This document is a declaration of in-line experience from Surinder Singh, containing their candidate ID and signature. It lists their fields of experience as chemicals, steel/metal fabrication, logistics, HR and allied functions, and information technology. It then chronologically lists their employers from Employer 1 to Employer 3, with details of start date, end date, designation held, and responsibilities for each role.
The document summarizes key changes being introduced through three new labour codes covering organized, unorganized, and self-employed workers. Some of the major changes include expanding the definition of worker, introducing fixed term contracts, increasing the threshold for requiring government approval of layoffs/closures, strengthening social security benefits for gig and platform workers, and consolidating various labour laws into three simplified codes to improve ease of compliance. The codes are aimed at improving the labour market flexibility while enhancing social security coverage for all workers.
An exit interview was conducted with an employee who was leaving Sanctus Global Formulations Limited. The interview covered reasons for leaving, likes and dislikes about the company, training received, relationship with boss and superiors, suggestions for improvements, job satisfaction, performance reviews, strengths and weaknesses of the company, motivators, the HR department, exposure gained, and unused skills. The employee provided feedback on their experience working at the company to help identify areas for improvement.
This document discusses how to create SMART goals, which are goals that are Specific, Measurable, Attainable, Realistic, and Timely. It provides guidance on how to set specific goals by answering the six W questions of who, what, where, when, which, and why. It also explains how to make goals measurable by establishing concrete criteria and asking questions like how much and how many. Additionally, it covers making goals attainable by figuring out how to achieve them, making goals realistic by setting objectives you are willing and able to work towards, and making goals timely by anchoring them to specific timeframes. Tangible goals that can be experienced with the senses are also more likely to be specific and measurable
This document discusses the concept of team building and effective teamwork. It defines a team as a group of like-minded professionals working together to achieve organizational goals. Key aspects of effective teams include having a leader to guide the group, understanding and coordination among members, and developing traits like trust, reliance, and a willingness to achieve together. The document outlines steps for developing a team, which includes sharing the vision, identifying a leader, delegating roles, and periodic monitoring to ensure the team remains cooperative, coordinated, consistent and conscious in working to redefine their pathway to results.
This document discusses soft skills and presentation skills. It begins by defining soft skills as character skills acquired through upbringing and societal expectations. Some key soft skills employers want include communication skills, computer skills, a strong work ethic, honesty, punctuality, flexibility, problem solving skills, interpersonal skills, teamwork skills, initiative, loyalty, and personal appearance. The document then provides suggestions for improving presentation skills, such as asking experts for feedback, conducting a literature review to find relevant information, and focusing on elements like eye contact, visual quality, slide structure, and avoiding redundancy.
This document is a declaration of in-line experience from Surinder Singh, containing their candidate ID and signature. It lists their fields of experience as chemicals, steel/metal fabrication, logistics, HR and allied functions, and information technology. It then chronologically lists their employers from Employer 1 to Employer 3, with details of start date, end date, designation held, and responsibilities for each role.
The document summarizes key changes being introduced through three new labour codes covering organized, unorganized, and self-employed workers. Some of the major changes include expanding the definition of worker, introducing fixed term contracts, increasing the threshold for requiring government approval of layoffs/closures, strengthening social security benefits for gig and platform workers, and consolidating various labour laws into three simplified codes to improve ease of compliance. The codes are aimed at improving the labour market flexibility while enhancing social security coverage for all workers.
An exit interview was conducted with an employee who was leaving Sanctus Global Formulations Limited. The interview covered reasons for leaving, likes and dislikes about the company, training received, relationship with boss and superiors, suggestions for improvements, job satisfaction, performance reviews, strengths and weaknesses of the company, motivators, the HR department, exposure gained, and unused skills. The employee provided feedback on their experience working at the company to help identify areas for improvement.
This document discusses how to create SMART goals, which are goals that are Specific, Measurable, Attainable, Realistic, and Timely. It provides guidance on how to set specific goals by answering the six W questions of who, what, where, when, which, and why. It also explains how to make goals measurable by establishing concrete criteria and asking questions like how much and how many. Additionally, it covers making goals attainable by figuring out how to achieve them, making goals realistic by setting objectives you are willing and able to work towards, and making goals timely by anchoring them to specific timeframes. Tangible goals that can be experienced with the senses are also more likely to be specific and measurable
This document discusses the concept of team building and effective teamwork. It defines a team as a group of like-minded professionals working together to achieve organizational goals. Key aspects of effective teams include having a leader to guide the group, understanding and coordination among members, and developing traits like trust, reliance, and a willingness to achieve together. The document outlines steps for developing a team, which includes sharing the vision, identifying a leader, delegating roles, and periodic monitoring to ensure the team remains cooperative, coordinated, consistent and conscious in working to redefine their pathway to results.
This document discusses soft skills and presentation skills. It begins by defining soft skills as character skills acquired through upbringing and societal expectations. Some key soft skills employers want include communication skills, computer skills, a strong work ethic, honesty, punctuality, flexibility, problem solving skills, interpersonal skills, teamwork skills, initiative, loyalty, and personal appearance. The document then provides suggestions for improving presentation skills, such as asking experts for feedback, conducting a literature review to find relevant information, and focusing on elements like eye contact, visual quality, slide structure, and avoiding redundancy.
This document discusses motivating employees in the workplace. It outlines several key points:
1) Highly motivated employees are successful employees who focus on achieving goals, representing good value. Managers who motivate employees improve job satisfaction, performance, and organizational success.
2) There are simple ways to motivate employees like asking, telling, giving incentives, and showing them. However, myths exist like reducing work time or high wages automatically motivating employees.
3) Herzberg's two-factor theory explains that motivator factors like interesting work and responsibility impact satisfaction, while hygiene factors like pay and security impact dissatisfaction if not present. Both are important for high performance.
4) Managers should treat
Training and development are both aimed at improving employee skills but differ in focus and duration. Training focuses on improving current job skills in the short term, while development prepares employees for future roles in the long term through broader skills and knowledge. Tata Consultancy Services provides extensive training and development programs to its over 290,000 employees globally. Programs are aimed at new recruits as well as experienced professionals and include e-learning modules, leadership training, and self-learning tools. TCS also supports training and skills development in the community through corporate social responsibility initiatives.
Sanctus Global Formulations Limited provides a document outlining plans to overcome weaknesses in 2023, including prioritizing learning and development, advocating for employees, ensuring strategic foundations and financial mindfulness, improving recruitment effectiveness, and ensuring employee upskilling. The document also outlines 2023 targets, which are to improve the employee experience, relationships between employees and managers, address talent shortages, increase employee visibility, support employee development and engagement, and combat "quiet quitting."
This document outlines the steps for conducting a skill gap analysis within an agency. It discusses identifying the agency's mission, goals, processes and critical skills needed. A critical skill is one that if absent prevents tasks from being completed satisfactorily. The analysis involves developing job profiles, conducting an inventory of current employee skills, and identifying competency levels. The skills data is compiled into a searchable database allowing identification of qualified staff and training needs to address gaps where skills are lacking. The database cross references employee skills with critical skills needed for roles now and in the future.
The document summarizes various rules from the Central Civil Services (Conduct) Rules 1964. Some key points include:
- The CCS Conduct Rules came into force in 1964 and apply to every person appointed to a civil service or civilian in defense service.
- The rules define terms like "government" (referring to central government) and "members of family."
- The rules outline standards of conduct for government servants including maintaining absolute integrity, devotion to duty, and not acting in an unbecoming manner.
- Specific sections address observance of government policies, prohibition of sexual harassment, promptness and courtesy in official dealings, and prohibitions against unauthorized communication of information.
- Other sections
The document discusses perspectives from eight leading consulting firms on the future of the HR profession. Key themes discussed include:
1) Technology and talent management will be the primary drivers of change for HR. Technology will fundamentally change how HR work is done through tools like employee self-service portals and outsourcing. Talent management will become increasingly important to gain competitive advantage.
2) HR must determine where it can add value by keeping functions in-house versus outsourcing. Outsourcing decisions must be made with the overall people strategy in mind.
3) HR needs to better quantify its impact and value in financial terms to shift from being seen purely as an administrative cost center.
This document provides an overview of advanced features in Microsoft Outlook, including the calendar, tasks, journal, and notes. It discusses how to create appointments, recurring events, meetings, and tasks. It also reviews how to view calendars and tasks in different views and sort appointments. The document demonstrates how to use the journal to record manual entries and how to create, view, and modify notes. The goal is to build on existing Outlook skills and knowledge.
Surinder Singh has over 10 years of experience in human resources. He holds a B.A. from HP University Shimla in 2008 and a Post Graduate Diploma in Business Administration (MBA) HR from Institute of Management Studies Shimla in 2010. He is currently employed as HR Manager at Crescent Therapeutics Limited since 2010. His responsibilities include manpower planning, recruitment and selection, performance appraisal, wages and salary administration, industrial relations, statutory compliance, and administration.
This document discusses motivating employees in the workplace. It outlines several key points:
1) Highly motivated employees are successful employees who focus on achieving goals, representing good value. Managers who motivate employees improve job satisfaction, performance, and organizational success.
2) There are simple ways to motivate employees like asking, telling, giving incentives, and showing them. However, myths exist like reducing work time or high wages automatically motivating employees.
3) Herzberg's two-factor theory explains that motivator factors like interesting work and responsibility impact satisfaction, while hygiene factors like pay and security impact dissatisfaction if not present. Both are important for high performance.
4) Managers should treat
Training and development are both aimed at improving employee skills but differ in focus and duration. Training focuses on improving current job skills in the short term, while development prepares employees for future roles in the long term through broader skills and knowledge. Tata Consultancy Services provides extensive training and development programs to its over 290,000 employees globally. Programs are aimed at new recruits as well as experienced professionals and include e-learning modules, leadership training, and self-learning tools. TCS also supports training and skills development in the community through corporate social responsibility initiatives.
Sanctus Global Formulations Limited provides a document outlining plans to overcome weaknesses in 2023, including prioritizing learning and development, advocating for employees, ensuring strategic foundations and financial mindfulness, improving recruitment effectiveness, and ensuring employee upskilling. The document also outlines 2023 targets, which are to improve the employee experience, relationships between employees and managers, address talent shortages, increase employee visibility, support employee development and engagement, and combat "quiet quitting."
This document outlines the steps for conducting a skill gap analysis within an agency. It discusses identifying the agency's mission, goals, processes and critical skills needed. A critical skill is one that if absent prevents tasks from being completed satisfactorily. The analysis involves developing job profiles, conducting an inventory of current employee skills, and identifying competency levels. The skills data is compiled into a searchable database allowing identification of qualified staff and training needs to address gaps where skills are lacking. The database cross references employee skills with critical skills needed for roles now and in the future.
The document summarizes various rules from the Central Civil Services (Conduct) Rules 1964. Some key points include:
- The CCS Conduct Rules came into force in 1964 and apply to every person appointed to a civil service or civilian in defense service.
- The rules define terms like "government" (referring to central government) and "members of family."
- The rules outline standards of conduct for government servants including maintaining absolute integrity, devotion to duty, and not acting in an unbecoming manner.
- Specific sections address observance of government policies, prohibition of sexual harassment, promptness and courtesy in official dealings, and prohibitions against unauthorized communication of information.
- Other sections
The document discusses perspectives from eight leading consulting firms on the future of the HR profession. Key themes discussed include:
1) Technology and talent management will be the primary drivers of change for HR. Technology will fundamentally change how HR work is done through tools like employee self-service portals and outsourcing. Talent management will become increasingly important to gain competitive advantage.
2) HR must determine where it can add value by keeping functions in-house versus outsourcing. Outsourcing decisions must be made with the overall people strategy in mind.
3) HR needs to better quantify its impact and value in financial terms to shift from being seen purely as an administrative cost center.
This document provides an overview of advanced features in Microsoft Outlook, including the calendar, tasks, journal, and notes. It discusses how to create appointments, recurring events, meetings, and tasks. It also reviews how to view calendars and tasks in different views and sort appointments. The document demonstrates how to use the journal to record manual entries and how to create, view, and modify notes. The goal is to build on existing Outlook skills and knowledge.
Surinder Singh has over 10 years of experience in human resources. He holds a B.A. from HP University Shimla in 2008 and a Post Graduate Diploma in Business Administration (MBA) HR from Institute of Management Studies Shimla in 2010. He is currently employed as HR Manager at Crescent Therapeutics Limited since 2010. His responsibilities include manpower planning, recruitment and selection, performance appraisal, wages and salary administration, industrial relations, statutory compliance, and administration.
2. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• पररभाषा
• क्रिक्रभन्न प्रक्रिया चरण ं में
• प्रक्रिया जांच में प्रक्रिया जााँच में क् ं प्रक्रिया की
जांच में अनुक्रचत क
े पररणाम इन-प्र सेस चेक क
े
क्रिए उपय ग क्रकए गए चेक इंस्ट्रूमेंट्स
3. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• प्रक्रिया क्रियंत्रण की परिभाषा
क्रनगरानी क
े िम में उत्पादन क
े दौरान क्रकए गए चेक
और, यक्रद आिश्यक ह , त प्रक्रिया क समाय क्रजत करने
क
े क्रिए सुक्रनक्रित करें क्रक तैयार उत्पाद अपने क्रिक्रनदेश ं
क
े अनुरूप ह । उत्पादन िातािरण या उपकरण ं क
े
क्रनयंत्रण क इन-प्र सेस क्रनयंत्रण का एक क्रहस्सा भी माना
जा सकता है। प्रक्रिया पिीक्षण में:
क्रनमााण प्रक्रिया क
े दौरान क्रकसी भी सामग्री या सामक्रग्रय ं क
े
क्रमश्रण का परीक्षण या परीक्षण.
4. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• दानेदार बनाने की प्रक्रिया में प्रक्रिया जााँच में
• ड्
र ाई क्रमक्संग टाइम
• गीिा क्रमश्रण समय एम्पेयर
• गीिे दान ं की क्रपसाई
• सूखे कक्रणकाओं का LOD
• सूखे ग्रैन्यूि का स्थानांतरण, क्रमक्रिंग ऑफ ररटेंशन
• थ क घनत्व
• चिनी क्रिश्लेषण
• तापमान, आरएच
• बांधने की मशीन ज ड़ समय
• द्रिीकरण क
े क्रिए% क्रनकास फ्लैप
5. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• संपीड़ि में प्रक्रिया जांच में
• िजन क्रभन्नता
• औसत िजन
• क्रिघटन परीक्षण
• क्स्थरता परीक्षण
• कठ र परीक्षण
• म टाई
• व्यक्िगत परत िजन क्रनयंत्रण
6. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• कोक्र ंग क
े दौिाि प्रक्रिया जांच में
• िेट क्रबल्ड अप
• नमी की मात्रा
• व्यक्िगत ग िी िजन क्रभन्नता
• स्प्रे की दर, बंदू क से बंदू क, बंदू क से क्रबस्तर की दू री
• इनिेट और टैबिेट क्रबस्तर का तापमान। पान की गक्रत
7. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• ब्लिस्टि पैक्रक
ं ग में प्रक्रिया की जााँच
• बैच क क्रड्ंग क्रििरण
• पॉक
े ट गठन
• ररसाि परीक्षण
• NFD / क
ै मरा चुनौती परीक्षण खािी जेब, टू टी ग क्रियााँ,
रंगीन ग क्रियााँ
• फामााक ड् रीड्र की चुनौती का परीक्षण
8. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• उत्पाद क
े क्रिए प्रारंक्रभक मशीन सेक्रटंग क
े बाद सभी
प्रक्रिया की जााँच की जाएगी।
• तत्पिात संबंक्रधत बीएमआर / बीपीआर में िक्रणात आिृक्रि
पर।
• प्रक्रिया जांच में स्वीकाया सीमा समाप्त ऐनक की सीमा से
अक्रधक संकीणा ह गी।
• प्रक्रिया क
े क्रिए नमूना मात्रा पूरे बैच की गुणििा का
प्रक्रतक्रनक्रधत्व करेगी।
9. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• अंक्रतम क्रिक्रनदेश ं क पूरा करने िािे उत्पाद ं क
े क्रनमााण क
े
क्रिए प्रक्रिया क्रनयंत्रण की आिश्यकता ह ती है।
• उक्रचत प्रक्रिया प्रक्रिया क्रनयंत्रण में बैच क
े पुनसंिमण से
बचें।
• साथ ही ऑक्रिमाइजेशन प्र सेस करता है।
10. उत्पादन और QA द्वारा प्रक्रिया में क्रनयंत्रण
• क्रनम्नक्रिक्खत भी क्रनयंत्रण प्रक्रिया क
े उपाय ं का क्रहस्सा हैं ज
उत्पाद की अंक्रतम गुणििा क प्रभाक्रित कर सकते हैं।
• साधन अंशांकन
• पयाािरणीय क्रनगरानी उपकरण ं से जुड़े उपकरण ं का
अंशांकन।