Introduction of flexible forms of employment at Vesz-Mont '2000 Kft. (Q3941729): Difference between revisions
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VESZ-MONT' 2000 Ltd. has been at the forefront of Hungarian individual mechanical engineering companies in recent years. The company’s 2 managers have developed their business in just 6 years from a small company of 20 to a medium-sized enterprise of 140. The company is growing and has concrete plans. Internationalisation and the acquisition of new markets are the main strategic directions. This growth also raises many organisational and infrastructural problems, as processes, organisation, work patterns and forms of employment are not designed for the current number of people. Just thinking about the infrastructural situation: the design of the site was not prepared to “plant” so many engineers. This in itself calls for the introduction of flexible forms of employment (teleworking). But it’s just one of the many organisational, market and economic reasons. The analysis of the situation showed how excellence and growth in a medium industrialised region could be pursued. For this purpose, a very tight administration has been set up, paying attention to both costs and regulation. With this, an efficient, precise operation, but unfortunately a high degree of inflexibility, has been incorporated into the system. Flexible forms of employment have been unable to spread, and their introduction needs support, both at organisational and managerial level and not least at the level of processes. Virtually every job could potentially be more flexible than the company. It is particularly difficult for a project-based organisation to manage project scheduling fluctuations with rigid working patterns. In organic development, the enterprise is looking for an eruption, this project is an important step forward. Against this background, there are few organisations where it would be more appropriate to implement an organisational development project based on flexible working arrangements. Transformation is a serious task in all areas, both in the areas of processes, attitudes and communication. This has therefore become the two most powerful cost elements of the project: The project spends 110 consultancy days on organizational development, assessment, transformation, documentation, regulation of related HR processes and the establishment of a well-served evaluation system, the fee of which is HUF 8.250.000, excluding VAT. It is evident that organisation development cannot be successful without training, workshops, coaching for managers and staff supporting transformation. The topics needed and identified are the following: •Management tools (motivation, control, communication) •Coaching methodology •Supporting change management •Developing organizational and individual resilience •Coordinating management roles and organizational culture •Continuing management reorganisation (mainly delegation and accountability, auditing issues related to teleworking), development of process approach •Cooperation, responsibility, trust — in the relationship between the company and its employees. In particular, the project planned 885.000 HUF for the training, workshop and coaching of the managers, while for the employees HUF 1.867,500. At the cost of a working mentor supporting the process for 6 months, we planned 771.000 HUF. In the person of the mentor, the best solution was found within the company, who is able to support the role, both knowledge-based and mentally, to help the employees and the project, and have managed the growth of the organisation as a manager. The company currently has a form of employment, which is what the project intends to change. In this context, the project will involve 32 employees in 8 jobs, but its impact on the culture of the organisation will be much higher, not taking on full redesign for the sake of success. A number of flexible forms will be introduced during the implementation, so the working time framework, teleworking, unbound working time and the sliding work schedule are part of the project. Teleworking is one of the biggest steps and changes affecting most workers. There is also a need for tools, as teleworking also requires mobile computing devices for working at home. We planned a net cost of HUF 3.027.900 to purchase them. The implementation of the project is also expected to improve the quality of life of the employees, to make their work more compatible with family and private life, and to increase their commitment to the company, to be loyal, motivated and planning with the company in the long term. In addition, a different approach to the company will take root, creating a modern workplace in line with the requirements of today’s environment, as opposed to the traditional employer organisation. The project is supported by Tibor Zentai as a mentor, who is himself a mechanical engineer, who is the leader of the company’s development and changes to date and within and outside the mentor company. His fitness is also shown by his social engagement, in which he trains, manages, motivates and... (English) | |||||||||||||||
| Property / summary: VESZ-MONT' 2000 Ltd. has been at the forefront of Hungarian individual mechanical engineering companies in recent years. The company’s 2 managers have developed their business in just 6 years from a small company of 20 to a medium-sized enterprise of 140. The company is growing and has concrete plans. Internationalisation and the acquisition of new markets are the main strategic directions. This growth also raises many organisational and infrastructural problems, as processes, organisation, work patterns and forms of employment are not designed for the current number of people. Just thinking about the infrastructural situation: the design of the site was not prepared to “plant” so many engineers. This in itself calls for the introduction of flexible forms of employment (teleworking). But it’s just one of the many organisational, market and economic reasons. The analysis of the situation showed how excellence and growth in a medium industrialised region could be pursued. For this purpose, a very tight administration has been set up, paying attention to both costs and regulation. With this, an efficient, precise operation, but unfortunately a high degree of inflexibility, has been incorporated into the system. Flexible forms of employment have been unable to spread, and their introduction needs support, both at organisational and managerial level and not least at the level of processes. Virtually every job could potentially be more flexible than the company. It is particularly difficult for a project-based organisation to manage project scheduling fluctuations with rigid working patterns. In organic development, the enterprise is looking for an eruption, this project is an important step forward. Against this background, there are few organisations where it would be more appropriate to implement an organisational development project based on flexible working arrangements. Transformation is a serious task in all areas, both in the areas of processes, attitudes and communication. This has therefore become the two most powerful cost elements of the project: The project spends 110 consultancy days on organizational development, assessment, transformation, documentation, regulation of related HR processes and the establishment of a well-served evaluation system, the fee of which is HUF 8.250.000, excluding VAT. It is evident that organisation development cannot be successful without training, workshops, coaching for managers and staff supporting transformation. The topics needed and identified are the following: •Management tools (motivation, control, communication) •Coaching methodology •Supporting change management •Developing organizational and individual resilience •Coordinating management roles and organizational culture •Continuing management reorganisation (mainly delegation and accountability, auditing issues related to teleworking), development of process approach •Cooperation, responsibility, trust — in the relationship between the company and its employees. In particular, the project planned 885.000 HUF for the training, workshop and coaching of the managers, while for the employees HUF 1.867,500. At the cost of a working mentor supporting the process for 6 months, we planned 771.000 HUF. In the person of the mentor, the best solution was found within the company, who is able to support the role, both knowledge-based and mentally, to help the employees and the project, and have managed the growth of the organisation as a manager. The company currently has a form of employment, which is what the project intends to change. In this context, the project will involve 32 employees in 8 jobs, but its impact on the culture of the organisation will be much higher, not taking on full redesign for the sake of success. A number of flexible forms will be introduced during the implementation, so the working time framework, teleworking, unbound working time and the sliding work schedule are part of the project. Teleworking is one of the biggest steps and changes affecting most workers. There is also a need for tools, as teleworking also requires mobile computing devices for working at home. We planned a net cost of HUF 3.027.900 to purchase them. The implementation of the project is also expected to improve the quality of life of the employees, to make their work more compatible with family and private life, and to increase their commitment to the company, to be loyal, motivated and planning with the company in the long term. In addition, a different approach to the company will take root, creating a modern workplace in line with the requirements of today’s environment, as opposed to the traditional employer organisation. The project is supported by Tibor Zentai as a mentor, who is himself a mechanical engineer, who is the leader of the company’s development and changes to date and within and outside the mentor company. His fitness is also shown by his social engagement, in which he trains, manages, motivates and... (English) / rank | |||||||||||||||
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| Property / summary: VESZ-MONT' 2000 Ltd. has been at the forefront of Hungarian individual mechanical engineering companies in recent years. The company’s 2 managers have developed their business in just 6 years from a small company of 20 to a medium-sized enterprise of 140. The company is growing and has concrete plans. Internationalisation and the acquisition of new markets are the main strategic directions. This growth also raises many organisational and infrastructural problems, as processes, organisation, work patterns and forms of employment are not designed for the current number of people. Just thinking about the infrastructural situation: the design of the site was not prepared to “plant” so many engineers. This in itself calls for the introduction of flexible forms of employment (teleworking). But it’s just one of the many organisational, market and economic reasons. The analysis of the situation showed how excellence and growth in a medium industrialised region could be pursued. For this purpose, a very tight administration has been set up, paying attention to both costs and regulation. With this, an efficient, precise operation, but unfortunately a high degree of inflexibility, has been incorporated into the system. Flexible forms of employment have been unable to spread, and their introduction needs support, both at organisational and managerial level and not least at the level of processes. Virtually every job could potentially be more flexible than the company. It is particularly difficult for a project-based organisation to manage project scheduling fluctuations with rigid working patterns. In organic development, the enterprise is looking for an eruption, this project is an important step forward. Against this background, there are few organisations where it would be more appropriate to implement an organisational development project based on flexible working arrangements. Transformation is a serious task in all areas, both in the areas of processes, attitudes and communication. This has therefore become the two most powerful cost elements of the project: The project spends 110 consultancy days on organizational development, assessment, transformation, documentation, regulation of related HR processes and the establishment of a well-served evaluation system, the fee of which is HUF 8.250.000, excluding VAT. It is evident that organisation development cannot be successful without training, workshops, coaching for managers and staff supporting transformation. The topics needed and identified are the following: •Management tools (motivation, control, communication) •Coaching methodology •Supporting change management •Developing organizational and individual resilience •Coordinating management roles and organizational culture •Continuing management reorganisation (mainly delegation and accountability, auditing issues related to teleworking), development of process approach •Cooperation, responsibility, trust — in the relationship between the company and its employees. In particular, the project planned 885.000 HUF for the training, workshop and coaching of the managers, while for the employees HUF 1.867,500. At the cost of a working mentor supporting the process for 6 months, we planned 771.000 HUF. In the person of the mentor, the best solution was found within the company, who is able to support the role, both knowledge-based and mentally, to help the employees and the project, and have managed the growth of the organisation as a manager. The company currently has a form of employment, which is what the project intends to change. In this context, the project will involve 32 employees in 8 jobs, but its impact on the culture of the organisation will be much higher, not taking on full redesign for the sake of success. A number of flexible forms will be introduced during the implementation, so the working time framework, teleworking, unbound working time and the sliding work schedule are part of the project. Teleworking is one of the biggest steps and changes affecting most workers. There is also a need for tools, as teleworking also requires mobile computing devices for working at home. We planned a net cost of HUF 3.027.900 to purchase them. The implementation of the project is also expected to improve the quality of life of the employees, to make their work more compatible with family and private life, and to increase their commitment to the company, to be loyal, motivated and planning with the company in the long term. In addition, a different approach to the company will take root, creating a modern workplace in line with the requirements of today’s environment, as opposed to the traditional employer organisation. The project is supported by Tibor Zentai as a mentor, who is himself a mechanical engineer, who is the leader of the company’s development and changes to date and within and outside the mentor company. His fitness is also shown by his social engagement, in which he trains, manages, motivates and... (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 08:25, 9 February 2022
Project Q3941729 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Introduction of flexible forms of employment at Vesz-Mont '2000 Kft. |
Project Q3941729 in Hungary |
Statements
14,946,400 forint
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17,379,534.884 forint
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86.0 percent
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2 February 2017
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31 December 2017
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VESZ-MONT '2000 Szereléstechnikai és Gépipari Korlátolt Felelősségű Társaság
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47°3'49.54"N, 17°50'55.54"E
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A VESZ-MONT’ 2000 Kft. az elmúlt években a hazai egyedi gépipari cégek élmezőnyébe került. A cég 2 ügyvezetője alig 6 év alatt fejlesztette fel vállalkozását 20 fős kisvállalatból 140 fős középvállalkozássá. A cég növekszik, és konkrét tervekkel bír. Nemzetköziesedés és új piacok megszerzése a legfőbb stratégiai irányok. Ez a növekedés számos szervezeti és infrastrukturális problémát is felvet, hiszen a folyamatok, a szervezet, a munkavégzés rendje és a foglalkoztatási formák sem a jelenlegi létszámra lettek kitalálva. Elég csak az infrastrukturális helyzetre gondolni: a hely kialakítása sem volt felkészülve ennyi mérnök „leültetésére”. Ez önmagában is követeli a rugalmas foglalkoztatási formák bevezetését (távmunka). De ez csak egy a számos szervezeti, piaci és gazdaságossági indok közül. A helyzetelemzés bemutatta, hogy egy közepesen iparosodott régióban milyen módon lehet kiválóságra törekedni és egy növekedési pályát bejárni. Ehhez egy nagyon feszes, költségekre és a szabályozottságra egyaránt figyelő ügyvitelt alakítottak ki. Ezzel egy hatékony, precíz működést, de sajnos nagyfokú rugalmatlanságot is beépítettek a rendszerbe. A rugalmas foglalkoztatási formák nem tudtak elterjedni, sőt bevezetésük is támogatásra szorul, mind szervezeti, mind vezetői és nem utolsó sorban folyamatok szintjén is. Gyakorlatilag szinte minden munkakör potenciálisan rugalmasabb lehetne a cégnél. Különösen nehéz a projektalapú szervezetnek a projektek ütemezési ingadozásit merev munkarenddel menedzselni. Az organikus fejlődésben keresi a kitörést a vállalkozás, ez a projekt egy fontos állomása a tovább lépésnek. Mindezek alapján kevés szervezet van, ahol indokoltabb lenne egy rugalmas munkavégzés kialakítására épülő szervezetfejlesztési projekt végrehajtása. Az átalakítás minden területen komoly feladat, mind a folyamatok, mind a szemlélet és a kommunikáció területén. Ezért ez is lett a projekt két legerősebb költségeleme: A szervezetfejlesztésre, a folyamatok felmérésére, átalakítására, dokumentálására, a kapcsolódó HR folyamatok szabályozására és a mindezt jól szolgáló értékelési rendszer kialakítására 110 tanácsadói napot fordít a projekt, amelynek díja áfa nélkül 8.250.000 Ft. Jól érzékelhető, hogy nem lehet sikeres a szervezetfejlesztés az átalakítást támogató dolgozói és vezetői képzések, műhelymunkák, a vezetők esetében coaching nélkül. A szükséges és azonosított témák a következők: •Vezetői eszközök (motiváció, kontroll, kommunikáció) •Coaching módszertan •Változásmenedzsment támogatása •Szervezeti és egyéni reziliencia fejlesztése •Vezetői szerepek és szervezeti kultúra összehangolása •Folyamatmenedzsment átszervezés (főként a távmunka kapcsán a delegálás és számonkérés, ellenőrzés kérdései), folyamat szemlélet fejlesztése •Együttműködés, felelősség, bizalom – cég és munkavállalóinak kapcsolatában. Ezen belül a vezetők képzésére, műhelymunkáira és coachingjára 885.000 Ft-ot, míg a dolgozókéra 1.867.500 Ft-ot tervezett a projekt. A folyamatot 6 hónapig támogató munkahelyi mentor költségére 771.000 Ft-ot terveztük. A mentor személyében sikerült megtalálni a cégen belüli legjobb megoldást, aki képes a szerep tudásalapú és mentális, szemléleti támogatására is, a munkavállalók és a projekt tényleges segítésére, és ügyvezetőként irányította a szervezet növekedését az eddigiekben is. A cégnél jelenleg kötött foglalkoztatási forma létezik, ezt kívánja a projekt megváltoztatni. Ennek keretében – a sikeresség érdekében nem felvállalva a teljeskörű átalakítást – a projekt 8 munkakörben 32 munkavállalót fog érinteni, de a szervezeti kultúrára gyakorolt hatása ennél jóval nagyobb lesz. A megvalósítás során több rugalmas forma bevezetésére sor kerül, így a munkaidő keret, a távmunka, a kötetlen munkaidő és a csúsztatott munkarend kialakítása is része a projektnek. A távmunka az egyik legnagyobb lépés, és legtöbb munkavállalót érintő változtatás. Ennek eszközigénye is van, hiszen a távmunka mobil számítástechnikai eszközöket is igényel az otthoni munkavégzés miatt. Ezek beszerzésére 3.027.900 Ft nettó költséget terveztünk. A projekt végrehajtásától azt is várjuk, hogy a munkavállalóknak javul az életminősége, jobban összeegyeztethetővé válik munkájuk a családdal, magánélettel is, és növekszik elkötelezettségük a cég iránt, lojális, motivált és hosszú távon is a vállalattal tervező dolgozók lesznek. Emellett gyökeret fog vetni a cégnél egy másmilyen szemlélet, amely a hagyományos foglalkoztató szervezettel szemben egy modern, a mai környezet elvárásainak megfelelő munkahelyet teremt. A projektet mentorként a cég egyik ügyvezetője Zentai Tibor támogatja, aki maga is gépészmérnök, a cég eddigi fejlődésének, változásainak irányítója és gyakorlott mentor cégen belül, de azon kívül is. Alkalmasságát jól mutatja társadalmi szerepvállalása is, melynek keretében fiatal atlétákat edz, irányít, motivál és mentorál, illetve válogatottakat, élsportolókat is edz. Alkalmasabb mentort a cégen belül nem találhattunk volna. (Hungarian)
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VESZ-MONT' 2000 Ltd. has been at the forefront of Hungarian individual mechanical engineering companies in recent years. The company’s 2 managers have developed their business in just 6 years from a small company of 20 to a medium-sized enterprise of 140. The company is growing and has concrete plans. Internationalisation and the acquisition of new markets are the main strategic directions. This growth also raises many organisational and infrastructural problems, as processes, organisation, work patterns and forms of employment are not designed for the current number of people. Just thinking about the infrastructural situation: the design of the site was not prepared to “plant” so many engineers. This in itself calls for the introduction of flexible forms of employment (teleworking). But it’s just one of the many organisational, market and economic reasons. The analysis of the situation showed how excellence and growth in a medium industrialised region could be pursued. For this purpose, a very tight administration has been set up, paying attention to both costs and regulation. With this, an efficient, precise operation, but unfortunately a high degree of inflexibility, has been incorporated into the system. Flexible forms of employment have been unable to spread, and their introduction needs support, both at organisational and managerial level and not least at the level of processes. Virtually every job could potentially be more flexible than the company. It is particularly difficult for a project-based organisation to manage project scheduling fluctuations with rigid working patterns. In organic development, the enterprise is looking for an eruption, this project is an important step forward. Against this background, there are few organisations where it would be more appropriate to implement an organisational development project based on flexible working arrangements. Transformation is a serious task in all areas, both in the areas of processes, attitudes and communication. This has therefore become the two most powerful cost elements of the project: The project spends 110 consultancy days on organizational development, assessment, transformation, documentation, regulation of related HR processes and the establishment of a well-served evaluation system, the fee of which is HUF 8.250.000, excluding VAT. It is evident that organisation development cannot be successful without training, workshops, coaching for managers and staff supporting transformation. The topics needed and identified are the following: •Management tools (motivation, control, communication) •Coaching methodology •Supporting change management •Developing organizational and individual resilience •Coordinating management roles and organizational culture •Continuing management reorganisation (mainly delegation and accountability, auditing issues related to teleworking), development of process approach •Cooperation, responsibility, trust — in the relationship between the company and its employees. In particular, the project planned 885.000 HUF for the training, workshop and coaching of the managers, while for the employees HUF 1.867,500. At the cost of a working mentor supporting the process for 6 months, we planned 771.000 HUF. In the person of the mentor, the best solution was found within the company, who is able to support the role, both knowledge-based and mentally, to help the employees and the project, and have managed the growth of the organisation as a manager. The company currently has a form of employment, which is what the project intends to change. In this context, the project will involve 32 employees in 8 jobs, but its impact on the culture of the organisation will be much higher, not taking on full redesign for the sake of success. A number of flexible forms will be introduced during the implementation, so the working time framework, teleworking, unbound working time and the sliding work schedule are part of the project. Teleworking is one of the biggest steps and changes affecting most workers. There is also a need for tools, as teleworking also requires mobile computing devices for working at home. We planned a net cost of HUF 3.027.900 to purchase them. The implementation of the project is also expected to improve the quality of life of the employees, to make their work more compatible with family and private life, and to increase their commitment to the company, to be loyal, motivated and planning with the company in the long term. In addition, a different approach to the company will take root, creating a modern workplace in line with the requirements of today’s environment, as opposed to the traditional employer organisation. The project is supported by Tibor Zentai as a mentor, who is himself a mechanical engineer, who is the leader of the company’s development and changes to date and within and outside the mentor company. His fitness is also shown by his social engagement, in which he trains, manages, motivates and... (English)
9 February 2022
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Nemesvámos, Veszprém
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Identifiers
GINOP-5.3.2-16-2017-00585
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