Introduction of flexible employment at Savaria Patyolat (Q3941461): Difference between revisions
Jump to navigation
Jump to search
(Changed an Item: add summary) |
(Changed an Item: Adding English translations) |
||||||||||||||
| Property / summary | |||||||||||||||
Savaria Patyolat Textile Cleaning Ltd. Founded in 2001 in Szombathely as the legal successor of Vasi Patyolat Kft., with the aim of serving the textile cleaning needs of hotels, hospitals and industrial institutions in the area. Patyolat’s services have been demanded since then, but over the years the focus has been completely reorganised. Currently, residential services account for five percent of the total volume, while hotels, hospitals and industrial institutions provide the rest. The number of employees of the company is 63. More than 70 % of workers are women who work in daily production as textile workers. The project will involve the transformation of 9 jobs, which will involve 19 workers, introducing a total of 3 types of flexible forms of employment for the 9 jobs. Within the framework of the project, the company undertakes to employ 3 new employees and 3 months of working time. The aim of the project is to: improve the culture of company work organisation, which contributes to increasing employee satisfaction in the short and long term by reconciling workers’ work and private life. These results also contribute to the efficient operation of the enterprise, its economic adaptability and thus its competitiveness. The high-performance industrial washing machine to be procured under the project is essential for the introduction of flexible forms of employment. Currently, workers work in shift order, so that flexible employment can be introduced and employment expansion requires the purchase of a washing machine. All new workers will work in textile-working jobs, so the increased workforce capacity will have to be followed by machine and processing capacity. The purchased washing machine will function as a workstation for new workers, and their daily work activities are carried out with the help of this machine. In the course of the restructuring, human services, counselling and training will be used under the project: 1. Establishment and adaptation of organizational regulations: within the framework of the service, the existing organizational regulations (SZMSZ, operating rules, job descriptions, etc.) will be revised, amended and, if necessary, prepared and adapted to the regulatory documents in relation to newly established or adapted posts; 2. Development and adaptation of HR documents — development and adaptation of flexible jobs and related HR documents in line with new types of employment, as well as advice on the reorganisation of working time schedules. During HR development consultancy, professional assistance is provided to develop a flexible, supportive human resource development and management strategy and system within the enterprise. As a result of counselling, motivated, satisfied and loyal employees can work in an organisation, which is one of the most important conditions for effective, stable organizational operation. Areas of advice: the most important parts and links of the HR strategy to the organisational strategy; new elements in HR strategy and system. The location of flexible jobs in this system; review and restructuring of labour management; developing a personnel strategy for an enterprise strategy; taking stock of trainings, developments and organisation development processes.; 3. Consulting for HR activities and organizational development for IT development. 4. Legal, financial and labour counselling for the coordination of work-private life and related to flexible restructuring — Legislation on flexible forms of employment and their interpretation. The practice of applying legislation. Description of areas not covered by legislation. The content and form of the documents relating to flexible forms of employment (contracts, job descriptions, working time records). 5. Leadership coaching supporting the introduction of flexible employment; Equal opportunities training for managers — The aim of the training is to master and enforce the principle of equal treatment in the company. Good examples and good practices on the employment of workers in disadvantaged groups are presented. Their application increases the loyalty of employees and their commitment to the organisation strengthens the staff’s workshop supporting the introduction of flexible employment — in parallel with the introduction of flexible employment, the promotion of organizational culture change, the deepening of the commitment based on the employers‘and employees’ motivations that have already been identified during the due diligence process, and the strengthening of trust within the organisation between managers and subordinates and also within the workforce. 6. Work-life balance levels are determined as part of work-life coordination training. (English) | |||||||||||||||
| Property / summary: Savaria Patyolat Textile Cleaning Ltd. Founded in 2001 in Szombathely as the legal successor of Vasi Patyolat Kft., with the aim of serving the textile cleaning needs of hotels, hospitals and industrial institutions in the area. Patyolat’s services have been demanded since then, but over the years the focus has been completely reorganised. Currently, residential services account for five percent of the total volume, while hotels, hospitals and industrial institutions provide the rest. The number of employees of the company is 63. More than 70 % of workers are women who work in daily production as textile workers. The project will involve the transformation of 9 jobs, which will involve 19 workers, introducing a total of 3 types of flexible forms of employment for the 9 jobs. Within the framework of the project, the company undertakes to employ 3 new employees and 3 months of working time. The aim of the project is to: improve the culture of company work organisation, which contributes to increasing employee satisfaction in the short and long term by reconciling workers’ work and private life. These results also contribute to the efficient operation of the enterprise, its economic adaptability and thus its competitiveness. The high-performance industrial washing machine to be procured under the project is essential for the introduction of flexible forms of employment. Currently, workers work in shift order, so that flexible employment can be introduced and employment expansion requires the purchase of a washing machine. All new workers will work in textile-working jobs, so the increased workforce capacity will have to be followed by machine and processing capacity. The purchased washing machine will function as a workstation for new workers, and their daily work activities are carried out with the help of this machine. In the course of the restructuring, human services, counselling and training will be used under the project: 1. Establishment and adaptation of organizational regulations: within the framework of the service, the existing organizational regulations (SZMSZ, operating rules, job descriptions, etc.) will be revised, amended and, if necessary, prepared and adapted to the regulatory documents in relation to newly established or adapted posts; 2. Development and adaptation of HR documents — development and adaptation of flexible jobs and related HR documents in line with new types of employment, as well as advice on the reorganisation of working time schedules. During HR development consultancy, professional assistance is provided to develop a flexible, supportive human resource development and management strategy and system within the enterprise. As a result of counselling, motivated, satisfied and loyal employees can work in an organisation, which is one of the most important conditions for effective, stable organizational operation. Areas of advice: the most important parts and links of the HR strategy to the organisational strategy; new elements in HR strategy and system. The location of flexible jobs in this system; review and restructuring of labour management; developing a personnel strategy for an enterprise strategy; taking stock of trainings, developments and organisation development processes.; 3. Consulting for HR activities and organizational development for IT development. 4. Legal, financial and labour counselling for the coordination of work-private life and related to flexible restructuring — Legislation on flexible forms of employment and their interpretation. The practice of applying legislation. Description of areas not covered by legislation. The content and form of the documents relating to flexible forms of employment (contracts, job descriptions, working time records). 5. Leadership coaching supporting the introduction of flexible employment; Equal opportunities training for managers — The aim of the training is to master and enforce the principle of equal treatment in the company. Good examples and good practices on the employment of workers in disadvantaged groups are presented. Their application increases the loyalty of employees and their commitment to the organisation strengthens the staff’s workshop supporting the introduction of flexible employment — in parallel with the introduction of flexible employment, the promotion of organizational culture change, the deepening of the commitment based on the employers‘and employees’ motivations that have already been identified during the due diligence process, and the strengthening of trust within the organisation between managers and subordinates and also within the workforce. 6. Work-life balance levels are determined as part of work-life coordination training. (English) / rank | |||||||||||||||
Normal rank | |||||||||||||||
| Property / summary: Savaria Patyolat Textile Cleaning Ltd. Founded in 2001 in Szombathely as the legal successor of Vasi Patyolat Kft., with the aim of serving the textile cleaning needs of hotels, hospitals and industrial institutions in the area. Patyolat’s services have been demanded since then, but over the years the focus has been completely reorganised. Currently, residential services account for five percent of the total volume, while hotels, hospitals and industrial institutions provide the rest. The number of employees of the company is 63. More than 70 % of workers are women who work in daily production as textile workers. The project will involve the transformation of 9 jobs, which will involve 19 workers, introducing a total of 3 types of flexible forms of employment for the 9 jobs. Within the framework of the project, the company undertakes to employ 3 new employees and 3 months of working time. The aim of the project is to: improve the culture of company work organisation, which contributes to increasing employee satisfaction in the short and long term by reconciling workers’ work and private life. These results also contribute to the efficient operation of the enterprise, its economic adaptability and thus its competitiveness. The high-performance industrial washing machine to be procured under the project is essential for the introduction of flexible forms of employment. Currently, workers work in shift order, so that flexible employment can be introduced and employment expansion requires the purchase of a washing machine. All new workers will work in textile-working jobs, so the increased workforce capacity will have to be followed by machine and processing capacity. The purchased washing machine will function as a workstation for new workers, and their daily work activities are carried out with the help of this machine. In the course of the restructuring, human services, counselling and training will be used under the project: 1. Establishment and adaptation of organizational regulations: within the framework of the service, the existing organizational regulations (SZMSZ, operating rules, job descriptions, etc.) will be revised, amended and, if necessary, prepared and adapted to the regulatory documents in relation to newly established or adapted posts; 2. Development and adaptation of HR documents — development and adaptation of flexible jobs and related HR documents in line with new types of employment, as well as advice on the reorganisation of working time schedules. During HR development consultancy, professional assistance is provided to develop a flexible, supportive human resource development and management strategy and system within the enterprise. As a result of counselling, motivated, satisfied and loyal employees can work in an organisation, which is one of the most important conditions for effective, stable organizational operation. Areas of advice: the most important parts and links of the HR strategy to the organisational strategy; new elements in HR strategy and system. The location of flexible jobs in this system; review and restructuring of labour management; developing a personnel strategy for an enterprise strategy; taking stock of trainings, developments and organisation development processes.; 3. Consulting for HR activities and organizational development for IT development. 4. Legal, financial and labour counselling for the coordination of work-private life and related to flexible restructuring — Legislation on flexible forms of employment and their interpretation. The practice of applying legislation. Description of areas not covered by legislation. The content and form of the documents relating to flexible forms of employment (contracts, job descriptions, working time records). 5. Leadership coaching supporting the introduction of flexible employment; Equal opportunities training for managers — The aim of the training is to master and enforce the principle of equal treatment in the company. Good examples and good practices on the employment of workers in disadvantaged groups are presented. Their application increases the loyalty of employees and their commitment to the organisation strengthens the staff’s workshop supporting the introduction of flexible employment — in parallel with the introduction of flexible employment, the promotion of organizational culture change, the deepening of the commitment based on the employers‘and employees’ motivations that have already been identified during the due diligence process, and the strengthening of trust within the organisation between managers and subordinates and also within the workforce. 6. Work-life balance levels are determined as part of work-life coordination training. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
| |||||||||||||||
Revision as of 07:33, 9 February 2022
Project Q3941461 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Introduction of flexible employment at Savaria Patyolat |
Project Q3941461 in Hungary |
Statements
14,179,840 forint
0 references
16,488,186.047 forint
0 references
85.99999 percent
0 references
1 July 2017
0 references
25 May 2018
0 references
Savaria Patyolat Textiltisztító Korlátolt Felelősségű Társaság
0 references
47°13'44.83"N, 16°37'7.54"E
0 references
A Savaria Patyolat Textiltisztító Kft. 2001-ben alakult Szombathelyen a Vasi Patyolat Kft. jogutódjaként azzal a céllal, hogy a környék szállodáinak, kórházainak és ipari intézményeinek textiltisztítási igényeit kiszolgálja. A Patyolat szolgáltatásaira azóta is igény van, de az évek folyamán a súlypontok teljes mértékben átrendeződtek. Jelenleg a lakossági szolgáltatás az összmennyiség öt százalékát teszi ki, a többit a szállodák, a kórházak és ipari intézmények adják. A cég dolgozói létszáma 63 fő. A dolgozók több mint 70%-a nő, akik a napi termelésben, textilmegmunkálóként dolgoznak. A projekt keretében 9 munkakör átalakítása fog megvalósulni, amellyel 19 fő munkavállaló válik érintetté, összesen 3 típusú rugalmas foglalkoztatási formára bevezetése fog megtörténni, a 9 munkakörre vonatkozóan. A cég a projekt keretében 3 új munkavállalót, 3 havi munkaidő keretben történő alkalmazását vállalja. A projekt célja: javuljon a vállalati munkaszervezési kultúra, amely a munkavállalók munka és magánéletének összehangolása által rövid és hosszú távon hozzájárul a munkavállalói elégedettség növeléséhez. Ezek az eredmények elősegítik a vállalkozás hatékony működését, gazdasági alkalmazkodóképességét és ezáltal a versenyképességét is. A projekt keretében beszerzésre kerülő nagy teljesítményű ipari mosógép elengedhetetlenül szükséges a rugalmas foglalkoztatási formák bevezetéséhez. Jelenleg a dolgozók műszakos rendben dolgoznak, ahhoz, hogy rugalmasított foglalkoztatás bevezethető legyen, ill. a foglalkoztatás bővítés megvalósuljon ahhoz szükséges a mosógép beszerzése. Az új dolgozók mindegyike textilmegmunkáló munkakörben fog dolgozni, így a megnövekedett dolgozói kapacitást a gépi, feldolgozói kapacitásnak is követnie kell. A beszerzett mosógép az új dolgozók munkaállomásaként fog funkcionálni, napi munkatevékenységüket ezen gép segítségével végzik. Az átszervezés során humán szolgáltatások, tanácsadások, képzések igénybevételére kerül sor a projekt keretében, amelyek a következők: 1. Szervezeti szabályzatok kialakítása, átalakítása: a szolgáltatás keretében megtörténik az újonnan kialakított vagy a rugalmassá átalakított munkakörök kapcsán a meglévő szervezeti szabályzatok (SZMSZ, működési rend, munkaköri leírások stb.) felülvizsgálata, módosítása, szükség esetén a szabályozó dokumentumok elkészítése, valamint átalakítása.; 2. HR dokumentumok kialakítása, átalakítása - a rugalmassá átalakított munkakörök és azokhoz kapcsolódó HR dokumentumok kidolgozása és átalakítása az új foglalkoztatási típusoknak megfelelően, valamint a munkaidő beosztás átszervezésével kapcsolatos tanácsadás. A HR fejlesztési tanácsadás során szakmai segítségnyújtás, hogy a vállalkozáson belül egy rugalmas, támogató jellegű humánerőforrás-fejlesztési és menedzsment stratégia és rendszer alakuljon ki. A tanácsadás eredményeképpen szervezetben motivált, elégedett és lojális munkavállalók tudjanak dolgozni, amely a hatékony, stabil szervezeti működés egyik legfontosabb feltétele. A tanácsadás területei: a HR stratégia legfontosabb részei és kapcsolódási pontjai a szervezeti stratégiához; új elemek a HR stratégiában és rendszerben. A rugalmasított munkakörök helye ebben a rendszerben; munkaerő gazdálkodás felülvizsgálata és átalakítása; vállalati stratégiához szükséges személyügyi stratégia kialakítása; a képzések, fejlesztések, szervezetfejlesztési folyamatok számba vétele.; 3. HR tevékenységhez, szervezeti fejlesztéshez IT fejlesztésekhez tanácsadás. 4. Munka-magánélet összehangolását segítő és a rugalmas átszervezéshez kapcsolódó jogi, pénzügyi és munkaügyi tanácsadás - A rugalmas foglalkoztatási formákkal kapcsolatos jogszabályok és értelmezésük. A jogszabályok alkalmazási gyakorlata. A jogszabályokkal le nem fedett területek ismertetése. A rugalmas foglalkoztatási formákhoz kapcsolódó iratok tartalma, formája (szerződések, munkaköri leírások, a munkaidő nyilvántartására szolgáló dokumentumok) ismertetése. 5. Rugalmas foglalkoztatás bevezetését támogató vezetői coaching; Esélyegyenlőségi tréning vezetők részére - A képzés célja hogy a vezetők elsajátítsák, és érvényesítsék a cégnél az egyenlő bánásmód elvét. Jó példákat, követendő gyakorlatokat ismernek meg a hátrányos helyzetű csoportokba tartozó munkavállalók foglalkoztatásáról. Ezek alkalmazása révén növekszik a munkavállalók lojalitása, erősödik a szervezet iránti elköteleződésük Rugalmas foglalkoztatás bevezetését támogató munkatársi műhelymunka - a rugalmas foglalkoztatás bevezetésével párhuzamosan a szervezeti kultúraváltás elősegítése, az átvilágítás során döntően már feltárt munkaadói és munkavállalói motivációkra alapozva az elköteleződés mélyítése, a szervezeten belüli bizalom erősítése a vezetők és a beosztottak között, illetve a munkavállalói körön belül is. 6. Munka-magánélet összehangolását segítő tréning keretében meghatározásra kerülnek a munka-magánélet egyensúly szintjei. (Hungarian)
0 references
Savaria Patyolat Textile Cleaning Ltd. Founded in 2001 in Szombathely as the legal successor of Vasi Patyolat Kft., with the aim of serving the textile cleaning needs of hotels, hospitals and industrial institutions in the area. Patyolat’s services have been demanded since then, but over the years the focus has been completely reorganised. Currently, residential services account for five percent of the total volume, while hotels, hospitals and industrial institutions provide the rest. The number of employees of the company is 63. More than 70 % of workers are women who work in daily production as textile workers. The project will involve the transformation of 9 jobs, which will involve 19 workers, introducing a total of 3 types of flexible forms of employment for the 9 jobs. Within the framework of the project, the company undertakes to employ 3 new employees and 3 months of working time. The aim of the project is to: improve the culture of company work organisation, which contributes to increasing employee satisfaction in the short and long term by reconciling workers’ work and private life. These results also contribute to the efficient operation of the enterprise, its economic adaptability and thus its competitiveness. The high-performance industrial washing machine to be procured under the project is essential for the introduction of flexible forms of employment. Currently, workers work in shift order, so that flexible employment can be introduced and employment expansion requires the purchase of a washing machine. All new workers will work in textile-working jobs, so the increased workforce capacity will have to be followed by machine and processing capacity. The purchased washing machine will function as a workstation for new workers, and their daily work activities are carried out with the help of this machine. In the course of the restructuring, human services, counselling and training will be used under the project: 1. Establishment and adaptation of organizational regulations: within the framework of the service, the existing organizational regulations (SZMSZ, operating rules, job descriptions, etc.) will be revised, amended and, if necessary, prepared and adapted to the regulatory documents in relation to newly established or adapted posts; 2. Development and adaptation of HR documents — development and adaptation of flexible jobs and related HR documents in line with new types of employment, as well as advice on the reorganisation of working time schedules. During HR development consultancy, professional assistance is provided to develop a flexible, supportive human resource development and management strategy and system within the enterprise. As a result of counselling, motivated, satisfied and loyal employees can work in an organisation, which is one of the most important conditions for effective, stable organizational operation. Areas of advice: the most important parts and links of the HR strategy to the organisational strategy; new elements in HR strategy and system. The location of flexible jobs in this system; review and restructuring of labour management; developing a personnel strategy for an enterprise strategy; taking stock of trainings, developments and organisation development processes.; 3. Consulting for HR activities and organizational development for IT development. 4. Legal, financial and labour counselling for the coordination of work-private life and related to flexible restructuring — Legislation on flexible forms of employment and their interpretation. The practice of applying legislation. Description of areas not covered by legislation. The content and form of the documents relating to flexible forms of employment (contracts, job descriptions, working time records). 5. Leadership coaching supporting the introduction of flexible employment; Equal opportunities training for managers — The aim of the training is to master and enforce the principle of equal treatment in the company. Good examples and good practices on the employment of workers in disadvantaged groups are presented. Their application increases the loyalty of employees and their commitment to the organisation strengthens the staff’s workshop supporting the introduction of flexible employment — in parallel with the introduction of flexible employment, the promotion of organizational culture change, the deepening of the commitment based on the employers‘and employees’ motivations that have already been identified during the due diligence process, and the strengthening of trust within the organisation between managers and subordinates and also within the workforce. 6. Work-life balance levels are determined as part of work-life coordination training. (English)
9 February 2022
0 references
Szombathely, Vas
0 references
Identifiers
GINOP-5.3.2-16-2016-00238
0 references