvt. Ltd. It analyzes the current workforce profile, including demographics related to gender diversity, age distribution, skills/competencies, average tenure, and turnover rates. It also outlines the objectives and limitations of the study and research methodology used. Key findings include that the current workforce needs shifting to a new business vertical and upskilling in new technologies. The demographic profile of top critical positions shows an average age of 38, mostly male, Indian/American nationality, and average salary and experience.
J.S. International Group is a HR and manpower consulting firm that provides staffing and recruitment services to clients across various industries in India and abroad. It has offices in many major Indian cities as well as Sri Lanka, Nepal, and the Middle East. The company aims to quickly fulfill its clients' staffing needs through its large database of candidates and experienced recruitment team. It promises to replace any candidate that does not meet performance standards during the probation period at no additional cost to clients.
Raj Kumar Sharma is a senior human resources and administration professional with over 11 years of experience in fields such as human resources management, facilities management, vendor management, and project management. He is currently the Head of HR and Administration at RK Autotech Private Limited, where he oversees responsibilities like manpower planning, recruitment, performance management, and statutory compliance. Prior to this, he has worked as the Admin and HR Head for Kochhar Lexserve and as the General Manager of Administration for SCI International Securities India Pvt. Ltd. Sharma holds an LL.B. from University of Gulbarga and a B.A. from Osmania University.
Niranjan Mishra is an HR professional with over 19 years of experience in areas such as strategic HR planning, talent acquisition and management, change management, and industrial relations. He is currently seeking a position where he can utilize his skills in managing employee training programs, competency assessments, performance management, and maintaining positive union relationships. His career has included roles managing HR operations and industrial relations at companies in the energy and manufacturing industries.
Ashutosh Gaur has over 13 years of experience in human resources operations and generalist roles. He is currently the HR Head for Nextra Teleservices Pvt. Ltd. and its group companies, where he leads HR functions for a 2000+ employee business. Previously he has held HR roles at companies including Infotel Group, Whirlpool of India Ltd., Aegis BPO Services Ltd., and Hewitt Associates, gaining experience in areas such as talent acquisition, compensation management, recruitment, and HR process improvement. He has implemented HR systems including SAP and designed performance incentive plans.
This document provides a summary of a senior HR professional's skills, experience, and qualifications. The professional has over 15 years of experience in leading HR functions such as recruitment, training, performance management, and statutory compliance. Some of the organizations they worked for include Techno Electric & Engineering and SGSIndia. Their experience spans multiple industries including manufacturing, FMCG, and engineering. They also have a postgraduate degree in HR and several HR-related certifications.
TeamLease Skills University- Putting India to WorkSocialMedia TLSU
The document provides information about TeamLease Skills University (TLSU), India's first skills university. TLSU aims to provide skills-based education programs to make students job ready. It offers 2-year associate degree programs and 3-year bachelor's degree programs in fields like mechatronics, IT, and finance. The university focuses on practical training, life skills development, and job placement. It has strategic tie-ups with industry associations to align its curriculum with industry requirements.
Internship Report on HRM Practices at PAEC EC Chashma by Muhammad Mansha KhanMansha Khan
Internship at Education Centre at PAEC (Pakistan Atomic Energy Commission) Education Centre, Chashma, Punjab
PAEC Education Centre, Chashma providing the duties under the PAEC Federal Government in the shape of knowledge advancement study for all students who want to gain. It started its function and operations as complete Education Centre in 1996 at Chashma, Mianwali Punjab.
In this report I (Mansha Khan) divide all internship factors into various chapters. Each chapter explains the different human resource practices and administrative functions relevant to nature. In first chapter briefly explain introduction and history of EC, Chashma and also described the introduction of organizational functions. Second chapter relates to the structure and culture of organization where roles of different individuals with different mandates are explained. The overall management functions, duties and responsibilities are mention in this chapter which closely linked with management of facilities in the EC and with other departments.
Moving to next step which is related to the all activities which I perform during the internship training in this portion I described those task which I accomplish in the Office of Education Centre Chashma. At the last I explain the most significant chapter recoded in this report named as Human Resource Practices, here I describe the all Human Resource Management Practices which are perform by the organization like as (Recruitment, Promotion, PERs, Resignation of employees, Retention, Retirement etc) and different Policies.
Human resources and Administrative departments are the most vital resource of every institution to gain competitive edge over the all affective competitors which putting directly economical effects. Organization should manage these human resources there are many ways and practices that can be use to create workforce against the competitors by an organization.
This internship report contains the summary of HR & administrative exercises followed by PAEC Education Centre and how its significance to enhance their workforce. My assessments and different analysis depends on my journey as an intern at PAEC Education Centre, Chashma. In this report, I fully tried to uphold all experience and activities which I learn & perform under the supervision of Head EC.
By: Muhammad Mansha Khan (MBA 3.5 - HRM)
This document contains the resume of Abul Hasan, who has over 14 years of experience in human resources. He is currently working as the Human Resource Manager for ARECO Group of Companies in Tanzania, where he manages payroll, benefits, recruitment, employee relations and more for a staff of 800. Prior to this role, he held various HR positions in India and Tanzania, demonstrating a track record of accomplishments like reducing employee grievances, negotiating cost savings, and improving productivity. The resume outlines his professional qualifications and skills in areas of HR management.
The document provides details about a study conducted on the training and development programs at National Aluminum Company Limited (NALCO) in Bhubaneswar, India. It includes an executive summary, company profile, objectives of the study, research methodology used, data collection and analysis, findings and recommendations. The key findings are that the training programs at NALCO are found to be effective in improving employee motivation, career growth and performance, though there is potential for further improvement. Most employees felt the programs had some success but could be better.
The document provides a summary of Sameer Sudhir Puranik's professional experience and qualifications. It includes details of his educational background such as postgraduate diploma in human resource management. It then outlines his over 10 years of experience in human resources roles for various companies in industries like oil and gas, power projects, and EPC projects. It describes his responsibilities and achievements in different HR positions he has held, including recruitment, performance management, and policy development.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectively in the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
1. India has complex human resource policies governed by multiple ministries and laws that regulate employment. The laws aim to protect workers but are criticized as being too rigid.
2. Common critiques include that rigid provisions in laws like the Industrial Disputes Act hamper job growth and encourage firms to stay small. Additionally, having many regulating bodies leads to disintegrated and inefficient laws.
3. Recommendations include providing more flexibility in labor laws to boost employment, expanding the scope and competencies of dispute resolution bodies, and reducing excessive and overlapping laws and enforcement agencies.
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
Rajesh Kumar Sharma is an experienced HR and IR professional with over 14 years of experience. He currently works as the Manager of HR and Administration for Udaipur Mineral Development Syndicate Pvt. Ltd., a flagship company of the Golcha Group. Prior to this, he has held HR roles at INOX Leisure Limited, Park Plaza in Jodhpur, G4S Securicor, and GVK Expressway. He has extensive experience in areas such as industrial relations, recruitment, performance management, training, and statutory compliance.
This document provides information about IPS International, a division of IPS Group that specializes in providing staffing services internationally. IPS International recruits talent from across the globe and has operations in India, UAE, Qatar, Singapore, Nepal, and Sri Lanka. It offers recruitment and human resource outsourcing services. For recruitment, it handles executive search as well as bulk hiring of tradesmen. For outsourcing, it provides human resources to client companies on contract basis, handling HR functions. The document outlines IPS International's recruitment process and the sectors it focuses on, including infrastructure, hospitality, retail, banking/finance, and logistics. It provides details on the leadership team and office locations.
Recruitment and joining process in bharti airtelSkyline College
Bharti Airtel's recruitment process begins with manpower budgeting and requests to fill vacant positions. For each vacancy, recruitment managers source candidate CVs through various methods and conduct an initial screening. Shortlisted candidates then fill out a Joining Application Form and participate in functional interviews. Candidates who pass the functional interview proceed to salary negotiation and, if successful, receive an offer letter. The objectives of Bharti Airtel's recruitment process are to learn the organization's HR policies and procedures, study their recruitment models, and understand how to achieve recruitment goals.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contributeeffectivelyintheprocessesoftheorganization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
This document provides an executive summary for a study on the core recruitment and selection processes at Reliance Communications in Pune, India. The study was conducted over 2 months at the Reliance Communications office in Pune. The objectives of the study were to understand Reliance Communication's recruitment and selection methods and gain experience in an industrial environment. The study focused on the Direct Sales department and recruiting sales executives. It provided an overview of the company and founder Dhirubhai Ambani's vision of bringing communication technology to India.
The document provides information about HR practices at Essar Steel Ltd. It discusses Essar's history, vision, mission and business areas. It then describes Essar's HR policies including recruitment, training programs, employee motivation and development initiatives. Essar focuses on hiring and developing entry-level employees through various trainee programs. It also emphasizes continuous training and provides leadership development camps. Essar aims to unlock the potential of each employee and provide opportunities for growth within the organization.
The document provides a summary of a study on human resource planning conducted at Archer Tech Pvt. Ltd. It analyzes the current workforce profile, including demographics related to gender diversity, age distribution, skills/competencies, average tenure, and turnover rates. It also outlines the objectives and limitations of the study and research methodology used. Key findings include that the current workforce needs shifting to a new business vertical and upskilling in new technologies. The demographic profile of top critical positions shows an average age of 38, mostly male, Indian/American nationality, and average salary and experience.
J.S. International Group is a HR and manpower consulting firm that provides staffing and recruitment services to clients across various industries in India and abroad. It has offices in many major Indian cities as well as Sri Lanka, Nepal, and the Middle East. The company aims to quickly fulfill its clients' staffing needs through its large database of candidates and experienced recruitment team. It promises to replace any candidate that does not meet performance standards during the probation period at no additional cost to clients.
Raj Kumar Sharma is a senior human resources and administration professional with over 11 years of experience in fields such as human resources management, facilities management, vendor management, and project management. He is currently the Head of HR and Administration at RK Autotech Private Limited, where he oversees responsibilities like manpower planning, recruitment, performance management, and statutory compliance. Prior to this, he has worked as the Admin and HR Head for Kochhar Lexserve and as the General Manager of Administration for SCI International Securities India Pvt. Ltd. Sharma holds an LL.B. from University of Gulbarga and a B.A. from Osmania University.
Niranjan Mishra is an HR professional with over 19 years of experience in areas such as strategic HR planning, talent acquisition and management, change management, and industrial relations. He is currently seeking a position where he can utilize his skills in managing employee training programs, competency assessments, performance management, and maintaining positive union relationships. His career has included roles managing HR operations and industrial relations at companies in the energy and manufacturing industries.
Ashutosh Gaur has over 13 years of experience in human resources operations and generalist roles. He is currently the HR Head for Nextra Teleservices Pvt. Ltd. and its group companies, where he leads HR functions for a 2000+ employee business. Previously he has held HR roles at companies including Infotel Group, Whirlpool of India Ltd., Aegis BPO Services Ltd., and Hewitt Associates, gaining experience in areas such as talent acquisition, compensation management, recruitment, and HR process improvement. He has implemented HR systems including SAP and designed performance incentive plans.
This document provides a summary of a senior HR professional's skills, experience, and qualifications. The professional has over 15 years of experience in leading HR functions such as recruitment, training, performance management, and statutory compliance. Some of the organizations they worked for include Techno Electric & Engineering and SGSIndia. Their experience spans multiple industries including manufacturing, FMCG, and engineering. They also have a postgraduate degree in HR and several HR-related certifications.
Bala Gangathara Thilagar .S has over 13 years of experience in HR, IR, and personnel management. He currently works as the Manager of P & IR at Parry Agro Industries Limited, where he is responsible for HR, IR, and personnel functions for two estates and two tea factories. Previously, he held HR roles of increasing responsibility at five other companies in various industries such as automotive, equipment manufacturing, textiles, and bathroom solutions. His experiences include handling union negotiations, developing HR policies and systems, managing statutory compliances, and recruiting and training employees.
Shyam is an experienced HR professional with over 15 years of experience developing high performing teams. He is currently the Head of HR and Admin at TATA Power SED. Previously he has held leadership roles at various organizations developing their HR strategies and managing their talent. He focuses on competency based HRM and leadership development. Some of his achievements include increasing employee satisfaction scores significantly and winning several awards for HR excellence.
Uttam Das is an Assistant Manager with over 4 years of experience in HR and administration. He has a strong background in recruitment, training, performance management, benefits administration, and employee relations. Currently employed with M/s. Eastman Industries Limited as their Assistant Manager of HR and Administration, his responsibilities include all aspects of HR administration as well as facility management, vendor management, and liaising with government bodies. He has a diploma in HR and is pursuing his MSW-HR degree. He is proficient in English and Hindi and is seeking new opportunities.
This profile summarizes an individual with over 19 years of experience in human resources operations, industrial relations, and administration. They are currently serving as the Plant HR Head for ONGC Tripura Power Company Ltd. in Tripura, India. Previous experience includes roles in HR for Hindustan Petroleum Corporation Ltd., Hindustan Aeronautics Ltd., and the Indian Air Force. The individual possesses expertise in areas such as HR management, employee engagement, recruitment, training, compensation management, and statutory compliance.
Ernest McMillan has over 30 years of experience in human resources management across various industries and countries. He has held HR leadership roles, including HR Manager, at companies in South Africa, UAE, and Mozambique. McMillan has extensive experience in areas such as recruitment, training and development, performance management, and industrial relations. He holds several postgraduate diplomas in human resources and personnel management.
- Over 23 years of experience in strategic human resource management, including over 20 years as Head of HR.
- Extensive experience developing and implementing HR strategies, policies, and programs related to talent management, performance management, leadership development, and industrial relations.
- Current role is General Manager of HR at Shriram Pistons and Rings Limited, leading HR functions for a company with over 7,000 employees and annual turnover of approximately 1,500 crores.
This document is a project report on recruitment and selection practices at Durgapur Steel Plant, which is one of the integrated steel plants owned by Steel Authority of India Limited (SAIL). It includes an acknowledgement, index, executive summary, company profiles of SAIL and Durgapur Steel Plant, objectives of the study, and sections on recruitment policies and procedures for different job roles at the plant. The report also covers findings, conclusions, and a bibliography. It provides details on the history, facilities, modernization efforts, and future expansion plans of Durgapur Steel Plant.
Shyam is a senior HR executive with 15 years of experience leading HR functions at large organizations. He is currently the head of HR and administration at TATA Power SED. Shyam is passionate about developing high performing teams and maximizing human potential. He has a track record of successfully implementing HR strategies and initiatives that improved employee satisfaction, engagement, and reduced attrition.
This document contains a summary of Sarath V's professional experience and qualifications. Sarath has over 12 years of experience in human resources and recruitment. He is currently the Manager of Recruitment at VKT Industries, where he is responsible for all recruitment functions. Previously, he worked as an HR and Recruitment Manager at Pivot Engineering in Abu Dhabi. Sarath holds a Master's degree in International Business and a Bachelor's degree in Commerce. He is proficient in recruitment operations, training, payroll management, and implementing HR policies and procedures.
The document outlines the experience and skills of Sanjiv Kumar including over 30 years of experience in human resource management, talent acquisition, and organizational development. It details his work history leading HR functions for various organizations across industries such as IT, infrastructure, manufacturing and engineering. The summary highlights his experience developing HR strategies, managing mergers and acquisitions, and driving initiatives in areas of talent management, employee engagement, and organizational development.
Hossam Hussein has over 18 years of experience in human resources management, recruitment, and talent acquisition in the UAE. He has held senior HR roles where he managed HR teams, developed HR policies and procedures, handled recruitment and staffing, and ensured regulatory compliance. Currently, he works as an independent HR consultant, providing advisory and recruitment services to clients in industries such as oil and gas, construction, and IT.
Yashpal Singh has over 20 years of experience in human resources and administration, including 12 years in HR roles. He is currently the Head of HR and Administration at National Infra Industries Ltd. Previously he held HR leadership positions at Carrier Wheels Pvt Ltd and Bajaj Eco Tech Products Ltd. Singh has expertise in areas such as recruitment, performance management, training, employee engagement, and industrial relations. He holds an MBA in Human Resources and Industrial Relations and is seeking a growth-oriented organization where he can continue enhancing his skills.
This industrial project report summarizes a study on human resource auditing conducted at Amul Industries Pvt Ltd. The report provides background on the company, describes the objectives and sample selection for the study. It presents findings from employee surveys on recruitment, policies, and growth opportunities. Overall, the audit found that Amul has strong HR functions like training, performance management, and a good work environment. The conclusion is that Amul has established effective HR policies and practices.
This profile summarizes the experience of Shiv Kumar Bhagat as a senior human resources professional with over 18 years of experience in HR operations, industrial relations, and administration. He is currently the Plant HR Head at ONGC Tripura Power Company Ltd. in Tripura, India. Prior to this, he held HR roles with Hindustan Petroleum Corporation Ltd. and Hindustan Aeronautics Ltd. He has extensive expertise in areas such as recruitment, training, performance management, statutory compliance, and government liaisoning. He possesses a Master's degree in Personnel Management and a Bachelor's degree in History.
The document summarizes the professional experience and qualifications of an individual. It details their role as an Assistant Manager of Human Resources at Jindal Steel and Power Limited since 2013, including responsibilities in areas such as payroll processing, performance management, recruitment, and ensuring statutory compliance. It also outlines their internship at Vedanta Aluminium Limited in 2012 where they prepared job descriptions for 182 unique roles at the company's alumina refinery. The individual holds a PGDM in HRM from Xavier Institute of Management and a B.Tech in Civil Engineering.
Goa Shipyard Limited (GSL) is a leading shipbuilding company located in Goa, India. It was established in 1957 and designs and builds sophisticated ships for the Indian Navy and Coast Guard. GSL has shipbuilding, ship repair, engineering, and production facilities. It aims to achieve self-sufficiency in shipbuilding technology and promote the use of indigenous equipment in ships. The document provides details about GSL's vision, mission, departments, products, services offered, and the role of human resource management. It discusses GSL's approach to training and developing its employees.
1. DHEERAJ PANDEY
C-8/8005, Vasant Kunj New Delhi-110070: India
(+91-11) 26123806, 07898905511
OBJECTIVE
To be a part of Senior Management team, where in my experience & overall personality can be
fruitfully tapped for the benefit of the company assignments in the Human Resource Management.
Synopsis
A competent and mission-oriented professional with extensive experience in Strategic Planning,
Human Resource Development in Government of India & in Steel & Power Industry of late.
Core Competencies acquired across the career span encompass:
-Human Resource Management - Change Management - Recruitments
-Performance Appraisal - Training & Development - Operations
-Employee Benefit Admn. - Process Re-engineering - Talent management
-Township Administration -Guest House Administration
Proficient in handling HRD activities in terms of Manpower planning, recruitment, performance
appraisal, talent development etc.
Keen planner and strategist with proven abilities in setting up effective HRM systems and managing
business restructuring.
Comprehensive Knowledge of HR policies, documenting SOPs/ Manuals.
A keen communicator with the ability to relate to people across all hierarchical levels in the
organisation. Possess ability to motivate people to achieve organisational objectives.
KEY EXPERIENCE.
A result oriented professional with about two decades of rich experience in the area of Human
Resources, Training & Development, capacity building etc. in the Border Security Force, Ministry
of Home Affairs, Govt. of India & presently with one of the biggest steel conglomerates’ in the country,
Jindal Steel & Power Ltd.
Extensive experience in managing operations of a large armed Group with demonstrated leadership
qualities & organizational skills during service.
Proficiency in policy formulation for HR activities like performance management, Talent
Development & Administrative functions.
In addition to these, proven ability in Provisioning & Resource Management.
Head of the Corporate Administration function for about four years & now heading the HR at Power
Plant Site.
ORGANIZATIONAL EXPERIENCE- BSF
Human Resource – Learning & Development, Talent Management & Resource handling.
Managing HRM functions Viz, recruitment, performance appraisal, talent development & performance
management, competencies development etc. as per the HR guidelines.
As Superintendent of Police Heading the Training function & additionally carried out the duties
of Quarter Master at Border Security Force, Signal Training School, New Delhi, (July-2002 till
Nov-2006) trained, motivated officers’ & others in all aspects of their career development.
2. Managing & monitoring the performance of multi-skilled work force & planning need-based
training programs to enhance their efficiency & productivity.
Instrumental is getting Diploma equivalency for In-service courses from AICTE & Min. of HRD,
Govt of India.
Planning, executing & monitoring training for In-service courses & courses for officials from other
countries. Working on Sabbaticals, inductions & orientations.
Gen. Operations & Administration of the centre where 200 posted personnel & 400 trainees were
present anytime.
As QM of the Institute, procurement was also one of the priorities, as lot of communication equipment
were being procured, calibration & maintenance was the centres responsibility.
I also had an opportunity to be part of BSF team involved with annual conference with
Bangladesh Rifles on two occasions.
ADMINISTRATION
Being a part of an Organization responsible for guarding our International Borders with Pakistan in the
west & Bangladesh in the east, Security was an extended part of our human resource operations.
Subsequent upon joining Border Security Force, MHA, GOI in Sept’95 till July’02, was working as Dy.
Superintendent (Company Commander) in Rajasthan & J&K.
Responsible for Training, Operations & Administration of 137 Personnel in the Company, some of the
notable contribution of the Company have been listed out below.
Border crossings were completely stopped in Jaisalmer, by active deployment of men & putting up of
fence, with flood light. The Nation was able to save huge money on a/c smuggling of material & men.
Upon deployment in the Gool Gulabgarh area of J&K, our Unit contributed immensely in bringing down
the militancy in the area, where my company could actually kill about 15 militants in a span of two
years, with no casualty from our side. Some of the men were further decorated with Gallantry awards.
This was only possible by using right military strategies & field tactics but also continual motivation of
troops, immensely required to keep their morale high under extreme conditions.
Subsequently upon occupation of the International Border in the Chicken Neck area of Ahknoor
( Highly volatile), we were able to complete one of the most difficult tasks of completing fe ncing of the
borders, the work which was given up by CPWD & was pending for many years, & that too without any
casualty on our side.
As recognition, was also awarded a Director Generals’ Commendation Roll. Managing this part of
International Borders called for real test of human capabilities, since during this period we also had
Kargil war, though the border was not in the actual war zone, still constructing the fence, under volley
of fire, both small arms, mortars, as well as missiles was always a huge challenge for us, yet we rose to
the occasion & contributed to the success.
ORGANIZATIONAL EXPERIENCE- JINDAL STEEL & POWER LTD
Upon joining Corporate from GOI, in Nov’06, was stationed at JSPL, Steel Plant in Raigarh. The
unit has a capacity of producing 3 MTPA of steel. I was responsible of the administration of 4500
employees & equal no. of contract workers. During my stay till Aug’10, some of the notable
contributions to the Organization were as follows.
Taking over of newly constructed housing for employeesfrom the civil department, & further
allocating/shifting about 1000 employees in a period of six months. This was carried out
seamlessly with hardly any concerns raised to us.
Under company’s OYCS we procured about 100 LMVs’ for the employees, getting best of the
offers.
3. Part of the Organizing committee responsible for organizing Founders Day at Raigarh, where about
1000 employees participated across the locations & about 7500 people witnessed the same.
One of the most critical works was creating facility for about 200 GETs’, selected through All
India Examination in the year 2007. This was the first batch & in short span of about 06 months
necessary facilities were created for them.
Finally upon transfer to Corporate Office in Delhi in Aug’10, Head of Corp. Administration some of
the challenges taken up have been listed out below.
Handling the issues pertaining to Directors & Sr. Executives at the time of joining, & exit.
Organized for procurement of 150 LMVs’ under company scheme in a year, to be further handed over to
eligible employees.
An important task closed during this posting was shifting of premises at two different places in Delhi &
NCR. About 350 employees were relocated & new facilities started without any botheration/delay.
During this period, no. of Expats were joining the company, they were taken care by the team, under
my supervision. Most important their Immigration issues.
Procurement of high end flats in one of the elite housing in Gurgaon was done by me & later developed
too.
Getting best of deals from various Airlines for the Organization, thereby making huge contribution to
the Organization.
At the moment I am posted at one of the best run Power Plants in the country since last two years. The
location is JPL- Tamnar, Raigarh, Chhatisgarh. At the moment Heading the Human Resource
function as General Manager- HR.
Presently working on a special project named “Process based organization” the organization is
going through complete makeover, moving from being functional based & vertically oriented towards
process based & horizontally inclined.
Employees are undergoing training accordingly, for about 3000 plus processes in Power engineering.
ACHIEVMENTS: Last two years have seen tremendous turn around for us, as far as recognition at
both national as well international levels is concerned.
We won the citation for Change Management for touching the lives of Project Affected People in Tamnar
from Globally acclaimed Org. ATD earlier ASTD.
We are top 100 Great Place to Work, over all 45th & 2nd best in the Energy Sector.
We stood 1st Runner up in the recently concluded Global Leadership awards by Dale Carnegie.
EDUCATION
Bachelor of Science (Electronics), University of Delhi.
Asstt. Comdt Basic Course in Military studies- AC (DE) XIX- Specialist Trg. School, BSF Academy,
Tekanpur, Gwalior, MP.
Post Graduate Diploma in HRM, IIMT, Chennai.
PROFESSIONAL/SPECIALIZED TRAININGS ATTENDED
1. Young Officer Course, BSF
Man Management, Labor Law, Provisioning Etc.
2. Junior Command
Human Resource Management, Administration, Law, etc.
3. Signal Officers Course, BSF
4. Communication Management, Training skills, Behavioral skills Etc.
4. Computer Fundamental Course, New Delhi.
5. Direct Trainers skills, Design of Training, Training Techniques, ISTM (DOPT),
Ministry of Human Resource Development, Govt. of India
New Delhi-
Included Communication skills, planning and methodology to be used in Training.
ACHIEVEMENTS With BSF, GOI, Min. of Home Affairs.
Awarded Director General’s Sword for leading the BSF foot Contingent in the Republic Day
parade, 2004.
Had the honor of carrying BSF colors, on two occasions.
Director General’s Commendation roll for various Operational and Administrative
achievements, including the Golden Commendation Roll.
Empanelled Trainer for Premier Institutions BSF Academy, Tekanpur, Gwalior- MP and
Signal Training School, New Delhi.
PERSONAL DETAILS
Date of Birth - October 02, 1971
Marital Status - Married
LanguagesKnows - Hindi, English
Interests and Hobbies - Traveling,Reading and Sports
Current Contacts Residence: 011-26123806
Mobile: 07898905511
Email: dheeraj8005@gmail.com
REFERENCES
a) Sh. Rajeev Bhadauria, Director-Group HR, Jindal Steel & Power Ltd
Mobile- 08527299599, Land line 01141462406
b) Sh. N N D Dubey, DIG, BSF, MHA, GOI.
Mobile- 009654958818