Aditya Dhiman Roll No-03

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    ARTICLES ON VARIOUS TOPICS

    RELATED TO HUMAN RESOURCE

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    CONTENTS

    S No. TOPIC PAGE No.

    1 Employment advertisements 3 - 5

    2 Performance appraisal forms 6 8

    3 360 degree feedback 9 - 10

    4 Managing change 11

    5 Labour unrest 12

    6 Trade unions 13

    7 Training and development 14

    8 Ceos interviews- HR strategies 15 - 17

    9 Knowledge of management 18 - 19

    10 Employee rewards/ benefits 20 - 23

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    1. INDUSTRY BASED JOB ADVERTISEMENTS [HINDUSTANTIMES/SHINE]

    RETAIL

    Territory Sales officer

    Company: Trinity HR Consultants

    Publisher Type:Employer

    Job Description

    We are looking for candidates with 2 - 4years of experience in retail sales/development.

    Job RequirementsArea of Work Sales / BD / Branch Operations

    Specialization Channel Sales / Distribution / Circulation

    Level in Hierarchy Entry Level

    Location Hyderabad

    Experience Requirement2 Years To 5 Years

    Industry Retail, Movie Theatre, Restaurant & Catering

    Job Type No Preference

    Shift Type Regular

    Published On 10/09/2009

    BANKING/INSURANCE/NBFS

    Sales. Manager - Direct Sales

    Company: Shubham Management Services

    Publisher Type:Recruitment Agency

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    Job Description

    Kotak Life Insurance Ltd.

    Essential Attributes

    Additional Qualifiers;

    A Graduate or an MBA from a C/ D category school Graduation essential

    in the Age bracket 24 years to 34 years Essential

    With Sales experience of at least two years (or 1 year for an MBA) Essential

    Should be staying in the city for last 2 years at least Essential

    Has Current salary (fixed only) in the range Rs. 1.50 LPA to Rs. 3.75 LPA Essential

    Should be able to understand English Essential

    Key Requirements:

    Has team/ channel management experience

    Is computer literate

    Has own conveyance

    Industry experience - Banking & Financial Services Industry, FMCG, Pharma, Space

    selling, Telecom, Service, Office automation

    Also, there will be only one round of interview with Area Manager, candidate need

    to carry his CV, Salary slips, PAN Card to get the offer within 24 hrs.

    Job Requirements

    Area of Work Sales / BD / Branch Operations

    Specialization Field Sales Person / Direct Sales Person

    Level in Hierarchy Middle Level

    Location Mumbai-Thane

    Experience Requirement1 Year To 3 Years

    Industry Banking, NBFS, Insurance and Accounting

    Job Type No Preference

    Shift Type Regular

    Published On 10/09/2009

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    REAL ESTATE

    Head - Sales & Marketing

    Company: All Resources India

    Publisher Type:Employer

    Job Description

    Candidate with post Graduation in Marketing and having experience of minimum 12

    years preferably from Real Estate, Banking, Insurance sector.

    The person would be responsible to head the Sales & Marketing team of super luxury

    class residential projects. Need very strong communication skills and relationship /

    networking skills with HNIs and prospective buyers of super luxury class properties.

    A go - getter with leadership qualities and target oriented approach is mandatory.

    Job Requirements

    Area of WorkMarketing / Advertising / Media Planning / PR / Event

    Management

    Specialization Market Communication / Brand Management

    Level in Hierarchy Top Level

    Location Pune

    Experience

    Requirement10 Years To 20 Years

    Industry Real Estate and Housing

    Job Type No Preference

    Shift Type Regular

    Published On 21/09/2009

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    2. PERFORMANCE APPRAISAL FORMS

    As you can see, our Performance Appraisal Forms are professionally written documents thatcan be customized easily. This is just a sampling of the forms and guides you'll receive when

    you purchase our package.

    General Review Form I (page 3)

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    Administrative/Technial Review Form (page 1)

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    3. Does 360-degree feedback negatively affect company performance? Studies show

    that 360-degree feedback may do more harm than good. What's the problem? -

    Performance Management - Statistical Data Included

    HR Magazine, June, 2002 by Bruce Pfau, Ira Kay

    "If we practiced medicine like we practice management--based on hunch, intuition andideology--we would have much more malpractice and a lot of mortality and morbidity."

    Ouch. Those are tough words from Dr. Jeffrey C. Pfeffer, professor of organizationalbehavior at Stanford University and a leader in management thinking, but they are on the

    mark. Too many organizations base their human resources investment decisions on tradition,fads or competitors' practices, instead of on sound financial measures.

    A perfect example of this phenomenon may be 360-degree feedback. Adopted by a growingnumber of organizations, 360-degree feedback is widely accepted as an effective performancemanagement tool.

    However, new research shows that 360-degree feedback programs may hurt more than they

    help. Watson Wyatt's 2001 Human Capital Index (HCI), an ongoing study of the linkages

    between specific HR practices and shareholder value at 750 large, publicly traded companies,

    found that 360-degree feedback programs were associated with a 10.6 percent decrease in

    shareholder value.

    That doesn't necessarily mean 360-degree feedback programs should be abandoned. But itdoes mean organizations should take a second look at their performance management

    programs to see if they are accomplishing what they are supposed to.

    Popularity of 360-Degree Feedback

    360-degree feedback is a performance appraisal approach uses input from an employee'ssupervisors, colleagues, subordinates--and, sometimes, even suppliers and customers. Most360-degree feedback programs focus on the manager level and above.

    The use of 360-degree feedback has grown dramatically in recent years. According to HRconsulting firm William M. Mercer, 40 percent of companies used 360-degree feedback in1995; b 2000, this figure jumped to 65 percent.

    The premise behind 360-degree feedback is logical: The people who work most closely withan employee see that person's behavior in settings and circumstances that a supervisor may

    not. And, in theory, the more complete the insight into an employee's performance, the morelikely he will understand what needs to be improved and how.

    The theory is very promising. The reality, on the other hand, is another matter.

    Watson Wyatt's 2001 HCI report revealed that companies using 360-degree feedback havelower market value. According to the study, companies that use peer review have a marketvalue that is 4.9 percent lower than similarly situated companies that don't use peer review.

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    Likewise, companies that allow employees to evaluate their managers are valued 5.7 percentlower than similar firms that don't.

    Taken together, these practices are associated with a 10.6 percent decline in shareholder

    value.

    Voices of Doubt

    The HCI study is not the only indicator that 360-degree feedback programs may be failing to

    match their promise. Researchers and formerly strong advocates of 360-degree feedback havebegun to raise questions. Jai Ghorpade, a professor of management at San Diego State

    University, wrote in the Academy of Management Executive that, "while it delivers valuablefeedback, the 360-degree concept has serious problems relating to privacy, validity and

    effectiveness."

    Ghorpade also reported that out of more than 600 feedback studies, one-third foundimprovements in performance, one-third reported decreases in performance and the restreported no impact at all.

    John Sullivan, professor of human resource management at San Francisco State University,says "there is no data showing that [360-degree feedback] actually improves productivity,increases retention, decreases grievances or is superior to forced ranking and standard

    performance appraisal systems. It sounds good, but there is no proof it works."

    Roots of the Problem

    Why is 360-degree feedback failing to live up to its potential? For starters, giving effectiveappraisals is a difficult task. Unless everyone participating in a 360-degree program is trainedin the art of giving and receiving feedback, the process can lead to uncertainty and conflict

    among team members.

    Another issue is that there may be a gap between an organization's business objectives andwhat 360-degree feedback programs measure. Typical 360-degree feedback programs assesscompetencies that are not directly related to business results or are so broad that they aren'trelevant to the average employee.

    The time and cost associated with 360-degree feedback also are stumbling blocks. By tryingto capture every nuance of a worker's performance, many 360-degree feed-back programshave become so complex that they require a much greater investment in time and money thanthey can return.

    Another common problem: Reviewers and those being reviewed fail to follow up afterfeedback. When there are no consequences for poor performance--which often is the casewith 360-degree reviews--performance won't change.

    Mend It, Don't End It

    Despite these drawbacks, there are good reasons not to give up on 360-degree feedback.

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    4. MANAGING CHANGE

    Managing Change in the WorkplaceBy Julie Renee Holland

    Change is exhilarating. Change is terrifying. Change is badly needed around here. Whateveryour attitude is to change, it is the most reliable companion you will likely ever have. It willalways be with you so are better off making friends! Here are three tips on managing changein your workplace:

    * Understand that growth requires change. If you double the number of customers you serve,

    how will your current systems hold up? Review current processes to see how they will workif workflow increases. Be sure that your processes can handle the influx of customers.

    *Let go of the emotions around change so you can have productive conversations with thosewho are involved. For instance, if you are a manager and your employees are resentful of a

    needed change, you can help create a productive dialogue by letting go of your personalinvestment in the outcome. Simply discuss the situation without ego, anger, or pride. Youremployees will be more open to understanding why the change is necessary, and you maylearn something new as well.

    * Look for opportunities to invite change. Where can your processes be streamlined? Whatcan you learn from spots where things bog down now? Are you using an employee's bestgifts or simply using them where you need a warm body? Employees who feel like they areusing their gifts are more likely to stay and put forth their best effort.

    When you become an active participant of change, and you remain receptive to its gifts, youcan learn from it and grow with it.

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    5. FORD CANADA PLANT IDLED DUE TO INDIA LABOUR UNREST

    27 October, 2009

    Ford Motor Co said on Friday it will idle one of its Canadian plants next week due to a

    shortage of transmission parts that stems from a labour dispute in India.

    Ford said it will close its Oakville, Ontario, plant, where it manufactures the Ford Edge, Ford

    Flex and Lincoln MKX, from Oct. 26 to 30.

    The recent labour unrest at Rico Auto Industries and the Haryana state in India has resulted

    in a shortage of parts from Rico, said Ford Canada spokeswoman Lauren More.

    We are monitoring the situation and continue to work with Rico to reduce the impact on our

    operations.

    Media reports said an ongoing strike at the Rico plant, just outside New Delhi, turned violentafter an employee died on Sunday during a protest.

    About 3,000 in workers in Oakville will be affected by the shutdown, said Canadian Auto

    Workers union local president Gary Beck.

    Formal contract talks between the union and Ford on lowering manufacturing costs are

    scheduled to resume next week, Beck said. The two sides last met formally in September, but

    have had informal discussions since then.

    Ford is looking for similar contract concessions that the CAW agreed to with struggling

    General Motors and Chrysler earlier this year.

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    6. Article: Pre-Budget consultations begin; FM meets Trade Union leaders.

    Article from:

    M2 Presswire

    Article date:

    January 5, 2001

    M2 PRESSWIRE-5 January 2001-Indian Government: Pre-Budget consultations begin; FMmeets Trade Union leaders (C)1994-2001 M2 COMMUNICATIONS LTD

    RDATE:05012001

    The Union Finance Minister Shri Yashwant Sinha, Ministers of State Shri Balasaheb VikhePatil and Shri G.N. Ramachandran met Trade Union leaders today as part of the pre-Budget

    consultation exercise. The Finance Minister outlined briefly the current economic situationand emphasized the Government's firm resolve to evolve policies that would create increased

    opportunities for employment generation. It was also pointed out by him that India could nomore remain a sheltered market, since competition.

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    7. HR Can Convince CEO/Board on TRAINING & DEVELOPMENT Budget

    July 29, 2009 by Sreekumar J

    Training & Development is considered as one of the critical aspects in HR Management and I

    would project it as mission critical. This should be irrespective of size of the organization.

    But do you believe that it is easy to convince the investor and get a decent training budget.

    India, still HR folks used to complain "what to do, we don't have enough budget allocation

    for training. We can't plan for this training etc..."

    Let's check how to prepare training plan and get it approved by CEO or Board of Directors.

    HR Professional community in India is really matured, articulate, knowledgeable and

    competent but unlike their counterparts in America or Europe, it has been perceived that HR

    Department is a fancy instrument of investor and their duty is just to create 'hype' inorganization on behalf of CEO. I would say HR should act as the strategic partner (not just in

    articles or text books) to CEO and they should come out of the traditional management

    practices.

    If HR Head of a company is unable to conceptualize, document and distribute Policies and

    Procedures in a simple manner or unable to prepare training plan and get it approved, should

    we say, there is a problem in the organization or HR Manager is

    not competent?

    I still recall what a 'budding HR professional' once shared in a HR Conclave. "Hi man I can't

    work there, hate the smell of those workers and my boss is asking me to hang around the

    shop floor to learn their problems. That man is crazy and he asked me to interact to those

    workers and befriend" Is this just an orientation problem or can we say her attitude should be

    changed? I am leaving that question to you. Let's go back to Training.

    When HR Department submits budget request, substantial materials to support the need for

    training, justification towards cost and more importantly the return on investment (ROI). You

    can't convince a business man to invest something without explaining the ROI part.

    In this context, let's explore a process which will help HR Department to administer training

    in a systematic manner

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    INTERVIEWS OF CEOS

    8. HR STRATEGIES / PRACTICES/ POLICIES, BEST PRACTICES ETC

    INFOSYS CEO SAYS NO LAYOFFS THIS YEAR

    16 Apr 2009, Economic Times

    As Infosys prepares to cope with lower demand for software services this year, it will have to

    take measures to compete aggressively and protect its operating margins. CEO S

    Gopalakrishnan told ET in an interview that his company will not lay off software

    professionals this year, but absorb them in internal projects. Following are the excerpts from

    the interview:

    How is the deal pipeline looking in the current environment?

    The pipeline looks strong, as there are larger deals in the $200, $300 and $500-million range.

    However, it is getting smaller in the course of negotiations and partner identification. What

    used to take six months is now stretching to almost nine months, with greater pricing

    pressures and stiffer terms and conditions.

    What are Infosys plans for expanding the global delivery network?

    Having built a global delivery model with centers around the world, we are looking at more

    such centers and a presence onshore. We will recruit more onshore people, especially

    experienced hires, this year. As a global company, we have to attract the best and brightest

    anywhere in the world. Today, 30% of our effort is delivered onshore.

    Are your customers asking for more fixed price contracts?

    Clients are pushing for more fixed price contracts. This is a win-win scenario for both the

    parties and offers a discount to the customers. In the pricing environment, the fixed price

    component is rising and clients want to limit their risks. This is, however, a temporaryphenomenon.

    Would Infosys be looking at layoffs?

    Compared to the global environment, India is significantly better. Layoffs have not taken

    place. There is a focus on performance in this industry and ranking is based on that. W

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    cannot afford to lower the performance bar, though such numbers are very low in Infosys.

    There are no layoff plans or job cuts at Infosys. In fact, we are still investing in training and

    certification programmes. The number of people asked to leave is very small.

    How would Infosys face the current downturn?

    In this challenging environment, we have a resilient model and enough cash to run the

    operations. The money gives confidence to investors about our capability to run this business

    for a full year without anything. Leadership position is never assured in a volatile and

    challenging environment, but cash gives us the confidence. So we are continuing as planned.

    At the same time, we would be looking at acquisitions where there is a right company at the

    right price and people.

    BPO TO PLAY MAJOR ROLE, POST RECESSION: WIPRO JOINT-CEO18 Mar 2009, Economic Times

    BANGALORE: India's third biggest software firm Wipro, which counts GM, Boeing and

    Cisco among its top customers, plans to realign its processes and

    Operations to address the newer, evolving needs of its

    customers. Girish S Paranjpe, Wipros joint-CEO, says his

    company is taking a hard look at Wipros sales structure and

    is seeking to hire professionals who can sell business

    solutions to the boardrooms of top enterprises. Excerpts.

    What kind of shifts do you see coming from the

    recession?

    We are preparing to answer some of the bigger questions

    customers will ask in a changed-world , post recession. It will surely be different, but we will

    Girish S Paranjpe,Joint-CEO,

    Wipro

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    have to see in what ways we need to realign.

    I am glad this downturn happened now because all of us (the industry) were always

    consumed with 30-40 % growth, thinking about hiring the next thousand professionals and

    purely executing. We were not really thinking about what next.

    Is it going to be too different from what we are seeing now in terms of kind ofoutsourcing deals and solutions?

    I think BPO will become important and we will see more of combined deals where IT and

    BPO will be integrated by customers. There will also be more variety from handling

    transformation projects to offering specialized, niche projects and even undertaking some of

    the most complex tasks. Customers will be seeking a full range of solutions, preferably from

    the same vendor.

    Experts have often pointed out that Indian companies need to invest better in sales and

    marketing efforts. Do you need a different set of skills for selling integrated solutions?

    We will need professionals who will see the demand and offer solutions. We have to

    reconfigure our sales force. In fact, we have already made offers to some 11 professionals

    with consulting background. Traditional sales force will have to be scaled back. Fortunately

    for us, a lot of such professionals are available in the market today.

    Are we also going to see any changes in the kind of skills you will seek in potential

    employees?

    Traditionally, the industry has focused on engineering skills, now there is a need to have a

    different set of people. For instance, we do not need highly skilled professionals to be doing

    software testing projects, it can be done by diploma holders or science graduates.

    What kind of order pipeline do you have for the coming few months?

    There are several $50-100 million - and-above deals we are participating currently. These are

    from the segments of manufacturing, consumer goods and utilities across the geographies of

    US, Europe and Australia.

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    Forgetting Ethics Leads To TroublePosted: Saturday, Oct 18, 2003 at 0000 hrs IST

    Updated: Saturday, Oct 18, 2003 at 0000 hrs IST

    RajatKumarGupta, formerCEO andcurrently seniorpartnerof US-basedMcKinseyand

    Co,is spendingagoodamountoftime in Indiathese days. Stillsix more years to go forhis

    retirement, MrGupta became one ofthe youngestCEOs ofthe firm worldwide to serve themaximum permissible three terms ofthree years eachthatsaw the globalconsultingfirm take

    unprecedentedgrowth. Today,he is engagedinavariety ofroles atMcKinseyeventhough

    he is notonthe hotseatengaginghimselfinknowledge managementandmentoringat

    McKinseyandalso in othereducationalandphilanthropic activities. He was one ofthe prime

    movers ofthe Indian Schoolof Business (ISB) in Hyderabad. Kolkata-born MrGupta, one of

    the early India-born CEOs ofglobalcorporations,has beeninthe consultingfieldforover

    30 years. In one ofthe rare interviews afterhe steppeddown from the top job atthe firm,he

    spoke inan exclusive interview with George Skaria, Sangeeta SinghandAjay Jain of FE. The

    IIT-DelhiandHarvardBusiness Schooleducatedmanagementguru talkedabouthow the

    consultingbusiness willshape up inthe future as wellhis own personalplans. Excerpts:

    After stepping down from the top job at the firm worldwide, what is your current roleas senior partner in the organisation? I would say I am into my fifth career. The first four were the posting in New York, startingthe Scandinavian operations from scratch, heading the Chicago operations and then asmanaging partner. I am now back into client servicing and knowledge development as well asinvolved in mentoring younger colleagues and partners. I am also making contributions to

    both philanthropic and non-philanthropic organisations. These include the Global Fund toFight AIDS, TB and Malaria, Global Business Coalition on HIV/AIDS, Indian School ofBusiness (ISB) and Indian Institutes of Technology. I am also working with the United

    Nations on development issues like primary education and am a board member of Pratham inIndia for this.

    What is the exact nature of your involvement with the ISB currently? I am involved with the ISB in a big way. I would be conducting a full course as I comefrequently to India. The first such course will start in November. I will visit ISB, say threetimes, for 3-4 days each for this. The course will deal with strategy and leadership. Thecourse...

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    10.VARIOUS EMPLOYEE REWARDS/ BENEFITS/ PERQUISITES OFFERED

    BY AN EMPLOYER.

    Chick-fil-A CEO, S. Truett CathyS. Truett Cathy, founder of the famous and

    boneless chicken breast sandwich, is the

    CEO of one of the largest privately held

    restaurant chains in America, Chick-fil-A.

    With over 1,205 restaurants across the U.S.

    and over 1.5 billion in sales annually, Cathy

    and his world famous chicken sandwiches

    have come a long way from their modest

    beginnings in 1946, when Cathy established his first chicken sandwich outlet,the Dwarf Grill. Since that time, Chick-fil-A has undergone a series of

    growing spurts and pains, but Chick-fil-A stands strong today as a major fast-

    food component.

    In a recent interview with ChristiaNet.com's president and CEO, Bill Cooper,

    S. Truett Cathy shared about his success, his challenges, and his enthusiasm

    for running and maintaining a business where integrity comes first. Chick-fil-

    A's mission statement reveals their commitment to service: "To be

    American's best quick-service restaurant at winning and keeping customers."

    Chick -fil-A's purpose statement reveals the heart of their company: "That we

    might glorify God by being a faithful steward in all that is entrusted to our

    care, and that we might have a positive influence on all the people that we

    might come in contact with."

    Cathy told ChristiaNet that his company truly began to turn around after a

    crucial meeting in 1982, when he and an executive committee answered hard

    questions within their own hearts. "We began to ask ourselves some hard and

    important questions like, "Why are we alive? Why are we in business? What

    do we intend to do about all these problems? '" The results of the internal

    questioning led to their development of their purpose, and since then Chick-

    fil-A has had yearly increases in volume and sales.

    "Miraculous things began to happen to this company", Cathy revealed. "We

    started an incentive program for our operators who reached an increase of 40

    percent or greater in annual sales." Chick-fil-A then began to reach and make

    a difference in the lives of the people it serves. "In 1983, we began our

    relationship with Berry College through which we initiated a scholarship

    Truett Cathy & William Cooper

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    program to attract Chick-fil-A employees to the college." The first year,

    Cathy and his company were able to offer sixty-eight scholarships. And now,

    that scholarship foundation has grown to help 125 students.

    Chick-fil-A also sponsors a boys and girls camp and through a foundation

    founded over twenty years ago by Cathy. The WinShape Centre Foundationhas also sponsored and built fourteen foster homes in Georgia, Tennessee,

    Alabama and Brazil. The WinShape Family Centre also offers marital

    conferences and retreats for entire families. Chick-fil-A has placed a Bible in

    every school throughout the entire state of Georgia.

    Though the chicken sandwich is very tasty to the pallet, the chicken sandwich

    business has not always been a bed of roses. Cathy shared some of the

    challenges of running Chick-fil-A with ChristiaNet. "About twenty years ago,

    back in 1982, we had some difficulties here at Chick-fil-A. Our business was

    being hurt by other major chains getting into the chicken breast sandwich

    business. This was the same year that we moved into our corporate

    headquarters and were paying on a $10 million loan." The financial stress led

    Cathy and his executive committee to re-evaluate their goals, dreams, and

    future. "A person's morals are demonstrated daily through our personal lives.

    In my personal life, I really try to live up to our Corporate Purpose. "

    But through the thick and through the thin of business, Cathy seems not only

    committed to his purpose and mission, but also to his 100,000 plus

    employees. Cathy has gone the extra mile to ensure that he attracts the kind o

    people that will represent his purpose and mission well. "Selecting the right

    people is a big responsibility; making sure you have the right people with the

    right qualities for the job. When we select managers and leaders, we look first

    at the person's character," He told ChristiaNet.

    Cathy went on to explain his secret to people success, "We evaluate each

    person as an individual and the importance of honesty and integrity is

    understood by them up front. Because of our company benefits - one of

    which is being off on Sundays-Chick-fil-A is able to attract hundreds of good,

    honorable employees and, by having good people, our problems are kept to a

    minimum." Cathy believes that people of integrity are willing to work hard at

    being successful in their jobs. Cathy also believes that integrity is the onlything between success and failure.

    Cathy's not only wants his employees to experience the rewards of integrity

    in the work place, but he wants everything he teaches and trains with regard

    to honesty to be carried through to the home and families of his workers. "To

    emphasize our beliefs about responsibility at the workplace, and at home, we

    sponsor an annual seminar for our employees at which I remind them that the

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    worst thing that could happen to Chick-fil-A is for them to get divorced from

    their family." Cathy told ChristiaNet that he believes a breakup of the family

    unit can affect every aspect of life. "All our seminars are geared toward the

    family."

    And, Cathy's seminars, devotion to his mission, purpose, and employees arepaying off in more than annual sales. "With about 104,000 families involved

    yet, we've had only about two divorces a year within our entire company, "

    He claimed. "We have had only a three percent employee turnover in our

    headquarters staff and unit operators." Cathy's priorities for his company and

    employees are on target. "All these are positive aspects of life and they work

    together for the good of all of us."

    Company Drivers List of Benefits:MEDICAL INSURANCE

    Full time employees and drivers may enroll in either a single or a family medical insurance

    plan. Long Haul Trucking pays a portion of the single coverage or as much as the entire

    single premium depending upon the plan selected and the plans available upon each plan

    renewal year. This benefit goes into effect 60 days after the end of your first month. Family

    coverage is also available. The employee is responsible for paying the family coverage

    through pre-taxed payroll deduction.

    DENTAL

    Full time employees and drivers may enroll in either a single or a family dental insurance

    plan. The employee is responsible for paying the pre-taxed dental premium through payroll

    deduction.

    LIFE INSURANCE

    Long Haul Trucking supplies life insurance coverage to each full time employee. Long Haul

    also gives the option to purchase additional coverage.

    DISABILITY INSURANCE

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    Long Haul Trucking supplies long-term disability insurance coverage to each full time

    employee. Long Haul also gives the option to purchase additional coverage.

    401K RETIREMENT PLAN

    Employees are eligible to participate in the plan if at least age 21 and have completed one

    year of service with the company. Employees may contribute from 1% to 25% of pay up tothe limit set by the IRS. Long Haul Trucking will match 50% of the first 6% of pay each

    employee contributes to the plan through salary deferral.

    HEALTH AND DEPENDENT CARE REIMBURSEMENT PLANS (SEC. 125

    CAFETERIA PLAN)

    This benefit lets employees who wish to participate, set aside a certain dollar amount of their

    pre-tax earnings for reimbursement of health care and dependent care costs.

    VACATION PAY

    Full-time employees and full-time drivers are eligible for paid vacation time. Vacation is

    calculated based on anniversary of hire date. 1 year of employment - 1 week paid vacation, 3

    years of employment - 2 weeks, 5 years of employment - 3 weeks paid vacation.

    Office Employees List of Benefits in addition to the above:

    HOLIDAYS

    We observe six holidays during the year. Full-time employees are eligible for paid holidays

    immediately upon hire.Drivers are noteligible forholiday pay.

    PERSONAL/SICK DAYS

    Full time employees are not paid for sick days but are given 5 personal days per year basedon hire date, which can be used for sickness, care of a sick family member, or other personaltime off. These personal days are earned at the rate of .42 days per month. Drivers are noteligible for personal days off with pay.

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