The document provides an analysis of members in AIESEC Kolkata's Global Cultural Development Program (GCDP) and Global Internship Program (GIP) from March 21st to April 30th, 2014. It summarizes the number of raises, matches, and retention rates for both new and experienced members. The highest performing mentors, VP, and TL are also identified for each program.
This document contains a questionnaire used to rate and grade Project Implementing Agencies (PIAs) involved in the DDU-GKY project run by ORMAS. It includes questions about PIA details, placement quality indicators like salary levels and placement percentages, and project execution quality indicators like achieving targets, financial reporting, and penalties. The questionnaire contains scoring criteria for parameters like placement percentage, timely completion, and money invested by the PIA in the project. It will be used to interview PIA representatives and evaluate performance on key metrics.
This document discusses transformers, including their basic components, types used in electricity transmission, and tests conducted on transformers and oils used in them. It describes the core components of transformers like the primary and secondary windings and bushings. It outlines different types of distribution transformers like dry type and oil immersed transformers. The document also summarizes various tests done on transformer oils like oxidation stability, dissipation factor, flash point, and dielectric strength tests. It provides brief information on short circuit and impulse tests conducted on transformers.
Underground mining is used to access ores and minerals located far beneath the ground when surface mining is not economical. It involves digging into the ground to extract resources. Underground mining is used when the ore deposit is deep, the grade is high enough to mine profitably, or surface mining is not permitted or practical due to issues like nearby forests, rivers, or habitation. There are different methods used for hard rock mining, which involves metals, and soft rock mining, which involves minerals like coal. Accessing the ores requires removing overburden via vertical shafts, declines, or adits, and then excavating levels and stopes. Safety precautions like ventilation, supports, and equipment are needed.
This presentation defines Business Strategy, explains it's importance and also outlines steps to define the same for one's organisation or client group.
It is based on Jay Galbraith's STAR Model
This document summarizes research on team development and its impact on organizational effectiveness. It discusses two well-known models of team development (Tuckman's five stage theory and the punctuated equilibrium model) and how researchers have expanded on these models. Researchers have found that team development is important for both individual and organizational goals. It allows individuals to fulfill needs and solve problems through collaboration. For organizations, team development fosters innovation and accomplishes complex tasks. However, researchers note that team development is influenced by other factors like perception, conflict, and biases.
The document discusses concerns a hospital employer may have if faced with a union raid. It analyzes the situation using an open systems approach, noting the employer should consider the legal, political and social environments, actors involved and their power dynamics, processes like negotiations and strikes, and potential outputs like reduced productivity. While raids can increase hostility and compromise employer control, unions may justify raids by arguing for better wages or leadership, which could benefit all system actors if outcomes are more equitable. Both criticisms and defenses of raiding are discussed.
AIESEC Kolkata | LCVP TM 2015 Transition Part 5Kanav N. Sahgal
This document discusses the building blocks of training and education - knowledge, skills, and attitudes/abilities (KSA).
It defines each: knowledge is understanding a subject without demonstrated ability; skills are proficiencies developed through experience; and attitudes are innate or learned qualities that enable skills development.
The document then lists examples of key KSAs for a Vice President of Talent Management, including team management, strategic thinking, coaching, facilitation, recruitment, feedback, and stakeholder management skills. It also discusses attitudes around leadership transition, recruitment, and feedback. Finally, it addresses taking action through timeline planning and legacy project management.
This document contains a questionnaire used to rate and grade Project Implementing Agencies (PIAs) involved in the DDU-GKY project run by ORMAS. It includes questions about PIA details, placement quality indicators like salary levels and placement percentages, and project execution quality indicators like achieving targets, financial reporting, and penalties. The questionnaire contains scoring criteria for parameters like placement percentage, timely completion, and money invested by the PIA in the project. It will be used to interview PIA representatives and evaluate performance on key metrics.
This document discusses transformers, including their basic components, types used in electricity transmission, and tests conducted on transformers and oils used in them. It describes the core components of transformers like the primary and secondary windings and bushings. It outlines different types of distribution transformers like dry type and oil immersed transformers. The document also summarizes various tests done on transformer oils like oxidation stability, dissipation factor, flash point, and dielectric strength tests. It provides brief information on short circuit and impulse tests conducted on transformers.
Underground mining is used to access ores and minerals located far beneath the ground when surface mining is not economical. It involves digging into the ground to extract resources. Underground mining is used when the ore deposit is deep, the grade is high enough to mine profitably, or surface mining is not permitted or practical due to issues like nearby forests, rivers, or habitation. There are different methods used for hard rock mining, which involves metals, and soft rock mining, which involves minerals like coal. Accessing the ores requires removing overburden via vertical shafts, declines, or adits, and then excavating levels and stopes. Safety precautions like ventilation, supports, and equipment are needed.
This presentation defines Business Strategy, explains it's importance and also outlines steps to define the same for one's organisation or client group.
It is based on Jay Galbraith's STAR Model
This document summarizes research on team development and its impact on organizational effectiveness. It discusses two well-known models of team development (Tuckman's five stage theory and the punctuated equilibrium model) and how researchers have expanded on these models. Researchers have found that team development is important for both individual and organizational goals. It allows individuals to fulfill needs and solve problems through collaboration. For organizations, team development fosters innovation and accomplishes complex tasks. However, researchers note that team development is influenced by other factors like perception, conflict, and biases.
The document discusses concerns a hospital employer may have if faced with a union raid. It analyzes the situation using an open systems approach, noting the employer should consider the legal, political and social environments, actors involved and their power dynamics, processes like negotiations and strikes, and potential outputs like reduced productivity. While raids can increase hostility and compromise employer control, unions may justify raids by arguing for better wages or leadership, which could benefit all system actors if outcomes are more equitable. Both criticisms and defenses of raiding are discussed.
AIESEC Kolkata | LCVP TM 2015 Transition Part 5Kanav N. Sahgal
This document discusses the building blocks of training and education - knowledge, skills, and attitudes/abilities (KSA).
It defines each: knowledge is understanding a subject without demonstrated ability; skills are proficiencies developed through experience; and attitudes are innate or learned qualities that enable skills development.
The document then lists examples of key KSAs for a Vice President of Talent Management, including team management, strategic thinking, coaching, facilitation, recruitment, feedback, and stakeholder management skills. It also discusses attitudes around leadership transition, recruitment, and feedback. Finally, it addresses taking action through timeline planning and legacy project management.
AIESEC Kolkata | LCVP TM 2015 Transition Part 4Kanav N. Sahgal
The document discusses Life Long Connection (LLC) and transitions within AIESEC Kolkata from 2014 to 2015. It recaps LLC and discusses transitioning members from ELD LLC through exit conversations and closure to become alumni. The ideal LLC transition involves reviewing performance, development, and exit conversations. It emphasizes engaging alumni and setting standards for certifying and closing alumni experiences.
AIESEC Kolkata | LCVP TM 2015 Transition Part 3Kanav N. Sahgal
The document discusses talent retention and productivity within AIESEC. It outlines the Team Member Programme and Team Leader Programme, which aim to develop and retain talent. Key aspects covered include team minimums, processes for implementation, and ensuring accountability. Talent productivity is defined as the ratio of outputs to inputs, and the goal is to maximize the difference between the value of outputs and inputs through efficient production processes. The document stresses defining timelines, roles and tracking for initiatives to promote talent retention and development within AIESEC.
AIESEC Kolkata | LCVP TM 2015 Transition Part 2Kanav N. Sahgal
This document provides guidance on recruitment for AIESEC Kolkata. It outlines the key phases of recruitment: GET (which includes talent induction, selection, marketing, planning, pool, and preparation); ELD (which focuses on development); and LLC (which includes exits and alumni relations). GET involves working with various teams to conduct marketing, create selection criteria, train interviewers, develop timelines and induction activities. Talent selection uses tools like JDs, evaluations sheets and interviews. Talent induction focuses on local induction, mentorship, operational training and starting the new team. Additional reading on transitions, exchanges and other local chapters is recommended to supplement this recruitment guide.
AIESEC Kolkata | LCVP TM 2015 Transition Part 1Kanav N. Sahgal
This document outlines the key elements of transitioning into the role of Vice President of Talent Management for AIESEC Kolkata, including thought transition, behavioral transition, operational transition, and practical transition. It discusses expressing vulnerabilities, talent management as a behavior, TM and LnD operations. It provides homework assignments on learning the role, avoiding past mistakes, creating profiles for the VP TM and EB member roles. It also covers understanding talent management, reviewing the past term strengths and weaknesses, analyzing the present through SWOT and setting strategies and opportunities, and defining a future vision and manifesto for the term. The document is the first part of passing experience and knowledge from the outgoing to incoming VP of Talent Management.
February Recruitment 2014 Report - AIESEC in Kolkata, IndiaKanav N. Sahgal
The February 2014 recruitment report from AIESEC in Kolkata, India summarizes the strengths, weaknesses, opportunities, and threats of their recruitment process. The recruitment had strengths in local committee campaigns, social media promotions, and an evolved selection process. Weaknesses included clashes with other programs during the busy February period and a long 6-week recruitment process. Opportunities existed in untapped recruitment markets, social media investments, and separating outreach for different programs. Threats included a small membership and organizing committee at the start of the year and saturation from previous recruitment efforts. The report recommends for August recruitment a shorter, swifter national campaign with pre-recruitment branding events and innovative local committee driven marketing both online
The document discusses various aspects of communication including types of communication, flow of communication, and channels of communication. It addresses communication within the AIESEC Kolkata organization and asks how communication can be improved between different departments. It also discusses common myths around communication and emphasizes that effective communication requires clarity, understanding others, and putting ego aside.
Learning and Development Report for April and May- AIESEC KolkataKanav N. Sahgal
This document provides a summary of learning and development initiatives at AIESEC Kolkata from April to May 2014. It describes LEAD sessions, learning circles, and other training events. Key highlights include:
- An MB summit in April that focused on survival skills.
- Virtual trainings for departments on topics like the six elements of GLE.
- A learning-based EPIC agenda in May delivered by the outgoing MB, not the EB.
- Mentorship and department meeting initiatives to drive talent management in a more exchange-focused way.
- Tracking the effectiveness of sessions through leads generated for exchanges and other opportunities.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
AIESEC Kolkata | LCVP TM 2015 Transition Part 4Kanav N. Sahgal
The document discusses Life Long Connection (LLC) and transitions within AIESEC Kolkata from 2014 to 2015. It recaps LLC and discusses transitioning members from ELD LLC through exit conversations and closure to become alumni. The ideal LLC transition involves reviewing performance, development, and exit conversations. It emphasizes engaging alumni and setting standards for certifying and closing alumni experiences.
AIESEC Kolkata | LCVP TM 2015 Transition Part 3Kanav N. Sahgal
The document discusses talent retention and productivity within AIESEC. It outlines the Team Member Programme and Team Leader Programme, which aim to develop and retain talent. Key aspects covered include team minimums, processes for implementation, and ensuring accountability. Talent productivity is defined as the ratio of outputs to inputs, and the goal is to maximize the difference between the value of outputs and inputs through efficient production processes. The document stresses defining timelines, roles and tracking for initiatives to promote talent retention and development within AIESEC.
AIESEC Kolkata | LCVP TM 2015 Transition Part 2Kanav N. Sahgal
This document provides guidance on recruitment for AIESEC Kolkata. It outlines the key phases of recruitment: GET (which includes talent induction, selection, marketing, planning, pool, and preparation); ELD (which focuses on development); and LLC (which includes exits and alumni relations). GET involves working with various teams to conduct marketing, create selection criteria, train interviewers, develop timelines and induction activities. Talent selection uses tools like JDs, evaluations sheets and interviews. Talent induction focuses on local induction, mentorship, operational training and starting the new team. Additional reading on transitions, exchanges and other local chapters is recommended to supplement this recruitment guide.
AIESEC Kolkata | LCVP TM 2015 Transition Part 1Kanav N. Sahgal
This document outlines the key elements of transitioning into the role of Vice President of Talent Management for AIESEC Kolkata, including thought transition, behavioral transition, operational transition, and practical transition. It discusses expressing vulnerabilities, talent management as a behavior, TM and LnD operations. It provides homework assignments on learning the role, avoiding past mistakes, creating profiles for the VP TM and EB member roles. It also covers understanding talent management, reviewing the past term strengths and weaknesses, analyzing the present through SWOT and setting strategies and opportunities, and defining a future vision and manifesto for the term. The document is the first part of passing experience and knowledge from the outgoing to incoming VP of Talent Management.
February Recruitment 2014 Report - AIESEC in Kolkata, IndiaKanav N. Sahgal
The February 2014 recruitment report from AIESEC in Kolkata, India summarizes the strengths, weaknesses, opportunities, and threats of their recruitment process. The recruitment had strengths in local committee campaigns, social media promotions, and an evolved selection process. Weaknesses included clashes with other programs during the busy February period and a long 6-week recruitment process. Opportunities existed in untapped recruitment markets, social media investments, and separating outreach for different programs. Threats included a small membership and organizing committee at the start of the year and saturation from previous recruitment efforts. The report recommends for August recruitment a shorter, swifter national campaign with pre-recruitment branding events and innovative local committee driven marketing both online
The document discusses various aspects of communication including types of communication, flow of communication, and channels of communication. It addresses communication within the AIESEC Kolkata organization and asks how communication can be improved between different departments. It also discusses common myths around communication and emphasizes that effective communication requires clarity, understanding others, and putting ego aside.
Learning and Development Report for April and May- AIESEC KolkataKanav N. Sahgal
This document provides a summary of learning and development initiatives at AIESEC Kolkata from April to May 2014. It describes LEAD sessions, learning circles, and other training events. Key highlights include:
- An MB summit in April that focused on survival skills.
- Virtual trainings for departments on topics like the six elements of GLE.
- A learning-based EPIC agenda in May delivered by the outgoing MB, not the EB.
- Mentorship and department meeting initiatives to drive talent management in a more exchange-focused way.
- Tracking the effectiveness of sessions through leads generated for exchanges and other opportunities.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
7. iGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor
Number of
Raises
EP ID /TN ID Raised (The ID
should be on member name)
Number of
Matches EP /TN ID Matched
aamir ali iGCDP Tanvi Ajmera 2
TN-In-IN-KT-2014-3818,TN-In-
IN-KT-2014-3819 1 EP-In-NP-KT-2014-62
Shreya Sarkar iGCDP Tanvi Ajmera 1
EP-In-IN-KT-2014-2539 (oGCDP
Raise- Raised herself) 1 EP-In-US-SJ-2013-1991
sahiriar alam iGCDP Pratik Mavadia 0 0
yogesh dhariwal iGCDP
Kaushal
Dhanuka 0 0
vineet kejriwal iGCDP
Kaushal
Dhanuka 0 0
shuvrajit mukherjee iGCDP Sushil Jaiswal 0 0
mrinal sony iGCDP Disha Saraf 2
TN-In-IN-KT-2014-3824,TN-In-
IN-KT-2014-3823 2
EP-In-ID-UA-2013-1784,EP-In-
CN-SI-2014-2777
8. iGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor
Number of
Raises
EP ID /TN ID Raised (The ID
should be on member name)
Number of
Matches EP /TN ID Matched
smarajit sarkar iGCDP Disha Saraf 0 1 EP-In-NP-KT-2014-66
kunal agarwal iGCDP
Tanvi
Ajmera 0 0
abhishek mukherjee iGCDP
Tanvi
Ajmera 2
TN-In-IN-KT-2014-
3767,TN-In-IN-KT-2014-
3768 0
ankita somani iGCDP
Tanvi
Ajmera 0 1 EP-In-MA-MC-2014-1938
Anurag Dubey iGCDP
Tanvi
Ajmera 0 1 EP-In-EG-AS-2014-3103
prasanna kumar iGCDP
Sushil
Jaiswal 0 0
sohoum biswas iGCDP
Sushil
Jaiswal 0 0
9. iGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor
Number of
Raises
EP ID /TN ID Raised (The ID
should be on member name)
Number of
Matches EP /TN ID Matched
adarsh gupta iGCDP
Sushil
Jaiswal 0 0
kunal agarwal iGCDP Disha Saraf 0 0
subham khandelwal iGCDP
Kaushal
Dhanuka 2
TN-In-IN-KT-2014-
3821,TN-In-IN-KT-2014-
3825 1 EP-In-RO-IS-2014-2765
gaganpreet kaur iGCDP
Sushil
Jaiswal 0 0
umang agarwal iGCDP Disha Saraf 0 0
adarsh gupta iGCDP
Sushil
Jaiswal 0 0
kunal agarwal iGCDP Disha Saraf 0 0
10. iGCDP Analysis
Total no of Raises
from newbie's
(as on 30/4/14)
Total no of Matches
from newbie's
(as on 30/4/14)
Total no of newbie's
in iGCDP (as on
30/4/14)
9 8 21 (retained)vs 23
(recruited)
11. iGCDP Analysis
Retention Rate of
iGCDP newbie's
Per Member
Productivity for
Raises
Per Member
Productivity for
Matches
21/23*100= 91.3% 9/21= 0.42 8/21= 0.38
13. oGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor VP Responsible TL Responsible Number of Raises
EP ID / TN ID Raised ( The ID
should be on member name)
Number of
Matches EP / TN ID Matched
mukul agarwal oGCDP Sushil Jaiswal Amit Agarwal Sana Bari 0 0
devashish sablok oGCDP Sushil Jaiswal Amit Agarwal Sana Bari 0 0
ruma sarkar oGCDP Sushil Jaiswal Amit Agarwal Princey Agarwal 4
EP-In-IN-KT-2014-2500, EP-In-IN-
KT-2014-2507,EP-In-IN-KT-2014-
2510,EP-In-IN-KT-2014-2544 2
TN-In-RO-GL-2014-1464 (Manager
OGX, matched to Romania!),TN-
In-PL-GD-2014-1969
rudranjan dutta oGCDP Sushil Jaiswal Amit Agarwal Princey Agarwal 0 0
arpit dasgupta oGCDP Sushil Jaiswal Amit Agarwal Princey Agarwal 2
EP-In-IN-KT-2014-2613,EP-In-IN-
KT-2014-2608 0
sohaila sarkar oGCDP Disha Saraf Amit Agarwal Sana Bari 4
EP-In-IN-KT-2014-2630, EP-In-IN-
KT-2014-2526,EP-In-IN-KT-2014-
2535,EP-In-IN-KT-2014-2575
(herself) 2
TN-In-MY-CU-2014-16,TN-In-EG-
CU-2014-3700
aayush agarwal oGCDP Disha Saraf Pragya Agarwal
Siddharth
Agarwal 3
EP-In-IN-KT-2014-2647,EP-In-IN-
KT-2014-2646,EP-In-IN-KT-2014-
2643 1 TN-In-MY-UP-2014-2066
14. oGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor VP Responsible TL Responsible Number of Raises
EP ID / TN ID Raised ( The ID
should be on member name)
Number of
Matches EP / TN ID Matched
pankaj Saraf oGCDP
Tanvi
Ajmera
Pragya
Agarwal
Siddharth
Agarwal 0 0
priyadarshini
dutta oGCDP
Pratik
Mavadia
Amit
Agarwal
Princey
Agarwal 1
EP-In-IN-KT-2014-
2603 0
abhik chatterjee oGCDP
Kaushal
Dhanuka
Amit
Agarwal
Princey
Agarwal 3
EP-In-IN-KT-2014-
2514, EP-In-IN-KT-
2014-2582
(himself),EP-In-IN-
KT-2014-2586 3
TN-In-MY-UP-2014-
2072,TN-In-PL-GD-
2014-1968,TN-In-
RU-UF-2014-2936
saptarshi das oGCDP
Kaushal
Dhanuka
Pragya
Agarwal
Priyanka
Patawari 0 0
Risav oGCDP
Sushil
Jaiswal
Pragya
Agarwal
Siddharth
Agarwal 2
EP-In-IN-KT-2014-
2482 (himself),EP-
In-IN-KT-2014-2594 0
EP-In-IN-KT-2014-
2578, EP-In-IN-KT-
2014-2561,EP-In-IN-
KT-2014-2564,EP-
15. oGCDP Analysis
Name of the Member Department
Name of Long
Term EB Mentor VP Responsible TL Responsible Number of Raises
EP ID / TN ID Raised ( The ID
should be on member name)
Number of
Matches EP / TN ID Matched
amanpreet singh oGCDP
Tanvi
Ajmera
Pragya
Agarwal
Priyanka
Patawari 2
EP-In-IN-KT-2014-
2639,EP-In-IN-KT-
2014-2627 2
TN-In-CN-HU-2014-
1120,TN-In-RU-PI-
2014-2661
gulistan shadab
alam oGCDP
Sushil
Jaiswal
Pragya
Agarwal
Siddharth
Agarwal 0 0
sanjana ghosh oGCDP
Disha
Saraf
Pragya
Agarwal
Priyanka
Patawari 0 1
TN-In-RU-PI-2014-
2652
16. oGCDP Analysis
Total no of Raises
from newbie's
(as on 30/4/14)
Total no of Matches
from newbie's
(as on 30/4/14)
Total no of newbie's
in iGCDP (as on
30/4/14)
26 13 19(retained)Vs 22
(recruited)
17. oGCDP Analysis
Retention Rate of
oGCDP newbie's
Per Member
Productivity for
Raises
Per Member
Productivity for
Matches
19/22*100= 86.3% 26/19= 1.36 13/19= 0.68
Highest performing EB Mentor:
Disha Saraf
(12 Raises and 6 Matches from her
Mentorship group)
Highest performing oGCDPVP:
Amit Agarwal
(19 Raises and 7 Matches from his
Team)
Highest performing oGCDPTL:
Princey Agarwal
(11 Raises and 4 Matches from her
Team)
20. oGIP Analysis
Name of the Member Department
Name of
LongTerm
EB Mentor
VP
Responsible
TL
Responsible
Number of
Raises
EP ID /TN ID Raised (The
ID should be on member
name)
Number of
Matches EP /TN ID Matched
adarsh golchha oGIP Tanvi Ajmera Tanvi Ajmera
Shantanu
Ojha 1
EP-In-IN-KT-2014-2629
(oGCDP raise) 0
Advait murarka oGIP Tanvi Ajmera Tanvi Ajmera
Shantanu
Ojha 0 0
mousom singha oGIP
Kaushal
Dhanuka Tanvi Ajmera
Shantanu
Ojha 0 0
akshay jhunjhunwala oGIP Sushil Jaiswal Tanvi Ajmera
Shantanu
Ojha 0 0
mayank agarwal oGIP Disha Saraf Tanvi Ajmera
Shantanu
Ojha 0 0
nirbhay dokania oGIP Tanvi Ajmera Tanvi Ajmera
Shantanu
Ojha 0 0
shivani jain oGIP Tanvi Ajmera Tanvi Ajmera
Shantanu
Ojha 0 0
saikat samanta oGIP
Pratik
Mavadia Tanvi Ajmera
Shantanu
Ojha 0 0
21. oGIP Analysis
Name of the Member Department
Name of
LongTerm
EB Mentor
VP
Responsible
TL
Responsible
Number of
Raises
EP ID /TN ID Raised (The
ID should be on member
name)
Number of
Matches EP /TN ID Matched
rohan rudra oGIP
Kaushal
Dhanuka
Tanvi
Ajmera
Shantanu
Ojha 0 0
mayank
choudhary oGIP
Kaushal
Dhanuka
Tanvi
Ajmera
Shantanu
Ojha 0 0
chahat bhotika oGIP
Sushil
Jaiswal
Tanvi
Ajmera
Shantanu
Ojha 0 0
firdaus shadab
alam oGIP
Sushil
Jaiswal
Tanvi
Ajmera
Shantanu
Ojha 0 0
shubham
mitruka oGIP
Kaushal
Dhanuka
Tanvi
Ajmera
Shantanu
Ojha 0 0
Akshita agarwal oGIP
Tanvi
Ajmera
Tanvi
Ajmera
Shantanu
Ojha 0 0
22. oGIP Analysis
Total no of Raises
from newbie's
(as on 30/4/14)
Total no of Matches
from newbie's
(as on 30/4/14)
Total no of newbie's
in iGCDP (as on
30/4/14)
1 0 14(retained)Vs 18
(recruited)
23. oGIP Analysis
Retention Rate of
oGCDP newbie's
Per Member
Productivity for
Raises
Per Member
Productivity for
Matches
14/18*100= 77.7% 1/14= 0.07 0/14= 0
Highest performing EB Mentor:
None
Highest performing oGIPVP:
None
Highest performing oGIPTL:
None
25. iGIP Analysis
Name of the Member Department
Name of
LongTerm
EB Mentor
VP
Responsible
TL
Responsible
Number of
Raises
EP ID /TN ID Raised (The
ID should be on member
name)
Number of
Matches EP /TN ID Matched
Vedika
Singhania iGIP
Tanvi
Ajmera
Pratik
Mavadia
Surabhi
Bhura 0 0
subhankar ghosh iGIP
Tanvi
Ajmera
Kaushal
Dhanuka
Raksha
Gupta 0 0
adarsh sultania iGIP
Pratik
Mavadia
Kaushal
Dhanuka
Uditi
Gupta 2
TN-In-IN-KT-2014-
3817,TN-In-IN-KT-
2014-3816 1
EP-In-UA-KI-2014-
3565 (Matched to his
own RaiseTN-In-IN-
KT-2014-3816)
akash kamalia iGIP
Pratik
Mavadia
Pratik
Mavadia
Ayush
Agarwala 0 0
akash raj iGIP
Pratik
Mavadia
Pratik
Mavadia - 1
TN-In-IN-KT-2014-
3812 1
mohit agarwal iGIP
Pratik
Mavadia
Kaushal
Dhanuka
Raksha
Gupta 1
TN-In-IN-KT-2014-
3813 1
EP-In-TR-AN-2014-
3958 (Matched to his
own raiseTN-In-IN-
KT-2014-3813)
26. iGIP Analysis
Name of the Member Department
Name of
LongTerm
EB Mentor
VP
Responsible
TL
Responsible
Number of
Raises
EP ID /TN ID Raised (The
ID should be on member
name)
Number of
Matches EP /TN ID Matched
siddharth varma iGIP
Kaushal
Dhanuka
Kaushal
Dhanuka
Uditi
Gupta 0 0
vaibhav gupta iGIP
Kaushal
Dhanuka
Kaushal
Dhanuka
Raksha
Gupta 0 0
ayan paul iGIP
Kaushal
Dhanuka
Pratik
Mavadia
Ayush
Agarwala 0 0
mihir bajaj iGIP
Disha
Saraf
Pratik
Mavadia
Ayush
Agarwala 0 0
gaurav
majumdar iGIP
Pratik
Mavadia
Pratik
Mavadia - 0 0
arpit khandelwal iGIP
Kaushal
Dhanuka
Pratik
Mavadia
Surabhi
Bhura 0 1
EP-In-FR-IT-2014-
472
aman kejriwal iGIP
Sushil
Jaiswal
Kaushal
Dhanuka
Raksha
Gupta 0 0
debopriya
mukherjee iGIP
Sushil
Jaiswal
Kaushal
Dhanuka
Uditi
Gupta 0 0
27. iGIP Analysis
Name of the Member Department
Name of
LongTerm
EB Mentor
VP
Responsible
TL
Responsible
Number of
Raises
EP ID /TN ID Raised (The
ID should be on member
name)
Number of
Matches EP /TN ID Matched
mridul sony iGIP
Disha
Saraf
Pratik
Mavadia
Surabhi
Bhura 2
TN-In-IN-KT-2014-
3811,TN-In-IN-KT-
2014-3810 0
vedika bagaria iGIP
Disha
Saraf
Pratik
Mavadia
Ayush
Agarwala 0 0
madhulika
mehta iGIP
Disha
Saraf
Kaushal
Dhanuka - 1
TN-In-IN-KT-2014-
3820 0
28. iGIP Analysis
Total no of Raises
from newbie's
(as on 30/4/14)
Total no of Matches
from newbie's
(as on 30/4/14)
Total no of newbie's
in iGCDP (as on
30/4/14)
7 4 19(retained)Vs 23
(recruited)
29. iGIP Analysis
Retention Rate of
oGCDP newbie's
Per Member
Productivity for
Raises
Per Member
Productivity for
Matches
19/23*100= 82.6% 7/19= 0.36 4/19= 0.21
Highest performing EB Mentor:
Pratik Mavadia
(4 Raises and 2 Matches from his
Mentorship group)
Highest performing iGIP VP:
Kaushal Dhanuka
None (4 Raises and 2 Matches
from hisTeam)
Highest performing iGIP TL:
Raksha Gupta
(5 Raises and 1 Match from her
Team)