Introduction of flexible employment at SCADA Kft. (Q3941343): Difference between revisions
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History of business: SCADA Ltd. Since 1995, 100 % owned in Hungary, it is engaged in industrial process management, with around 80 % of its turnover coming from one customer from MOL. The company also strives to be present in other industries, with recent work in the field of pharmaceutical manufacturing. The activities carried out by the company cover all possible areas from planning to construction, operation and maintenance. The company’s main activity and market position: The company is continuously developing, compared to the turnover of 31 and 691 mt in 2011, with a turnover of 35 persons and HUF 1021 in 2015. The company’s development directions, the finding of new customers, the expansion of professional activities and the introduction of product production. The main organizational development and HR strategic goals and opportunities for development: The introduction of flexible employment and better reconciliation of work life also provides an opportunity for the company’s management to review internal operations, improve internal cooperation and performance evaluation, and improve resource management. In this context, it will be possible to clarify the strategy and improve the internal monitoring and control system. Planned labour law, financial, organisational and human resources development measures related to the restructuring of the job and the introduction of a flexible form of employment: Advisory assistance: regulations, renewal of labour documents, introduction of TÉR system, development of a commercial control system, review of internal workflows, IT consultancy, total 85.5 consultancy days. Workshops, management and staff groups, with the participation of transformed jobs: ensuring the strategic sustainability of flexible employment, adapting internal organisational processes to change, identifying new areas of development, raising awareness of the changes introduced, training and supporting implementation. A total of 26 sessions for internal enterprise training on changes in enterprise processes affected by the introduction of flexible employment, expected changes. A total of 1 internal training day The employees of SCADA Ltd. currently have 4 employees working in informal working hours, the other employees working on a traditional 8 hour working schedule. Almost all employees are involved in the transformation, with 15 jobs, 33 people involved, with which all employees will work in some flexible form, in regular-time-permanent, unbound and working time frames. Presentation of the staff member who is working as a mentor in the framework of the project: The mentor’s qualifications, suitability and position in the enterprise: Mentor: Judit Magyari has been working for the company since January 2007, as an office manager, he knows the processes, the people, he is a higher economist. As an office manager, he also performs HR tasks, and the personal characteristics of his employees make him particularly suitable for the task. The tasks of the mentor, support of company processes, direct contact with employees in transformed jobs. Monitoring the renewal of employment contracts, job descriptions and regulations. In-house training on changes in enterprise processes affected by the introduction of flexible employment, on expected changes, for those who are restructured. Liaising with external consultants. Tools and software needed to introduce a flexible form of employment: Acquisition of the necessary tools to provide IT support for flexible employment: 1 notebook for 3 of the SW developers in order to achieve teleworking. (e.g.: HP EliteBook 1040 G3 + Windows10 Pro operating system). The tools allow teleworking, work outside the workplace, continuous and permanent access. The improvement of the work organisation culture implemented in the framework of the project will help workers, especially those who are difficult to reconcile with their employment status/situation, to better meet their specific needs, by increasing the organisation of work processes and taking into account the generalisation of individual, specific situations. This ensures that the individual situation is taken into account on a permanent basis. Results of the project that can be quantified or otherwise determined: Results of the 15 transformed jobs, 33 employees, 3 new forms of employment, all working levels, senior management, middle management, physical and office workspace. Further results, increasing employee satisfaction, strengthening motivation and loyalty, establishing new working cultures, developing leadership mindsets and attitudes, strengthening work-life balance. (English) | |||||||||||||||
Property / summary: History of business: SCADA Ltd. Since 1995, 100 % owned in Hungary, it is engaged in industrial process management, with around 80 % of its turnover coming from one customer from MOL. The company also strives to be present in other industries, with recent work in the field of pharmaceutical manufacturing. The activities carried out by the company cover all possible areas from planning to construction, operation and maintenance. The company’s main activity and market position: The company is continuously developing, compared to the turnover of 31 and 691 mt in 2011, with a turnover of 35 persons and HUF 1021 in 2015. The company’s development directions, the finding of new customers, the expansion of professional activities and the introduction of product production. The main organizational development and HR strategic goals and opportunities for development: The introduction of flexible employment and better reconciliation of work life also provides an opportunity for the company’s management to review internal operations, improve internal cooperation and performance evaluation, and improve resource management. In this context, it will be possible to clarify the strategy and improve the internal monitoring and control system. Planned labour law, financial, organisational and human resources development measures related to the restructuring of the job and the introduction of a flexible form of employment: Advisory assistance: regulations, renewal of labour documents, introduction of TÉR system, development of a commercial control system, review of internal workflows, IT consultancy, total 85.5 consultancy days. Workshops, management and staff groups, with the participation of transformed jobs: ensuring the strategic sustainability of flexible employment, adapting internal organisational processes to change, identifying new areas of development, raising awareness of the changes introduced, training and supporting implementation. A total of 26 sessions for internal enterprise training on changes in enterprise processes affected by the introduction of flexible employment, expected changes. A total of 1 internal training day The employees of SCADA Ltd. currently have 4 employees working in informal working hours, the other employees working on a traditional 8 hour working schedule. Almost all employees are involved in the transformation, with 15 jobs, 33 people involved, with which all employees will work in some flexible form, in regular-time-permanent, unbound and working time frames. Presentation of the staff member who is working as a mentor in the framework of the project: The mentor’s qualifications, suitability and position in the enterprise: Mentor: Judit Magyari has been working for the company since January 2007, as an office manager, he knows the processes, the people, he is a higher economist. As an office manager, he also performs HR tasks, and the personal characteristics of his employees make him particularly suitable for the task. The tasks of the mentor, support of company processes, direct contact with employees in transformed jobs. Monitoring the renewal of employment contracts, job descriptions and regulations. In-house training on changes in enterprise processes affected by the introduction of flexible employment, on expected changes, for those who are restructured. Liaising with external consultants. Tools and software needed to introduce a flexible form of employment: Acquisition of the necessary tools to provide IT support for flexible employment: 1 notebook for 3 of the SW developers in order to achieve teleworking. (e.g.: HP EliteBook 1040 G3 + Windows10 Pro operating system). The tools allow teleworking, work outside the workplace, continuous and permanent access. The improvement of the work organisation culture implemented in the framework of the project will help workers, especially those who are difficult to reconcile with their employment status/situation, to better meet their specific needs, by increasing the organisation of work processes and taking into account the generalisation of individual, specific situations. This ensures that the individual situation is taken into account on a permanent basis. Results of the project that can be quantified or otherwise determined: Results of the 15 transformed jobs, 33 employees, 3 new forms of employment, all working levels, senior management, middle management, physical and office workspace. Further results, increasing employee satisfaction, strengthening motivation and loyalty, establishing new working cultures, developing leadership mindsets and attitudes, strengthening work-life balance. (English) / rank | |||||||||||||||
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Property / summary: History of business: SCADA Ltd. Since 1995, 100 % owned in Hungary, it is engaged in industrial process management, with around 80 % of its turnover coming from one customer from MOL. The company also strives to be present in other industries, with recent work in the field of pharmaceutical manufacturing. The activities carried out by the company cover all possible areas from planning to construction, operation and maintenance. The company’s main activity and market position: The company is continuously developing, compared to the turnover of 31 and 691 mt in 2011, with a turnover of 35 persons and HUF 1021 in 2015. The company’s development directions, the finding of new customers, the expansion of professional activities and the introduction of product production. The main organizational development and HR strategic goals and opportunities for development: The introduction of flexible employment and better reconciliation of work life also provides an opportunity for the company’s management to review internal operations, improve internal cooperation and performance evaluation, and improve resource management. In this context, it will be possible to clarify the strategy and improve the internal monitoring and control system. Planned labour law, financial, organisational and human resources development measures related to the restructuring of the job and the introduction of a flexible form of employment: Advisory assistance: regulations, renewal of labour documents, introduction of TÉR system, development of a commercial control system, review of internal workflows, IT consultancy, total 85.5 consultancy days. Workshops, management and staff groups, with the participation of transformed jobs: ensuring the strategic sustainability of flexible employment, adapting internal organisational processes to change, identifying new areas of development, raising awareness of the changes introduced, training and supporting implementation. A total of 26 sessions for internal enterprise training on changes in enterprise processes affected by the introduction of flexible employment, expected changes. A total of 1 internal training day The employees of SCADA Ltd. currently have 4 employees working in informal working hours, the other employees working on a traditional 8 hour working schedule. Almost all employees are involved in the transformation, with 15 jobs, 33 people involved, with which all employees will work in some flexible form, in regular-time-permanent, unbound and working time frames. Presentation of the staff member who is working as a mentor in the framework of the project: The mentor’s qualifications, suitability and position in the enterprise: Mentor: Judit Magyari has been working for the company since January 2007, as an office manager, he knows the processes, the people, he is a higher economist. As an office manager, he also performs HR tasks, and the personal characteristics of his employees make him particularly suitable for the task. The tasks of the mentor, support of company processes, direct contact with employees in transformed jobs. Monitoring the renewal of employment contracts, job descriptions and regulations. In-house training on changes in enterprise processes affected by the introduction of flexible employment, on expected changes, for those who are restructured. Liaising with external consultants. Tools and software needed to introduce a flexible form of employment: Acquisition of the necessary tools to provide IT support for flexible employment: 1 notebook for 3 of the SW developers in order to achieve teleworking. (e.g.: HP EliteBook 1040 G3 + Windows10 Pro operating system). The tools allow teleworking, work outside the workplace, continuous and permanent access. The improvement of the work organisation culture implemented in the framework of the project will help workers, especially those who are difficult to reconcile with their employment status/situation, to better meet their specific needs, by increasing the organisation of work processes and taking into account the generalisation of individual, specific situations. This ensures that the individual situation is taken into account on a permanent basis. Results of the project that can be quantified or otherwise determined: Results of the 15 transformed jobs, 33 employees, 3 new forms of employment, all working levels, senior management, middle management, physical and office workspace. Further results, increasing employee satisfaction, strengthening motivation and loyalty, establishing new working cultures, developing leadership mindsets and attitudes, strengthening work-life balance. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 07:34, 9 February 2022
Project Q3941343 in Hungary
Language | Label | Description | Also known as |
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English | Introduction of flexible employment at SCADA Kft. |
Project Q3941343 in Hungary |
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14,951,509 forint
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17,385,475.581 forint
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85.999995 percent
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1 June 2017
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30 May 2018
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SCADA Ipari Folyamatirányítási Mérnöki Szolgáltató és Kereskedelmi Korlátolt Felelősségű Társaság
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Vállalkozás története: A SCADA Kft. 1995-től, 100%os magyar tulajdonban, ipari folyamatirányítással foglalkozik, árbevételének mintegy 80%-a egy vevőtől a MOL-tól származik. A cég emellett törekszik más iparágakban való megjelenésre is, a közelmúltban voltak munkáik a gyógyszergyártás területén is. A cég által végzett tevékenység teljes körű a tervezéstől a kivitelezésen át az üzemeltetésig és karbantartásig lefed minden lehetséges területet. A vállalkozás fő tevékenysége, piaci helyzete: A cég folyamatosan fejlődik a 2011-es 31 fő és 691 mFt-os árbevétellel szemben 2015-ben, 35 fővel, 1021 mFt volt az árbevétel. A cég fejlődési irányai, újabb vevőkörök megtalálása, szakmai tevékenység bővítés, illetve termék gyártás bevezetése. A főbb szervezetfejlesztési, HR stratégiai céljai, fejlődési lehetőségei: A rugalmas foglalkoztatás bevezetése és a munka magánélet jobb összehangolása egyúttal alkalmat ad a vállalat vezetésének a belső működés áttekintésére, a belső együttműködés és a teljesítmény értékelés fejlesztésére, az erőforrásokkal való gazdálkodás fejlesztésére. Ehhez kapcsolódóan lehetőség nyílik piaci a stratégia pontosítására, a belső nyomon követési és ellenőrzési (kontrolling) rendszer fejlesztésére. A munkakör átszervezéshez, rugalmas foglalkoztatási forma bevezetéséhez kapcsolódó tervezett munkajogi, pénzügyi, szervezetfejlesztési és humán erőforrás-fejlesztési lépések: Tanácsadási segítség: szabályzatok, munkaügyi dokumentumok megújítása, TÉR rendszer bevezetése, kereskedelmi kontrolling rendszer kidolgozása, belső munkafolyamatok felülvizsgálata, IT tanácsadás, összesen 85.5 tanácsadói nap. Műhelymunkák, vezetői és dolgozói csoportok, átalakított munkakörbe kerülők részvételével: rugalmas foglalkoztatás stratégiai fenntarthatóságának biztosítása, a belső szervezeti folyamatok igazítása a változásokhoz, új fejlődési területek kijelölése, a bevezetett változások megismertetése, képzés és a bevezetés támogatása. Összesen 26 alkalom Belső vállalati képzés a rugalmas foglalkoztatás bevezetése által érintett vállalati folyamatok változásáról, a várható módosításokról. Összesen 1 belső képzési nap A SCADA Kft. dolgozói közül jelenleg 4 fő dolgozik kötetlen munkaidőben, a többi munkavállaló hagyományos napi 8 órás munkarendben dolgozik. Az átalakításban csaknem minden munkatárs érintett, 15 munkakörben, 33 fő érintett, amellyel minden munkatárs valamilyen rugalmas formában fog dolgozni, törzsidő-peremidős, kötetlen és munkaidő keretes formákban. A projekt keretében munkahelyi mentori feladatot ellátó munkatárs bemutatása: A mentor végzettsége, alkalmassága, és a vállalkozásnál betöltött pozíciójára: A mentor személye: Magyari Judit, 2007 januárja óta dolgozik a cégnél, irodavezetőként, ismeri a folyamatokat, az embereket, felsőfokú közgazdász. Irodavezetőként HR-es feladatokat is ellát, személyes munkavállalói tulajdonságai kiemelten alkalmassá teszik a feladat ellátására. A mentor feladatai, a vállalati folyamatok támogatása, az átalakított munkakörökben levő munkavállalókkal való közvetlen kapcsolattartás. A munkavállalók munkaszerződés, munkaköri leírás, szabályzatok megújításának figyelemmel kísérése. Belső vállalati képzés a rugalmas foglalkoztatás bevezetése által érintett vállalati folyamatok változásáról, a várható módosításokról, az átalakított munkakörbe kerülők számára. Kapcsolattartás a külső tanácsadási tevékenységet végzőkkel. A rugalmas foglalkoztatási forma bevezetéséhez szükséges eszközök és szoftverek: A rugalmas foglalkoztatás IT-támogatottságához szükséges eszközök beszerzése: a SW-fejlesztő munkatársak közül 3 fő számára 1-1 db notebook a távmunkavégzés megvalósítása érdekében. (pl: HP EliteBook 1040 G3 + Windows10 Pro operációs rendszer). Az eszközök lehetővé teszik a távmunkát, a munkahelyen kívüli munkavégzést, a folyamatos ás állandó elérést. A projekt keretében megvalósított munkaszervezési kultúra javítása segíti a munkavállalók, különösen a munkavállalást állapotával/helyzetével nehezen összeegyeztetni tudó munkavállalók körében, az egyedi igényeinek jobb kielégítését, a munkafolyamatok szervezettségének növelésével, az egyedi, sajátos helyzetek rendszerbe illesztett, generális figyelembe vételével. Ezzel a munkavállalók számára tartósan biztosított az egyedi helyzet figyelembe vétele. A projekt számszerűsíthető vagy egyéb módon meghatározható eredményei: Eredmények a 15 db átalakított munkakör, 33 fő dolgozó, 3 új foglalkoztatási forma, minden dolgozói szinten, felsővezetés, középvezetés, fizikai és irodai munkaterületen. További eredmények, a dolgozói elégedettség növelése, a motiváció és lojalitás erősítése, új munkakultúrák meghonosodása, a vezetői gondolkodásmód és attitűd fejlődése, a munka-magánélet egyensúly erősödése. (Hungarian)
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History of business: SCADA Ltd. Since 1995, 100 % owned in Hungary, it is engaged in industrial process management, with around 80 % of its turnover coming from one customer from MOL. The company also strives to be present in other industries, with recent work in the field of pharmaceutical manufacturing. The activities carried out by the company cover all possible areas from planning to construction, operation and maintenance. The company’s main activity and market position: The company is continuously developing, compared to the turnover of 31 and 691 mt in 2011, with a turnover of 35 persons and HUF 1021 in 2015. The company’s development directions, the finding of new customers, the expansion of professional activities and the introduction of product production. The main organizational development and HR strategic goals and opportunities for development: The introduction of flexible employment and better reconciliation of work life also provides an opportunity for the company’s management to review internal operations, improve internal cooperation and performance evaluation, and improve resource management. In this context, it will be possible to clarify the strategy and improve the internal monitoring and control system. Planned labour law, financial, organisational and human resources development measures related to the restructuring of the job and the introduction of a flexible form of employment: Advisory assistance: regulations, renewal of labour documents, introduction of TÉR system, development of a commercial control system, review of internal workflows, IT consultancy, total 85.5 consultancy days. Workshops, management and staff groups, with the participation of transformed jobs: ensuring the strategic sustainability of flexible employment, adapting internal organisational processes to change, identifying new areas of development, raising awareness of the changes introduced, training and supporting implementation. A total of 26 sessions for internal enterprise training on changes in enterprise processes affected by the introduction of flexible employment, expected changes. A total of 1 internal training day The employees of SCADA Ltd. currently have 4 employees working in informal working hours, the other employees working on a traditional 8 hour working schedule. Almost all employees are involved in the transformation, with 15 jobs, 33 people involved, with which all employees will work in some flexible form, in regular-time-permanent, unbound and working time frames. Presentation of the staff member who is working as a mentor in the framework of the project: The mentor’s qualifications, suitability and position in the enterprise: Mentor: Judit Magyari has been working for the company since January 2007, as an office manager, he knows the processes, the people, he is a higher economist. As an office manager, he also performs HR tasks, and the personal characteristics of his employees make him particularly suitable for the task. The tasks of the mentor, support of company processes, direct contact with employees in transformed jobs. Monitoring the renewal of employment contracts, job descriptions and regulations. In-house training on changes in enterprise processes affected by the introduction of flexible employment, on expected changes, for those who are restructured. Liaising with external consultants. Tools and software needed to introduce a flexible form of employment: Acquisition of the necessary tools to provide IT support for flexible employment: 1 notebook for 3 of the SW developers in order to achieve teleworking. (e.g.: HP EliteBook 1040 G3 + Windows10 Pro operating system). The tools allow teleworking, work outside the workplace, continuous and permanent access. The improvement of the work organisation culture implemented in the framework of the project will help workers, especially those who are difficult to reconcile with their employment status/situation, to better meet their specific needs, by increasing the organisation of work processes and taking into account the generalisation of individual, specific situations. This ensures that the individual situation is taken into account on a permanent basis. Results of the project that can be quantified or otherwise determined: Results of the 15 transformed jobs, 33 employees, 3 new forms of employment, all working levels, senior management, middle management, physical and office workspace. Further results, increasing employee satisfaction, strengthening motivation and loyalty, establishing new working cultures, developing leadership mindsets and attitudes, strengthening work-life balance. (English)
9 February 2022
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Nagyhegyes, Hajdú-Bihar
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Identifiers
GINOP-5.3.2-16-2016-00098
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