Dissemination of flexible forms of employment at Lightningszer Trading and Service Ltd. (Q3941721): Difference between revisions
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The company was founded in 2004 by 2 private individuals, with the same ownership structure. The Company is active in the electrical industry, its activities cover cable-laying, outdoor and indoor cabinets, connection to the network, and electrical network assembly work. The company’s headcount gradually increased from the initial 6 to the current approximately 22 persons, and its turnover was close to HUF 1 billion by 2015. The company’s main customers are: Market Zrt., Petrolszolg Kft., OMEXOM Hungária Kft., FGSZ Zrt., VILATI Kft., Bátonyterenye, Pásztó (public lighting operation). The number of employees of the Company was 22 at the time of the screening, and within the framework of the project it plans to expand 2 persons. Detailed professional content of the project, consultancy, managerial and employee training/workshops related to the reorganisation of working groups and the introduction of a flexible form of employment: — Establishment of organizational regulations: In order to ensure that the operation is clean and transparent, it is important to record operations in organisational documents. — Establishment and adaptation of HR documents: the conversion requires the modification of existing HR documents and the creation of currently non-existent or incomplete HR documents. — Consultancy related to IT developments required for the proposed organisational, job and HR development: in the framework of a workshop, with the participation of the employees working in the relevant jobs and the managers, how the identified IT tools can be most effectively integrated into the operational processes, and how they best serve flexible working in order to achieve the goals of the employee and the Company. — Company opening meeting — communication of the transformation: explaining and discussing with employees a plan for organisational restructuring. — Development and continuous support of a mentoring programme: The introduction of flexible forms of employment will make a significant difference in the lives of the workers concerned. In order to address the challenges of change, it is necessary to develop and operate a mentoring program (preparation, continuous support of the mentor, follow-up and evaluation of the mentoring programme). — Examination and development of the organisational structure: the new employment situation will also change the structure of the organisation, which has a significant impact on the division of labour, the division of competences and coordination. The changed organisational structure should therefore be re-integrated with the operational environment. — Reconciliation of work and private life workshops — awareness-raising management and employee module: a series of awareness-raising workshops in which participants can learn about the relationship between flexible forms of employment and the balance of private and work life and work, as well as the consequences of this, regarding the motivation of the workforce, the profitability of the Company, the day-to-day tasks of the employees, they map the risks and potential conflicts. — We consider the evaluation to be carried out through workshops with the workers and managers concerned. In the framework of the project, an occupational mentor was appointed as Orsolya Némethné magócs (CV attached), whose task is to promote the long-term integration of the organisation of a flexible form of employment into the operation of the enterprise. Remote access requires the acquisition of IT tools not yet available once the IT development opportunities have been explored. A new business model allowing (and a condition for) the introduction of flexible forms of work will be developed, which will build on the partial lifting of existing constraints at the time of work (flexible working hours) and in place (offices/sites, e.g. at home). Of the 9 workers involved in the introduction of flexible forms of work, the majority of their activities are carried out using computers, therefore the purchase of laptops and related basic software that is not yet available is an essential condition for ensuring remote access. In the new business model, the increased user needs and communication challenges with remote access, the fundamentally changing information security and information flow requirements require the development of an internal information system supporting VPN and cloud-based operation, with the right software with a license number, as well as smartphones to ensure remote access. The creation of an IT background for the home work of the two main teleworkers justifies the purchase of desktop machines. Items to be procured under the project: • 4 laptop Office packages • 9 VPN and cloud based internal information systems • 2 desktop computers • 4 smartphones employing new employees: Under the project, 2 new employees will be recruited and employed in a flexible form of work. (English) | |||||||||||||||
| Property / summary: The company was founded in 2004 by 2 private individuals, with the same ownership structure. The Company is active in the electrical industry, its activities cover cable-laying, outdoor and indoor cabinets, connection to the network, and electrical network assembly work. The company’s headcount gradually increased from the initial 6 to the current approximately 22 persons, and its turnover was close to HUF 1 billion by 2015. The company’s main customers are: Market Zrt., Petrolszolg Kft., OMEXOM Hungária Kft., FGSZ Zrt., VILATI Kft., Bátonyterenye, Pásztó (public lighting operation). The number of employees of the Company was 22 at the time of the screening, and within the framework of the project it plans to expand 2 persons. Detailed professional content of the project, consultancy, managerial and employee training/workshops related to the reorganisation of working groups and the introduction of a flexible form of employment: — Establishment of organizational regulations: In order to ensure that the operation is clean and transparent, it is important to record operations in organisational documents. — Establishment and adaptation of HR documents: the conversion requires the modification of existing HR documents and the creation of currently non-existent or incomplete HR documents. — Consultancy related to IT developments required for the proposed organisational, job and HR development: in the framework of a workshop, with the participation of the employees working in the relevant jobs and the managers, how the identified IT tools can be most effectively integrated into the operational processes, and how they best serve flexible working in order to achieve the goals of the employee and the Company. — Company opening meeting — communication of the transformation: explaining and discussing with employees a plan for organisational restructuring. — Development and continuous support of a mentoring programme: The introduction of flexible forms of employment will make a significant difference in the lives of the workers concerned. In order to address the challenges of change, it is necessary to develop and operate a mentoring program (preparation, continuous support of the mentor, follow-up and evaluation of the mentoring programme). — Examination and development of the organisational structure: the new employment situation will also change the structure of the organisation, which has a significant impact on the division of labour, the division of competences and coordination. The changed organisational structure should therefore be re-integrated with the operational environment. — Reconciliation of work and private life workshops — awareness-raising management and employee module: a series of awareness-raising workshops in which participants can learn about the relationship between flexible forms of employment and the balance of private and work life and work, as well as the consequences of this, regarding the motivation of the workforce, the profitability of the Company, the day-to-day tasks of the employees, they map the risks and potential conflicts. — We consider the evaluation to be carried out through workshops with the workers and managers concerned. In the framework of the project, an occupational mentor was appointed as Orsolya Némethné magócs (CV attached), whose task is to promote the long-term integration of the organisation of a flexible form of employment into the operation of the enterprise. Remote access requires the acquisition of IT tools not yet available once the IT development opportunities have been explored. A new business model allowing (and a condition for) the introduction of flexible forms of work will be developed, which will build on the partial lifting of existing constraints at the time of work (flexible working hours) and in place (offices/sites, e.g. at home). Of the 9 workers involved in the introduction of flexible forms of work, the majority of their activities are carried out using computers, therefore the purchase of laptops and related basic software that is not yet available is an essential condition for ensuring remote access. In the new business model, the increased user needs and communication challenges with remote access, the fundamentally changing information security and information flow requirements require the development of an internal information system supporting VPN and cloud-based operation, with the right software with a license number, as well as smartphones to ensure remote access. The creation of an IT background for the home work of the two main teleworkers justifies the purchase of desktop machines. Items to be procured under the project: • 4 laptop Office packages • 9 VPN and cloud based internal information systems • 2 desktop computers • 4 smartphones employing new employees: Under the project, 2 new employees will be recruited and employed in a flexible form of work. (English) / rank | |||||||||||||||
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| Property / summary: The company was founded in 2004 by 2 private individuals, with the same ownership structure. The Company is active in the electrical industry, its activities cover cable-laying, outdoor and indoor cabinets, connection to the network, and electrical network assembly work. The company’s headcount gradually increased from the initial 6 to the current approximately 22 persons, and its turnover was close to HUF 1 billion by 2015. The company’s main customers are: Market Zrt., Petrolszolg Kft., OMEXOM Hungária Kft., FGSZ Zrt., VILATI Kft., Bátonyterenye, Pásztó (public lighting operation). The number of employees of the Company was 22 at the time of the screening, and within the framework of the project it plans to expand 2 persons. Detailed professional content of the project, consultancy, managerial and employee training/workshops related to the reorganisation of working groups and the introduction of a flexible form of employment: — Establishment of organizational regulations: In order to ensure that the operation is clean and transparent, it is important to record operations in organisational documents. — Establishment and adaptation of HR documents: the conversion requires the modification of existing HR documents and the creation of currently non-existent or incomplete HR documents. — Consultancy related to IT developments required for the proposed organisational, job and HR development: in the framework of a workshop, with the participation of the employees working in the relevant jobs and the managers, how the identified IT tools can be most effectively integrated into the operational processes, and how they best serve flexible working in order to achieve the goals of the employee and the Company. — Company opening meeting — communication of the transformation: explaining and discussing with employees a plan for organisational restructuring. — Development and continuous support of a mentoring programme: The introduction of flexible forms of employment will make a significant difference in the lives of the workers concerned. In order to address the challenges of change, it is necessary to develop and operate a mentoring program (preparation, continuous support of the mentor, follow-up and evaluation of the mentoring programme). — Examination and development of the organisational structure: the new employment situation will also change the structure of the organisation, which has a significant impact on the division of labour, the division of competences and coordination. The changed organisational structure should therefore be re-integrated with the operational environment. — Reconciliation of work and private life workshops — awareness-raising management and employee module: a series of awareness-raising workshops in which participants can learn about the relationship between flexible forms of employment and the balance of private and work life and work, as well as the consequences of this, regarding the motivation of the workforce, the profitability of the Company, the day-to-day tasks of the employees, they map the risks and potential conflicts. — We consider the evaluation to be carried out through workshops with the workers and managers concerned. In the framework of the project, an occupational mentor was appointed as Orsolya Némethné magócs (CV attached), whose task is to promote the long-term integration of the organisation of a flexible form of employment into the operation of the enterprise. Remote access requires the acquisition of IT tools not yet available once the IT development opportunities have been explored. A new business model allowing (and a condition for) the introduction of flexible forms of work will be developed, which will build on the partial lifting of existing constraints at the time of work (flexible working hours) and in place (offices/sites, e.g. at home). Of the 9 workers involved in the introduction of flexible forms of work, the majority of their activities are carried out using computers, therefore the purchase of laptops and related basic software that is not yet available is an essential condition for ensuring remote access. In the new business model, the increased user needs and communication challenges with remote access, the fundamentally changing information security and information flow requirements require the development of an internal information system supporting VPN and cloud-based operation, with the right software with a license number, as well as smartphones to ensure remote access. The creation of an IT background for the home work of the two main teleworkers justifies the purchase of desktop machines. Items to be procured under the project: • 4 laptop Office packages • 9 VPN and cloud based internal information systems • 2 desktop computers • 4 smartphones employing new employees: Under the project, 2 new employees will be recruited and employed in a flexible form of work. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 08:25, 9 February 2022
Project Q3941721 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Dissemination of flexible forms of employment at Lightningszer Trading and Service Ltd. |
Project Q3941721 in Hungary |
Statements
14,664,808 forint
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17,052,102.326 forint
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85.99998 percent
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1 June 2017
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29 May 2018
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VILLÁMSZER Kereskedelmi és Szolgáltató Korlátolt Felelősségű Társaság
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Q3965977 (Deleted Item)
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48°0'21.71"N, 19°47'5.64"E
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A Társaság bemutatása A Villámszer Kft-t 2004-ben alapította 2 magánszemély, tulajdonosi struktúrája változatlan. A Társaság villamosipari tevékenységet folytat, tevékenységük lefedi a kábelfektetési, kültéri és beltéri szekrények bekötése, hálózathoz csatlakoztatás, villamoshálózat szerelési munkákat egyaránt. A Társaság létszáma a kezdeti 6 főről fokozatosan nőtt a jelenlegi mintegy 22 főre, árbevétele 2015-re megközelítette az 1 mrd Ft-t. A Társaság főbb megrendelői: Market Zrt., Petrolszolg Kft., OMEXOM Hungária Kft., FGSZ Zrt., VILATI Kft., Bátonyterenye, Pásztó (közvilágítás üzemeltetés). A Társaság létszáma az átvilágításkor 22 fő volt, a projekt keretein belül 2 fő bővítést tervez. A projekt részletes szakmai tartalma Munkakörök átszervezéséhez, rugalmas foglalkoztatási forma bevezetéséhez kapcsolódó tanácsadás, vezetői és munkavállalói képzés/műhelymunkák: - Szervezeti szabályzatok kialakítása: Annak érdekében, hogy a működés tiszta és átlátható legyen fontos a működés szervezeti dokumentumokban való rögzítése. - HR dokumentumok kialakítása és átalakítása: az átalakítás megköveteli a létező HR dokumentumok módosítását és a jelenleg nem létező vagy hiányos HR dokumentumok létrehozását. - A javasolt szervezeti, munkaköri és HR fejlesztéshez szükséges IT fejlesztésekhez kapcsolódó tanácsadás: műhelymunka keretében az érintett munkakörökben dolgozó munkavállalók és a vezetők részvételével megvizsgálandó, hogy az azonosított IT eszközök hogyan illeszthetők leghatékonyabban a működési folyamatokba, hogyan szolgálják leginkább a rugalmas formában való munkavégzést, a munkavállaló és a Társaság céljainak elérése érdekében. - Céges nyitóértekezlet - az átalakítás kommunikációja: a szervezeti átalakítások tervének ismertetése és megvitatása a munkavállalókkal. - Mentor program kialakítása és folyamatos támogatása: A rugalmas foglalkoztatási formák bevezetése jelentős változást hoz az érintett munkavállalók életében. Annak érdekében, a változással járó nehézségeket kezelni tudják, szükséges mentoring program kialakítása és működtetetése (a mentor felkészítése, folyamatos támogatása, a mentoring program után követése, és kiértékelése). - Szervezeti struktúra vizsgálata és fejlesztése: az új foglalkoztatási helyzettel változni fog a szervezet struktúrája is, mely jelentősen befolyásolja a munkamegosztást, a hatáskörmegosztást és a koordinációt. A megváltozott szervezeti struktúrát a működési környezettel újra összhangba kell tehát állítani. - Munka és magánélet összeegyeztetése műhelymunka - szemléletformálás vezetői és munkavállalói modul: olyan szemléletformáló műhelymunka sorozat, amelyen a résztvevők megismerhetik a rugalmas foglalkoztatási formák és a magánélet és munka egyensúlyának összefüggéseit, illetve ennek konzekvenciáit a munkaerő motiváltságára, a Társaság jövedelmezőségére, a munkavállalók napi feladatainak ellátására, feltérképezik a kockázatokat, potenciális konfliktusokat. - Változásértékelő értekezlet az érintett munkavállalókkal és vezetőkkel közös műhelymunkákon keresztül tartjuk megvalósíthatónak a kiértékelést. - Munkahelyi mentor foglalkoztatása - projekt keretében munkahelyi mentor került kijelölésre Némethné Magócs Orsolya személyben (CV csatolva), akinek feladata a rugalmas foglalkoztatási forma szervezésének a vállalkozás működésébe való hosszú távú beilleszkedésének elősegítése. A távoli eléréshez az IT fejlesztési lehetőségek feltérképezése után a jelenleg még rendelkezésre nem álló IT eszközök beszerzése szükséges. A rugalmas munkavégzési formák bevezetését lehetővé tevő (és annak feltételét képező) új üzleti modell kerül kialakításra, ami épít a munkavégzés idejében (rugalmas munkaidő) és helyében (irodán/telephelyen kívül - pl. otthon - történő munkavégzés) meglévő kötöttségek részleges feloldására. A rugalmas munkavégzési formák bevezetésével érintett 9 munkavállaló közül 7 fő tevékenységének nagyobb része számítógép használatával történik ezért a távelérés biztosításának alapvető feltétele az egyelőre kellő számban rendelkezésre nem álló laptopok és a kapcsolódó alapvető szoftverek beszerzése. Az új üzleti modellben a megnövekedett felhasználói igények és a táveléréssel jelentkező kommunikációs kihívások, az alapvetően változó információbiztonsági, információáramlási követelmények kielégítésére VPN és felhő alapú működést támogató belső információs rendszer kialakítása szükséges, ehhez megfelelő szoftver kellő licensz számmal, továbbá okostelefonok a távelérés biztosításához. A két fő távmunkában foglalkoztatott otthoni munkavégzése informatikai hátterének megteremtése asztali gépek beszerzését indokolja esetükben. A projekt keretében beszerzendő tételek: • 4 db laptop Office programcsomaggal • 9 db VPN és felhő alapú működést támogató belső információs rendszer • 2 db asztali számítógép • 4 db okostelefon Új munkavállalók foglalkoztatása: A projekt keretében 2 új munkavállaló kerül felvételre és foglalkoztatásra rugalmas munkavégzési formában. (Hungarian)
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The company was founded in 2004 by 2 private individuals, with the same ownership structure. The Company is active in the electrical industry, its activities cover cable-laying, outdoor and indoor cabinets, connection to the network, and electrical network assembly work. The company’s headcount gradually increased from the initial 6 to the current approximately 22 persons, and its turnover was close to HUF 1 billion by 2015. The company’s main customers are: Market Zrt., Petrolszolg Kft., OMEXOM Hungária Kft., FGSZ Zrt., VILATI Kft., Bátonyterenye, Pásztó (public lighting operation). The number of employees of the Company was 22 at the time of the screening, and within the framework of the project it plans to expand 2 persons. Detailed professional content of the project, consultancy, managerial and employee training/workshops related to the reorganisation of working groups and the introduction of a flexible form of employment: — Establishment of organizational regulations: In order to ensure that the operation is clean and transparent, it is important to record operations in organisational documents. — Establishment and adaptation of HR documents: the conversion requires the modification of existing HR documents and the creation of currently non-existent or incomplete HR documents. — Consultancy related to IT developments required for the proposed organisational, job and HR development: in the framework of a workshop, with the participation of the employees working in the relevant jobs and the managers, how the identified IT tools can be most effectively integrated into the operational processes, and how they best serve flexible working in order to achieve the goals of the employee and the Company. — Company opening meeting — communication of the transformation: explaining and discussing with employees a plan for organisational restructuring. — Development and continuous support of a mentoring programme: The introduction of flexible forms of employment will make a significant difference in the lives of the workers concerned. In order to address the challenges of change, it is necessary to develop and operate a mentoring program (preparation, continuous support of the mentor, follow-up and evaluation of the mentoring programme). — Examination and development of the organisational structure: the new employment situation will also change the structure of the organisation, which has a significant impact on the division of labour, the division of competences and coordination. The changed organisational structure should therefore be re-integrated with the operational environment. — Reconciliation of work and private life workshops — awareness-raising management and employee module: a series of awareness-raising workshops in which participants can learn about the relationship between flexible forms of employment and the balance of private and work life and work, as well as the consequences of this, regarding the motivation of the workforce, the profitability of the Company, the day-to-day tasks of the employees, they map the risks and potential conflicts. — We consider the evaluation to be carried out through workshops with the workers and managers concerned. In the framework of the project, an occupational mentor was appointed as Orsolya Némethné magócs (CV attached), whose task is to promote the long-term integration of the organisation of a flexible form of employment into the operation of the enterprise. Remote access requires the acquisition of IT tools not yet available once the IT development opportunities have been explored. A new business model allowing (and a condition for) the introduction of flexible forms of work will be developed, which will build on the partial lifting of existing constraints at the time of work (flexible working hours) and in place (offices/sites, e.g. at home). Of the 9 workers involved in the introduction of flexible forms of work, the majority of their activities are carried out using computers, therefore the purchase of laptops and related basic software that is not yet available is an essential condition for ensuring remote access. In the new business model, the increased user needs and communication challenges with remote access, the fundamentally changing information security and information flow requirements require the development of an internal information system supporting VPN and cloud-based operation, with the right software with a license number, as well as smartphones to ensure remote access. The creation of an IT background for the home work of the two main teleworkers justifies the purchase of desktop machines. Items to be procured under the project: • 4 laptop Office packages • 9 VPN and cloud based internal information systems • 2 desktop computers • 4 smartphones employing new employees: Under the project, 2 new employees will be recruited and employed in a flexible form of work. (English)
9 February 2022
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Bátonyterenye, Nógrád
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Identifiers
GINOP-5.3.2-16-2017-00577
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