abhishreshthaa
Abhijeet S
Vantec Thermal Technologies is a privately-held multinational corporation with headquarters and an R&D team in the US, sales/purchasing office in Taiwan and factories in Taiwan, Korea and China. Vantec designs and manufactures thermal products and computer peripherals. Consumers can buy Vantec products from brick-and-mortar electronics stores or online retailers. The company does not sell to end-users directly.
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals within Pakistan and with other regional companies.
9. Attracting the Best Talent:
To recruit management trainees in Marketing, Finance, IT and HR, PTC mainly rely on MBA’s graduating from local institutions, barring a few students returning home after qualifying from foreign universities.
Well-managed internship program will help to “catch them young” rather than waiting for the graduating students up to the last moment. Involvement with the students joining the professional institutions starting first year they join.
10. Retaining Talent:
PTC aim to be the most attractive employer in local job market, this is done through,
· Annual survey of job market (comparative companies) to remain competitive.
· Expanding the base of comparator companies.
· Ingenuity in use of Merit Matrix, giving more freedom to the line managers when reviewing the salaries of their teams
· Raising bar by moving up from the 75th percentile for specialist jobs.
· Further, improve the concept of performance-linked bonus.
Keep reviewing organization structure, on need basis, for right sizing. Constant review of role profiles through job evaluations. A flexible approach in designing the remuneration package for the new generation managers who are more interested in higher take home pay rather the retirement plans. Instant recognition of outstanding performance /contributions towards productivity improvements
11. Alignment with the Global Reward Strategy:
Salary increment for those with “A” rating is 17% higher than those with “C” ratings whilst no salary increment was granted to those with “D” ratings.still planning to widen the gap between excellent, satisfactory and weak performers to appropriately incentives high performance .The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.
12. People and Team Processes:
Building morale of people and creating a winning culture continues to be the foremost objective where ordinary people can achieve the extra-ordinary by performing willingly to the best of their abilities. The cross culture team continues its efforts towards integrating the various cultural element of the organization. Some of the activities that would further cement efforts in the plan to achieve excellence through a highly integrated and fully committed team include:
· Re-engineering of communication process across the organization.
· Enhancing the literacy standard of work force.
· Involving the families of workers in various cultural activities.
· Engaging business partners in the overall organizational activities.
13. Industrial Relations (IR):
IR is given special importance by increasingly involving unions and employees to sustain the environment of trust, empowerment and mutual respect. Continuous education and visit to other BAT companies and multinational in Pakistan further broaden vision to support initiatives for change and inculcate entrepreneurial spirit. PTC has demonstrated Fair &Firm deal on issues and principles to ensure good working environment and business partnership with unions.
Different HR Practices at PTC:
These are few of the HR practices that I have learned at PTC from my resource person.
· Recruitment process
· Training
· Performance appraisal
· Compensation
· Discipline
Employees are a significant part of your competitive advantage - they can make or break your business in the way that they interact with your customers, consumers and the general public.Employees are also your business' reputation
Some of the Components of A Common HR Policy
Attendance
Sexual Harassment
Religious Holidays
Vacation Time
Recognition Policy
Harassment Free Workplace Employment of Relatives
Performance Correction
Personal Days
Jury Duty
Drug Free Workplace
Conflict of Interest
Family and Illness Leave
Harassment
Attendance
Workplace Violence
Bilingual Customer Service
Drugs and Alcohol Staff Development
AIDS or HIV Harassment
Leave of Absence Without Pay
Computer Use Policy
Personal Relationships
Supplementary Salary Leave Plan
Affirmative Action
Termination of Employment
Drugs
Staff Development
Sexual Harassment
Risk Management
Nepotism
Out of Scope Compensation Plan Staff Evaluation
Work Schedules
Dispute Resolution
Leaves of Absence
Holidays
Classification of Jobs
Discipline of Staff
Professional Responsibility
Management Compensation Plan
Dispute Resolution
Conflict of Interest
Drug Free Workplace
Computer Usage Nepotism
Sexual Harassment
Movement from Bargaining Unit to Management
Pay Adjustments
Temporary Positions
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals within Pakistan and with other regional companies.
9. Attracting the Best Talent:
To recruit management trainees in Marketing, Finance, IT and HR, PTC mainly rely on MBA’s graduating from local institutions, barring a few students returning home after qualifying from foreign universities.
Well-managed internship program will help to “catch them young” rather than waiting for the graduating students up to the last moment. Involvement with the students joining the professional institutions starting first year they join.
10. Retaining Talent:
PTC aim to be the most attractive employer in local job market, this is done through,
· Annual survey of job market (comparative companies) to remain competitive.
· Expanding the base of comparator companies.
· Ingenuity in use of Merit Matrix, giving more freedom to the line managers when reviewing the salaries of their teams
· Raising bar by moving up from the 75th percentile for specialist jobs.
· Further, improve the concept of performance-linked bonus.
Keep reviewing organization structure, on need basis, for right sizing. Constant review of role profiles through job evaluations. A flexible approach in designing the remuneration package for the new generation managers who are more interested in higher take home pay rather the retirement plans. Instant recognition of outstanding performance /contributions towards productivity improvements
11. Alignment with the Global Reward Strategy:
Salary increment for those with “A” rating is 17% higher than those with “C” ratings whilst no salary increment was granted to those with “D” ratings.still planning to widen the gap between excellent, satisfactory and weak performers to appropriately incentives high performance .The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.
12. People and Team Processes:
Building morale of people and creating a winning culture continues to be the foremost objective where ordinary people can achieve the extra-ordinary by performing willingly to the best of their abilities. The cross culture team continues its efforts towards integrating the various cultural element of the organization. Some of the activities that would further cement efforts in the plan to achieve excellence through a highly integrated and fully committed team include:
· Re-engineering of communication process across the organization.
· Enhancing the literacy standard of work force.
· Involving the families of workers in various cultural activities.
· Engaging business partners in the overall organizational activities.
13. Industrial Relations (IR):
IR is given special importance by increasingly involving unions and employees to sustain the environment of trust, empowerment and mutual respect. Continuous education and visit to other BAT companies and multinational in Pakistan further broaden vision to support initiatives for change and inculcate entrepreneurial spirit. PTC has demonstrated Fair &Firm deal on issues and principles to ensure good working environment and business partnership with unions.
Different HR Practices at PTC:
These are few of the HR practices that I have learned at PTC from my resource person.
· Recruitment process
· Training
· Performance appraisal
· Compensation
· Discipline
Employees are a significant part of your competitive advantage - they can make or break your business in the way that they interact with your customers, consumers and the general public.Employees are also your business' reputation
Some of the Components of A Common HR Policy
Attendance
Sexual Harassment
Religious Holidays
Vacation Time
Recognition Policy
Harassment Free Workplace Employment of Relatives
Performance Correction
Personal Days
Jury Duty
Drug Free Workplace
Conflict of Interest
Family and Illness Leave
Harassment
Attendance
Workplace Violence
Bilingual Customer Service
Drugs and Alcohol Staff Development
AIDS or HIV Harassment
Leave of Absence Without Pay
Computer Use Policy
Personal Relationships
Supplementary Salary Leave Plan
Affirmative Action
Termination of Employment
Drugs
Staff Development
Sexual Harassment
Risk Management
Nepotism
Out of Scope Compensation Plan Staff Evaluation
Work Schedules
Dispute Resolution
Leaves of Absence
Holidays
Classification of Jobs
Discipline of Staff
Professional Responsibility
Management Compensation Plan
Dispute Resolution
Conflict of Interest
Drug Free Workplace
Computer Usage Nepotism
Sexual Harassment
Movement from Bargaining Unit to Management
Pay Adjustments
Temporary Positions
Last edited: