Aditya Dhiman Roll No-03
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Transcript of 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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