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Chapter-4 Hr Practices

Chapter-4 Hr Practices

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Published by sasnka1987

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Published by: sasnka1987 on Sep 11, 2009
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05/11/2014

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 At IVRCL we believe in the power of “resourceful humans”.Our people are our primary source of competitive advantage and they help us to driveour growth in a planned and efficient manner. We work towards developing a culture thatattracts people with multidimensional experiences and skills.Our developers take great pride in building world-class projects such sense of pridecultivates belongingness and affinity in our teams. As a result many of our developerslike to stay with the company for long periods of time improving our retention rates asone of the highest in the industry.We hire and train
high end project resource (man power)
, as building a projectrequires proper 
generalization
,
flexible design
, Our training and team environmentensure that they can think through all aspects of the problem being solved by
buildingflexible architectures
.Building projects for highly competitive environments require development teams thatcan properly match that intensity. To ensure that people who join us have the
right mixof attitude
,
values
and
skill sets
compatible with IVRCL’s culture, we follow a
rigoroushiring procedure.
Our selection procedures involve a thorough
psychometric testing
, and
skill basedinterviews
, which reduce the subjectivity of the process. Using metrics andmeasurements regularly, like
cost per hire
,
source distribution, staffing efficiencyratio
etc. Helps us to maintain our quality of the selection process. Our parameters for selection extend to both hiring from campus, as well as lateral hiring.In addition to acquisition of talent, we also lay special emphasis on development of talent through
knowledge sharing activities
,
well-defined career path
, and
career development plans.
Apart from this –
competitive pay
,
a well-outlined induction andorientation program
,
immediate reward
s and
recognition
,
open channels of 
 
communication,
and a
participative environment
have led to our best resourcesbeing with us for a period of 15 yrs and above.IVRCL’s employees are responsible for its growth by leaps and bounds year after year.Thus, talent management is an important and critical activity for us. We provide anintellectually stimulating and meaningful work environment, ample opportunities to learnand grow, and a sense of belongingness, which challenges, motivates and inspires eachIVRCL-it to achieve beyond potential.
HUMAN RESOURCE MANAGEMENT
Human resource management is the process which develops and manages the elementof an enterprise i.e., recruit; select, trained develop members of an organization, notonly management skills but also the attitudes and aspirations of people. Humanresource management is concerned with integration getting all the members of theorganization involved and working together with a sense of common purpose. HRM isproactive rather than reactive, qualitative improvement of people who are considered themost valuable assets of an organization.
HRD
 
“People” is the most important and valuable resource every organization or institutionhas in the form of its employees. Dynamic people can build dynamic organizations.Effective employees can contribute to the effectiveness of the organization. Competentand motivated people can make things happen and enable an organization/ institution toachieve its goals.
HUMAN RESOURCE MANAGEMENT
 
HRM can be explained from both the ‘rational choice’ and the ‘constituency-based’perspective. There is a managerial logic in focusing attention on people’s skills andintellectual assets to provide a major competitive advantage when technologicalsuperiority, even once achieved, will quickly erode (Barney, 1991; Pfeffer, 1994, 1998a).
 
RECRUITMENT & SELECTION
A process of finding and attracting capable applicants for employment. The processbegins when new recruits are sought and ends when their applications are submitted.The result is a pool of applications from which new employees are selected
Compensation
Compensation is the remuneration received by an employee in return for his/hecontribution to the organization. It is an organized practice that involves balancing thework-employee relation by providing monetary and non-monetary benefits to employees.
Training
Training is also an organized procedure for increasing the knowledge and skills of people for a specific purpose. It helps the trainees acquire new skills, technicalknowledge, and problem-solving ability etc. It also gives an awareness of the rules andprocedures to guide their behavior thereby improving the performance of employee onpresent job and prepares them for taking up new assignments in future.
Performance Appraisal
Performance appraisal is a method of evaluating the behavior of employees in the workspot including both quantitative and qualitative aspects of job performance. A process inwhich employee’s strengths and weaknesses are identified to improve the performanceon the present and future jobs. Performance appraisal is a systematic review of individual or a group’s performance on the job.

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