netrashetty
Netra Shetty
Louisiana-Pacific Corporation NYSE: LPX, commonly known as "LP", is a United States building materials manufacturer. It was founded in 1973 and is currently based in Nashville, Tennessee. Key products are oriented strand board, molding and other trimming materials, and wood siding, and other engineered wood products.
As of 2005, LP has 29 manufacturing plants in the U.S. and Canada, and one near Malalhue in Chile.
Having a single policy applicable to all staff, supported by small attachments that describe additional
conditions or differences applicable to different employment categories
Developing a compensation system and packages that do not have any explicit or inherent bias based
on non professional considerations
Providing the same compensation to staff members with the same competencies doing the same jobs
Emphasizing similarities in policies and practices that apply to all staff, rather than on few
differences in conditions of employment
Progressively standardizing social benefits such as insurance and occupational health programs
Making available to all staff benefits that are not dependent on differences in employment markets
or job requirements
Providing equal access to social and welfare services
HR STRATEGIC PLANNING
HR strategic planning is the process by which, an organization as it develops, ensures that it has the right
number of people with the right skills in the right positions at the right time to meet its operational and
business needs.
It deals with strategic choices associated with the use of labor in an organization. Making choices about
the levels and type of staffing, remuneration and benefit policies, and recruitment efforts to be initiated
will be guided by such issues as
•
•
the need to maintain a sufficient core intellectual capital within the Center
opportunities and risks related to donor-seconded or-sponsored staff; postdoctoral, visiting scientist
or fellowship assignments; and short-term consultants
•
changes in the Center’s business strategy e.g., expansion or contraction of particular research lines;
greater geographic decentralization of staff, development of business in certain geographic zones
•
changes in the Center’s operating modes, in response to quality improvement efforts or
recommendations from external and internal reviews
•
attracting staff (and families) to locations with security problems and/or amenity issues;
About 75 percent of the labour force is located in the rural areas with a vast majority of the same engaged in the low productivity agriculture sector. Many other jobs also have low productivity levels and low pay; 102 million (25 percent of the total) are low earning jobs. Ninety percent of the prime aged workers were in the informal sector jobs in 2004. Female labour force accounted for 114.2 million.
In India, women are usually responsible for household activities (not classified as economic activities) and men work outside. Between 1993/94 to 1999/2000, rate of employment growth has slowed down from 2.1 percent to 1.6 percent per annum and is below the growth of labour supply which is around 2 percent per annum. During the 1990s, there has been a shift from low productivity sectors earlier to middle productivity sectors such as financial and business services category. After 2000, there appears to have been a surge in employment in IT and IT enabled services sector. It is seen that overall share of manufacturing in employment has not changed over the past two decades. Generous depreciation rate of 25 percent for investment in machinery and equipment for tax purposes and rigid labour laws encourages firms to be capita intensive. Employment within manufacturing and services sector show signs of dualism, with most jobs clustered at low productivity end and some growth taking place at high productivity ends.
Indian manufacturing is marked by the concentration in very large scale and very small scale firms, leading to the problem of missing middle. International experience shows that this missing middle is the most dynamic in employment generation and entrepreneurship generation. As per NSSO 56th round and the Annual Survey of Industries, while in the year 2000-01 the gross value added by the organized sector is 75.24 percent, it employed only 13.85 percent of the workforce.
Within the services sector growth has been in financial and business services sector (primarily in the IT and IT enabled services) creating high skilled jobs with high productivity level. Jobs have also been created in trade and transport and hotels and restaurants sectors marked with low productivity levels. The Directorate General of Employment and Training (DGET) collects data on employment in the public sector or in nonagricultural establishments employing more than 10 workers as organized sector employment. According to these estimates formal sector constitutes merely 7 percent of the total workforce. Other estimates put the figure somewhere between 11 and 14 percent. DGET data in Table 4 below shows that employment in organized secto
As of 2005, LP has 29 manufacturing plants in the U.S. and Canada, and one near Malalhue in Chile.
Having a single policy applicable to all staff, supported by small attachments that describe additional
conditions or differences applicable to different employment categories
Developing a compensation system and packages that do not have any explicit or inherent bias based
on non professional considerations
Providing the same compensation to staff members with the same competencies doing the same jobs
Emphasizing similarities in policies and practices that apply to all staff, rather than on few
differences in conditions of employment
Progressively standardizing social benefits such as insurance and occupational health programs
Making available to all staff benefits that are not dependent on differences in employment markets
or job requirements
Providing equal access to social and welfare services
HR STRATEGIC PLANNING
HR strategic planning is the process by which, an organization as it develops, ensures that it has the right
number of people with the right skills in the right positions at the right time to meet its operational and
business needs.
It deals with strategic choices associated with the use of labor in an organization. Making choices about
the levels and type of staffing, remuneration and benefit policies, and recruitment efforts to be initiated
will be guided by such issues as
•
•
the need to maintain a sufficient core intellectual capital within the Center
opportunities and risks related to donor-seconded or-sponsored staff; postdoctoral, visiting scientist
or fellowship assignments; and short-term consultants
•
changes in the Center’s business strategy e.g., expansion or contraction of particular research lines;
greater geographic decentralization of staff, development of business in certain geographic zones
•
changes in the Center’s operating modes, in response to quality improvement efforts or
recommendations from external and internal reviews
•
attracting staff (and families) to locations with security problems and/or amenity issues;
About 75 percent of the labour force is located in the rural areas with a vast majority of the same engaged in the low productivity agriculture sector. Many other jobs also have low productivity levels and low pay; 102 million (25 percent of the total) are low earning jobs. Ninety percent of the prime aged workers were in the informal sector jobs in 2004. Female labour force accounted for 114.2 million.
In India, women are usually responsible for household activities (not classified as economic activities) and men work outside. Between 1993/94 to 1999/2000, rate of employment growth has slowed down from 2.1 percent to 1.6 percent per annum and is below the growth of labour supply which is around 2 percent per annum. During the 1990s, there has been a shift from low productivity sectors earlier to middle productivity sectors such as financial and business services category. After 2000, there appears to have been a surge in employment in IT and IT enabled services sector. It is seen that overall share of manufacturing in employment has not changed over the past two decades. Generous depreciation rate of 25 percent for investment in machinery and equipment for tax purposes and rigid labour laws encourages firms to be capita intensive. Employment within manufacturing and services sector show signs of dualism, with most jobs clustered at low productivity end and some growth taking place at high productivity ends.
Indian manufacturing is marked by the concentration in very large scale and very small scale firms, leading to the problem of missing middle. International experience shows that this missing middle is the most dynamic in employment generation and entrepreneurship generation. As per NSSO 56th round and the Annual Survey of Industries, while in the year 2000-01 the gross value added by the organized sector is 75.24 percent, it employed only 13.85 percent of the workforce.
Within the services sector growth has been in financial and business services sector (primarily in the IT and IT enabled services) creating high skilled jobs with high productivity level. Jobs have also been created in trade and transport and hotels and restaurants sectors marked with low productivity levels. The Directorate General of Employment and Training (DGET) collects data on employment in the public sector or in nonagricultural establishments employing more than 10 workers as organized sector employment. According to these estimates formal sector constitutes merely 7 percent of the total workforce. Other estimates put the figure somewhere between 11 and 14 percent. DGET data in Table 4 below shows that employment in organized secto
Last edited: