Dear all,
I have been working in the HR field for the past 5 years. During this time, I was involved in retail marketing, working as an HR Trainer, focusing on staff training and recruitment. Recently, I have been promoted to a managerial position in a manufacturing company as an HR Manager, responsible for overseeing the entire HR process. I am seeking guidance on the key areas I should focus on developing as an HR professional in the manufacturing sector, particularly in terms of statutory compliance.
Your valuable insights and recommendations will greatly contribute to my career growth.
Thank you.
From India, Chennai
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I have been working in the HR field for the past 5 years. During this time, I was involved in retail marketing, working as an HR Trainer, focusing on staff training and recruitment. Recently, I have been promoted to a managerial position in a manufacturing company as an HR Manager, responsible for overseeing the entire HR process. I am seeking guidance on the key areas I should focus on developing as an HR professional in the manufacturing sector, particularly in terms of statutory compliance.
Your valuable insights and recommendations will greatly contribute to my career growth.
Thank you.
From India, Chennai
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Design & Introduce, Need-based Organization Development & Improvement Plans, Processes, Procedures, Safe, Secure, and Respectful Workplace Environment starting with:
1. Organize Awareness Programs in Small Groups at the beginning of the work-shifts to instill "Sensitivity & Sensibility" amongst all echelons of Employees; and
2. Sanitize the Workplace of all "Arbitrariness", Divide & Rule Attitude, Hatred, or Disobedience to Laws of the Land & Workplace Discipline, Order & Decorum; and
3. Implement all the Provisions of SH WW (P,P & R) Act 2013 and File Mandatory Annual Reports to ROC & District Officer (Section-21 & 22);
4. Opt for Schemes to Foster Harmony, Closer Association of Workers/Employees with Management;
5. Empower Your Workforce so that they Evolve as Achievers and use Discretion.
Harsh K Sharan, Kritarth Team, 14.4.2019
From India, Delhi
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2141. Organize Awareness Programs in Small Groups at the beginning of the work-shifts to instill "Sensitivity & Sensibility" amongst all echelons of Employees; and
2. Sanitize the Workplace of all "Arbitrariness", Divide & Rule Attitude, Hatred, or Disobedience to Laws of the Land & Workplace Discipline, Order & Decorum; and
3. Implement all the Provisions of SH WW (P,P & R) Act 2013 and File Mandatory Annual Reports to ROC & District Officer (Section-21 & 22);
4. Opt for Schemes to Foster Harmony, Closer Association of Workers/Employees with Management;
5. Empower Your Workforce so that they Evolve as Achievers and use Discretion.
Harsh K Sharan, Kritarth Team, 14.4.2019
From India, Delhi
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Dear friend,
If you are from a manufacturing company, then your primary need is to manage the following costs:
a) Inventory Carrying Cost of Raw Materials
b) Work in Progress (WIP) Inventory Costs
c) Inventory Carrying Cost of Finished Goods
d) Capital costs to run the operations
e) Capacity costs
f) Maintenance costs
g) Quality costs
h) Ordering cost
i) Set-up cost
j) Inspection cost
My humble request is to measure these costs scientifically. To do this, you need to study your complete supply chain and identify the direct and indirect costs associated with the parties involved in the supply chain. Whatever HR intervention that you launch, it should be addressed toward the reduction of these costs. Otherwise, there will not be any measurable or tangible value addition from your side.
Yes, handling statutory activities is important but then in the HR of the 21st century, it has taken a backseat. It is just a service function of HR and it cannot be considered a value-adding activity per se.
Thanks,
Dinesh Divekar
From India, Bangalore
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If you are from a manufacturing company, then your primary need is to manage the following costs:
a) Inventory Carrying Cost of Raw Materials
b) Work in Progress (WIP) Inventory Costs
c) Inventory Carrying Cost of Finished Goods
d) Capital costs to run the operations
e) Capacity costs
f) Maintenance costs
g) Quality costs
h) Ordering cost
i) Set-up cost
j) Inspection cost
My humble request is to measure these costs scientifically. To do this, you need to study your complete supply chain and identify the direct and indirect costs associated with the parties involved in the supply chain. Whatever HR intervention that you launch, it should be addressed toward the reduction of these costs. Otherwise, there will not be any measurable or tangible value addition from your side.
Yes, handling statutory activities is important but then in the HR of the 21st century, it has taken a backseat. It is just a service function of HR and it cannot be considered a value-adding activity per se.
Thanks,
Dinesh Divekar
From India, Bangalore
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Innovative HR Practices-.doc