HR & Admin report Financial Year Jun15 - Jun16

Presented by: Altaf Siddiqui

RANCON Automobiles Ltd.

RANCON Autos Ltd.

– Organizational growth | F/Y 15 - 16

– Operational Activity of HR & Admin

– 360 degree Findings

Agenda

Rancon Automobiles Ltd. Rancon Autos Ltd.

Human Capital growth | F/Y 15-16

0

10

20

30

40

50

60

June,15 June,16

Series1

0

5

10

15

20

25

30

35

40

June,15 June,16

Series1

Rancon Automobiles Ltd.

13

HoP

5 sales personal 4 After Sales

2 supply chain 1 driver

Audit - 1 F & A team - 3

HR - 1 Sales & Recovery - 7

Rancon Autos Ltd.

7

HoP

6 Sales personal

Audit - 1 F & A team - 3

HR - 1 Sales & Recovery - 7

Financial Year: June, 2015

Head Count

Leaded By

Core Team

Combined

Team

Rancon Automobiles Ltd.

34

COO

HoP

Sales - 11

After Sales - 9

SCM - 2

F & A - 2

Registration - 1

CRE - 2

HR - 1

Rancon Autos Ltd.

48

COO

HoP

Sales - 13

After Sales - 16

SCM - 4

F & A - 4

Registration - 1

CRE - 2

HR – 1

Marketing - 4

Financial Year: June, 2016

Headcount

Leaded By

Core Team

Shared Resources: for Both SBUs

2015 2016

Recovery 7 24

Legal 0 1

Registration 1 3

Audit 1 1

Head of F & A 0 1

Marketing 1 1 0

5

10

15

20

25

30

35

Recovery Legal Registration Audit Head of F &A

Marketing

2016

2015

Job portal

Industry Search

Referral

Internship

HRM

Developed Employee Data Base

2015 Headcount = 20+ | 2016 Headcount = 111+

Conducted Interview among 200+ individuals

81+ employees on boarded for the F/Y of 15 - 16

9+ Induction schedule took place for newly hires

Trained 3 HR executives during the F/Y of 15-16

Operational activity :: HR

Operational activity :: HR

Floor & Seating re/arrangement including CXOs

IT, Stationary & transport facilitation

When required CS preparation

Out stationed office setup & Support

Ticketing & VISA for higher MGT team on foreign tour

All sorts of License & Document renewal

Handed support to Sales meeting, Dealer meet, Iftar Arrangement

Operational activity :: Admin

Tried to mitigate MD’s special task & assignments

Constant liaison with CXOs for day to day operational purposes

Assist to conduct MD’s interview

Helped SBUs to relocate office premises

Supported to clear backlogs: Employee Clearance process

Supported RWL team during MGT transformation

Successfully completed Employee Yearly Assessment - 2015

Acting Head of HR & Admin for MD’s Corporate

Smart Communication through Group mail creation

HR Policies accessible to all Employees by creating a network drive into the server

Make Employee workable with all office equipment by decreasing TAT (Turn Around Time) to rather maintain a higher stock level.

Added Value in

Mostly operational HR | Lack of Strategic HR practices

No BP | No Road Map to follow

Tendency to violet HR practices | More in ad-hoc

Lack of basic & fundamental trainings for employees

HR & Admin role should be separated

360 degree Findings