netrashetty
Netra Shetty
BB&T Corporation (Branch Banking & Trust) (NYSE: BBT) is an American bank with assets of $165.3 billion (June 2009), offering full-service commercial and retail banking services along with other financial services like insurance, investments, retail brokerage, mortgage, corporate finance, consumer finance, payment services, international banking, leasing and trust. Based in Winston-Salem, North Carolina, BB&T operates more than 1,850 financial centers in the United States of North Carolina, South Carolina, Virginia, Maryland, West Virginia, Kentucky, Tennessee, Georgia, Florida, Alabama, Indiana, Texas, and in Washington, D.C..
It is also notable for certain ideological stances taken by its management, and for its financial support of academic programs concerning the "moral foundations of capitalism."[1]
In June 2009, its chairman, John A. Allison IV delivered a keynote address to a meeting of the center-right Competitive Enterprise Institute, where he said government regulation caused the 2007-2009 financial collapse.[2] The bank had recently been forced to accept $3.1 billion in bailout money through the U.S. Treasury's Troubled Asset Relief Program.[3]
Earlier, in 2006, BB&T said it wouldn't lend money for commercial projects on property acquired through eminent domain. This was a reaction to the United States Supreme Court's decision in Kelo v. New London in 2005 that such transfers are permissible.
ost businesses that run HRMS already understand how crucial it can be for streamlining human resource department functions. In the days before HRMS, managing human resources on a large scale was a daunting task marked by inefficiency and a paper trail that made file cabinet manufacturers an extremely happy lot. International businesses often had no central HR administration as the sharing of information, employee records, banking and payroll were only incorporated during first quarter tax assessment of the company as whole. Even some U.S. businesses with multiple offices or locations ran completely separate HR departments, with reconciliation of company expenditures related to personnel never coming to fruition. Fortunately, HRMS have made all of these problems a thing of the past.
Over the last fifteen years, HRMS have made their mark on the corporate landscape. Stiff, unyielding in nature and low on functionality, the first HRMS applications were resource consuming monstrosities that required an advanced degree in computer science to implement and operate. Company personnel would have to request HRMS data from administrators hired specifically to run the system. Instead of empowering HR departments, the earliest HRMS were more of a detriment to them. Thankfully, the technology behind HRMS improved rapidly, giving way to the indispensable tools we are accustomed to today. HRMS have evolved to contain multiple, highly specialized tools for a variety of HR tasks. The ability to manage several aspects of human resources, from time and attendance to payroll and labor distribution from one application has proven to be a valuable commodity in the business world.
TRAINING AND DEVELOPMENT
Classroom Training Classroom courses, developed and led by training experts, prepare outstanding restaurant employees for advancement These Trainings are for Technical jobs, ie Counter Handling and Kitchen/ Production Machinery Control.
• Levels Training: of
Computer-Based Training:
A new computer-based training system is bringing interactive learning experiences to crew members and managers right in the restaurants. There are two levels of training at ‟s: • Crew Member’s Training:
At 's, training never stops. Crew members are trained extensively on all food safety and food handling processes. Trainees work while they learn the operational skills necessary for running each of the 25 positions in restaurant - from front counter to the grill area. • Manager’s Training:
is dedicated to professional training and development. The average restaurant manager spends more than 2,000 hours over four years in training of one kind or another. This is about the same amount of time that a typical four-year college student spends in the classroom. • Floor Management Course (FMC):
Specific Training Courses
The FMC is geared towards improving the trainee's ability to deliver Quality service and Help in Customer satisfaction as a Floor Manager. • Management Development Program (MDP):
The MDP series is designed to help you become the most effective manager that you can be.
TRAINING AND DEVELOPMENT
Operations Consultant Course (OCC) Training Consultant Course (TCC)
It is a process by which the performance of an employee is evaluated. Performance Management: ‟s conducts performance review semi-annually. Some standards are made and defined according to which the employees have to perform. Then after 6 months all the employees are evaluated that whether they come up to our standards or not. An OJE (on- job- evaluation) is performed in order to evaluate the employees. If an employee does not perform well then feedback is provided to them so they can improve.
The appraisal process in ‟s includes PA forms for every particular job which involves: International „s standards. Assessing the employees‟ actual performance relative to these standards. Providing feedback to the employees.
Levels of Performance Evaluation:
There are four levels to evaluate the performance of employees: • • • • Out Standing Excellent Good Need Improvement
After giving the total grade to the employee the appraiser writes down about the strength and the areas needing improvement of the employee.
Performance Appraisal/ Incentives
Performance-based pay approach that is designed to increase output, based on the performance of individuals or groups. Incentives in ‟s are given to employees on basis of performance.
1. Cash Based 2. Non Cash Based Types of Appraisals/ Incentives • • • • Attendance Allowance Annual Allowance Medical Allowance Hard Soft Furnishing [HSF]: Once in every year certain categories of employees can furnish their houses with the carpet, furniture, curtains etc at the ‟s expense. • Leave Fair Assistance [LFA]: Once in two year managerial level employees are allowed to choose any area for tourism in with family for 10 days.
It is also notable for certain ideological stances taken by its management, and for its financial support of academic programs concerning the "moral foundations of capitalism."[1]
In June 2009, its chairman, John A. Allison IV delivered a keynote address to a meeting of the center-right Competitive Enterprise Institute, where he said government regulation caused the 2007-2009 financial collapse.[2] The bank had recently been forced to accept $3.1 billion in bailout money through the U.S. Treasury's Troubled Asset Relief Program.[3]
Earlier, in 2006, BB&T said it wouldn't lend money for commercial projects on property acquired through eminent domain. This was a reaction to the United States Supreme Court's decision in Kelo v. New London in 2005 that such transfers are permissible.
ost businesses that run HRMS already understand how crucial it can be for streamlining human resource department functions. In the days before HRMS, managing human resources on a large scale was a daunting task marked by inefficiency and a paper trail that made file cabinet manufacturers an extremely happy lot. International businesses often had no central HR administration as the sharing of information, employee records, banking and payroll were only incorporated during first quarter tax assessment of the company as whole. Even some U.S. businesses with multiple offices or locations ran completely separate HR departments, with reconciliation of company expenditures related to personnel never coming to fruition. Fortunately, HRMS have made all of these problems a thing of the past.
Over the last fifteen years, HRMS have made their mark on the corporate landscape. Stiff, unyielding in nature and low on functionality, the first HRMS applications were resource consuming monstrosities that required an advanced degree in computer science to implement and operate. Company personnel would have to request HRMS data from administrators hired specifically to run the system. Instead of empowering HR departments, the earliest HRMS were more of a detriment to them. Thankfully, the technology behind HRMS improved rapidly, giving way to the indispensable tools we are accustomed to today. HRMS have evolved to contain multiple, highly specialized tools for a variety of HR tasks. The ability to manage several aspects of human resources, from time and attendance to payroll and labor distribution from one application has proven to be a valuable commodity in the business world.
TRAINING AND DEVELOPMENT
Classroom Training Classroom courses, developed and led by training experts, prepare outstanding restaurant employees for advancement These Trainings are for Technical jobs, ie Counter Handling and Kitchen/ Production Machinery Control.
• Levels Training: of
Computer-Based Training:
A new computer-based training system is bringing interactive learning experiences to crew members and managers right in the restaurants. There are two levels of training at ‟s: • Crew Member’s Training:
At 's, training never stops. Crew members are trained extensively on all food safety and food handling processes. Trainees work while they learn the operational skills necessary for running each of the 25 positions in restaurant - from front counter to the grill area. • Manager’s Training:
is dedicated to professional training and development. The average restaurant manager spends more than 2,000 hours over four years in training of one kind or another. This is about the same amount of time that a typical four-year college student spends in the classroom. • Floor Management Course (FMC):
Specific Training Courses
The FMC is geared towards improving the trainee's ability to deliver Quality service and Help in Customer satisfaction as a Floor Manager. • Management Development Program (MDP):
The MDP series is designed to help you become the most effective manager that you can be.
TRAINING AND DEVELOPMENT
Operations Consultant Course (OCC) Training Consultant Course (TCC)
It is a process by which the performance of an employee is evaluated. Performance Management: ‟s conducts performance review semi-annually. Some standards are made and defined according to which the employees have to perform. Then after 6 months all the employees are evaluated that whether they come up to our standards or not. An OJE (on- job- evaluation) is performed in order to evaluate the employees. If an employee does not perform well then feedback is provided to them so they can improve.
The appraisal process in ‟s includes PA forms for every particular job which involves: International „s standards. Assessing the employees‟ actual performance relative to these standards. Providing feedback to the employees.
Levels of Performance Evaluation:
There are four levels to evaluate the performance of employees: • • • • Out Standing Excellent Good Need Improvement
After giving the total grade to the employee the appraiser writes down about the strength and the areas needing improvement of the employee.
Performance Appraisal/ Incentives
Performance-based pay approach that is designed to increase output, based on the performance of individuals or groups. Incentives in ‟s are given to employees on basis of performance.
1. Cash Based 2. Non Cash Based Types of Appraisals/ Incentives • • • • Attendance Allowance Annual Allowance Medical Allowance Hard Soft Furnishing [HSF]: Once in every year certain categories of employees can furnish their houses with the carpet, furniture, curtains etc at the ‟s expense. • Leave Fair Assistance [LFA]: Once in two year managerial level employees are allowed to choose any area for tourism in with family for 10 days.
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