Required Trainees in Scooters India Limited – August 2013
Posted on August 4, 2013 by Govt Jobs News Admin
Scooters India Limited , a Govt. of India Undertaking, is a premier automobile company having engaged in designing, manufacturing and marketing of conventional and non-conventional fuel driven VIKRAM brand of 3-wheelers.
Scooters India Limited invites applications from Indian citizens, for engagement as Advanced Trade/ Diploma Trainees.
Advanced Trade Trainees :
Total vacancies - 223
Trades : Foundryman / Moulder, Fitter, Machinist, Machinist (Grinder), Grinder, Electrician, Mech. Motor Vehicle, Mechanic Diesel, Sheet Metal Worker, Welder, Instrument Mechanic, Tool & Die Maker, Turner, Refrigeration & Air Conditioning, Painter (GEN.), Lab Assistant, Driver CUM Fitter, Carpenter, Crane Operator, Material Handling Equipment Mechanic Cum Operator
Other Trainees :
HR/Marketing Assistant Trainees – 02
Medical Assistant Trainees – 02
Stipend :
For Advanced Trade Trainees – Rs. 4000 pm (1st year) and Rs. 4750 pm (2nd year)
For Advanced Diploma Trainees – Rs. 5000 pm (1st year) and Rs. 6000 pm (2nd year)
For HR/Marketing Assistant Trainees - Rs. 5000 pm (1st year) and Rs. 6000 pm (2nd year)
For Medical Assistant Trainees - Rs. 4000 pm (1st year) and Rs. 4750 pm (2nd year)
Qualification :
Advanced Trade Trainees - ITI in requisite Trades with Apprenticeship
Advanced Diploma Trainees – Diploma in requisite disciplines
HR/Marketing Assistant Trainees - BBA degree
Medical Assistant Traunees - Pass 10+2 or equivalent examination and undergone a course of instructions in First Aid from a recognized institution
Other Details : Read detailed advertisement for full information, which can be downloaded from below web address -
http://scootersindia.com/html/adv_trade_dip_trainee_2013.pdf
Application Form can be downloaded from this web address - http://scootersindia.com/html/app_form_dip_trainee_2013.pdf
Last Date for submission of applications is 24-08-2013.
If you walk-into any HR conference you always
to get to hear some common statements like ‘HR should move to board
room’, ‘HR should be a strategic partner in company’s growth’, ‘HR
should become a business leader’ etc, but why and how? All these imply
that threre is a need for change. Landscape
of the Indian job market and the job seekers has changed significantly
over the last 5 years. With more access to talent via job portal, active
placement cells from colleges and staffing organisations offering
end-to-end solution, the gap of talent search is getting narrower. But
what is more important is the new face of the job seeker, they are 5
years younger than an average job seeker a decade ago, which only means
paradigm shift in the aspirations of young Indians. The employment terms
have outgrown the laws governing them by 20 years, so is the role of HR
from the mere gatekeeper and arbiter in employee v/s employer
relationship.
Added to the new face of employment is the
competitiveness of the organisations, not only locally but globally.
Managing markets, resources and diversities at the same intensity is the
new role of a HR professional. HR of today cannot stay away from the
changing roles, they are directly responsible for both the top and
bottom line thus making them organisation strategist and not mere people
strategist.
How can HR impact the financials of a company? The 3
most critical aspects for an organisation are markets, top line and
bottom line, one may not have a direct control on the markets as it’s
mostly or wholly an external factor but top line and bottom line are
completely under the influence of an organisation. HR can make a
positive financial impact by being accountable for Talent Engagement,
Talent Optimisation and Talent Measurability.
Talent Engagement:
With the growing demand for talent pool there are multiple
opportunities for a job seeker, attracting or retaining talent is
directly proportional to the organisation’s ability to engage its
employees. Talent Engagement is not about right job fitment but it is
about getting the employees to visualise themselves with the
organisation’s growth. Hence, aligning employee aspirations with the
vision of the organisation is a critical ingredient to achieve Talent
Engagement.
Talent Optimisation: Consistent training, providing
lateral and vertical growth for an employee is not restricted to
Line/SBU heads or HR, but enabling it at an organisational level to
leverage the organisational talent pool is the role of the HR. Talent
Optimisation would mean an easier mobility of an employee and access to
talent seamlessly across the organisation. To make this happen HR needs
to have precise business overview and involvement as a stake holder in
various business decisions without restricting themselves to base camp. Talent Measurability:
Today’s HR has to start looking beyond assessment & appraisal
process, HR has always been a facilitator for assessment or appraisal
process, but is that the role of the HR? Developing a measurability
metrics across organisation could be the 1st step but it does not end
there. Service/Production cost, Employment cost, Employee cost has to
become part of HR metrics, this facilitates rationalisation of talent
equity across organisation. But, Talent Engagement, Optimisation and
Measurability are only possible if HR becomes a board function and COO,
CMO, CHO and CFO have a common people metrics.
How can a CEO
make this happen? Optimising the role HR is easier said than done, any
organizational change is only possible when it percolates from the top.
Commitment to change would mean a comprehensive scorecard for COO, CMO,
CHO and CFO with common objectives and quantifiable metrics.
HR
as function could make substantial impact on the business, with its
optimal positioning HR can synthesis and create a ‘Balance Scorecard’,
going by Kaplan & Norton’s Balanced Scorecard design process that
includes:
*Translating the vision into operational goals *Communicating the vision and link it to individual performance *Business planning; index setting *Feedback and learning, and adjusting the strategy accordingly
The
‘new HR’ is an organisational change, and cannot be left for HR to take
initiative or implement, which means that CEO and the board has to look
at HR with a fresh pair of eyes.
Who better than HR can get an
overall business prospective to make this happen! HR can be re-aligned
as a business function and not as a support function by separating the
Tactical role HR and the Strategic role HR to begin with.
