Activity Title of unit/s Developing Professional Practice Unit No/s 5DPP Level 5 Credit value 4 Assessment method Written report Learning outcomes: 2. Be able to perform efficiently and effectively as a self-managing HR professional. 3. Be able to perform efficiently and effectively as a collaborative member of working groups and teams and as an added-value contributor to the organisation. All activities should be completed You are employed as an HR Advisor by an organisation which has just acquired
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------------------------------------------------- 2 Work with the HR Subsystem and MonitorYou use the Human Resources (HR) subsystem and monitor to: * Track changes to data items in the Employee Master table * Track the reasons for the changesA subsystem is a portion of the overall processing capacity of the computer that is used for a particular purpose. One example of a subsystem is the batch subsystem where most batch jobs are run.The purpose of the HR subsystem is to provide a place for the monitor to run
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INNOVATIVE HR PRACTICES COMPANY HR Practices Hughes Software Systems 1. Managers give “Snap Awards” for individual and team achievements to their teams when they excel or do something outstanding. These are usually given during the quarterly staff meetings where all employees participate and this is followed by a party. 2. There are Annual Achievement Award under four categories: Most Initiatives Best Customer Orientation Best Team Worker Most Innovative. Managers send nominations
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CURRENT RATIO It is a liquidity ratio that measures a company’s ability to pay short-term obligations. Also known as "liquidity ratio"‚ "cash asset ratio" and "cash ratio". By putting to test a company’s financial strength‚ deduces company’s ability to pay back its short-term liabilities (debt and payables) with its short-term assets (cash‚ inventory‚ receivables). The higher the current ratio‚ the more capable the company is of paying its obligations. An acceptable current ratio varies
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CONTENTS Sr. No | Title | Page. No | | EXECUTIVE SUMMARY | 2 | 1 | Industry | 3 | | 1.1 Overview of Industry 1.2 | 3 | | 1.2 Different types of services offered by BPO | 4 | | 1.3 Top players of Industry | 8 | | | | 2 | Overview of project | 9 | | 2.1. Literature review | 9 | | 2.2. Background of the study | 15 | | 2.3. Objective | 17 | | 2.4. Research Methodology | 17 |
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SEMINAR REPORT ON CORPORATE SOCIAL RESPONSIBILITY A CASE STUDY OF WIPRO Submitted to: Submitted by: Mr. Harpreet Nikhil Madaan
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by: P.T MIS-AB HUDAWI KERALA Company Name: Wipro Limited Web address: http://www.wipro.com/india/ Corporate Office Address: Wipro Limited Doddakannelli Sarjapur Road Bangalore - 560 035 India Ph: +91 (80) 28440011 Fax: +91 (80) 28440256 Information Gathering Q. 1. How long has the company existed? A. The Wipro Limited has been working for the past 69 years since 1945. Q. what are the company’s main products? A. Wipro Ltd. is a leading Information Technology‚ Consulting
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The Business Impact of HR Legislation and Policies In this essay I will discuss how specific HR legislations ensure good business practice. Managing the discipline process: The disciplinary process has been in place for many years‚ it provides an aid for employers to explain to their employees that their performance is not up to standard. This in turn allows employer and the employee to discuss the improvement that is necessary as well as a chance for the employee to defend any allegations
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HR Planning At SENTEL Corporation SENTEL Corporation Section 1 It is safe to say that in order for any organization to grow exponentially they need some sort of business strategy to help them flourish. This strategy can only be developed in the heart of the organization‚ which is the human resource department; with a human resource management mindset. Human resource management is the department in an organization
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rationalization and differentiation‚ and cultural diversity.’ (Bratton & Gold‚ 2012) What challenges do these factors present for international HR directors when designing core HR functions such compensation‚ training‚ recruitment and selection? Do these challenges suggests that managing International HR is inherently more difficult that managing HR in a large domestic firm? Global companies have a demand to be culturally diverse‚ rationalised and differentiated due to their characteristics
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