Introduction of a flexible employment scheme at RO-PÁNT 95 Industrial and Commercial Deposit Company (Q3941541): Difference between revisions
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Ro-Pánt 95 Bt. is active in the manufacture and installation of wooden windows and other carpentry structures. One of the founders of the company started the activity as a craftsman since 1978 in the courtyard of the family house in Szirmabesenyő. Since 1995, it has been operating as a family business in the form of a limited partnership. During the current period, it operates on average 20 people at the own-owned site in Miskolc, which was built specifically for the carpentry plant in 2006. They work in the newly constructed factory hall with a surface area of almost 1 000 m², using state-of-the-art technology. The building — next to the operating area, social area and offices — has a 100 m² showroom where customers can find out about their products in a comfortable environment. With continuous improvements and new equipment, their doors and windows meet the highest quality and technical requirements. Since 2012, they also have an exclusive showroom in Budapest, where a co-worker is in contact with their customers in the capital and its surroundings. Their products are available both at home and abroad through resellers. Labour law, financial, organizational development and human resources development consultancy related to the reorganisation of the job and the introduction of a flexible form of employment with a total of 10 advisory days. Management training and workshops related to the transformation of jobs and the introduction of a flexible form of employment in total 4 days of training. Employee training related to the transformation of jobs and the introduction of a flexible form of employment, as well as workshops in the framework of 6 training days. As part of the restructuring, the organisation plans to recruit 1 new employee, whose salary is accounted for in the application for 6 months. A flexible, more inspiring working environment strengthens the long-term commitment of the new worker, the high quality of work and the resulting growth of business. For the implementation of the above development, the employment of 1 person at work is planned, and the employee’s salary costs will be accounted for for 12 months in the application. Gábor Tóth has been managing director of the company since 1996 and has been working for the company since 1996. He is a highly educated, long-established colleague in the company, who is trusted by his colleagues. 10 years of work experience and personal skills make it suitable for this task, such as your sensitive, empathic personality and good communication skills. Long-term use of development: With the implementation of the development plan resulting from the due diligence process, it is possible for the employees of the company to combine work and private life more effectively, the effectiveness of which can be measured by increasing employee engagement. For the managers of the company, the results of the development will be reflected in the growth of the company’s competitiveness in the long term, and in the future, if additional new employees could be recruited, the company will be in a more attractive position in the current demand labour market from the perspective of jobseekers. Workers in intellectual jobs enjoy autonomy and therefore, in the case of these statuses, it is worth considering what trainings, adaptations and investments would make it possible to move to flexible forms of workers. Based on the questionnaire replies, we can say that the company’s operations contain the elements that make it possible to make jobs flexible in the following respects: •Management and employee autonomy; •Local (typically online) access to the company’s databases, correspondence and day-to-day administration; •The possibility of alternative collection and delivery of organisational information (telephone or online); Based on the management and employee questionnaires, we can say that transforming the agreed jobs into flexible jobs is possible without problems, and the organisational culture is also suitable for the introduction of flexible forms of employment. Management interviews and face-to-face meetings during management and employee workshops clarified and corroborated the expert findings from the analysis of the corporate due diligence questionnaires. The face-to-face meetings set out the objectives and expected results of flexible employment and becoming a working place, as well as the tasks and activities needed for long-term sustainability. As part of the development, we recommend the purchase of technological (software, tools) and work tools related to the carrying out of teleworking, the development of HR operations and the introduction of remote access, in order to support the joint organisation of work, to ensure internal corporate information flow: 5 laptops, 5 MS Office software, 5 smartphones, 2 printers, 1 HR operation support software. (English) | |||||||||||||||
| Property / summary: Ro-Pánt 95 Bt. is active in the manufacture and installation of wooden windows and other carpentry structures. One of the founders of the company started the activity as a craftsman since 1978 in the courtyard of the family house in Szirmabesenyő. Since 1995, it has been operating as a family business in the form of a limited partnership. During the current period, it operates on average 20 people at the own-owned site in Miskolc, which was built specifically for the carpentry plant in 2006. They work in the newly constructed factory hall with a surface area of almost 1 000 m², using state-of-the-art technology. The building — next to the operating area, social area and offices — has a 100 m² showroom where customers can find out about their products in a comfortable environment. With continuous improvements and new equipment, their doors and windows meet the highest quality and technical requirements. Since 2012, they also have an exclusive showroom in Budapest, where a co-worker is in contact with their customers in the capital and its surroundings. Their products are available both at home and abroad through resellers. Labour law, financial, organizational development and human resources development consultancy related to the reorganisation of the job and the introduction of a flexible form of employment with a total of 10 advisory days. Management training and workshops related to the transformation of jobs and the introduction of a flexible form of employment in total 4 days of training. Employee training related to the transformation of jobs and the introduction of a flexible form of employment, as well as workshops in the framework of 6 training days. As part of the restructuring, the organisation plans to recruit 1 new employee, whose salary is accounted for in the application for 6 months. A flexible, more inspiring working environment strengthens the long-term commitment of the new worker, the high quality of work and the resulting growth of business. For the implementation of the above development, the employment of 1 person at work is planned, and the employee’s salary costs will be accounted for for 12 months in the application. Gábor Tóth has been managing director of the company since 1996 and has been working for the company since 1996. He is a highly educated, long-established colleague in the company, who is trusted by his colleagues. 10 years of work experience and personal skills make it suitable for this task, such as your sensitive, empathic personality and good communication skills. Long-term use of development: With the implementation of the development plan resulting from the due diligence process, it is possible for the employees of the company to combine work and private life more effectively, the effectiveness of which can be measured by increasing employee engagement. For the managers of the company, the results of the development will be reflected in the growth of the company’s competitiveness in the long term, and in the future, if additional new employees could be recruited, the company will be in a more attractive position in the current demand labour market from the perspective of jobseekers. Workers in intellectual jobs enjoy autonomy and therefore, in the case of these statuses, it is worth considering what trainings, adaptations and investments would make it possible to move to flexible forms of workers. Based on the questionnaire replies, we can say that the company’s operations contain the elements that make it possible to make jobs flexible in the following respects: •Management and employee autonomy; •Local (typically online) access to the company’s databases, correspondence and day-to-day administration; •The possibility of alternative collection and delivery of organisational information (telephone or online); Based on the management and employee questionnaires, we can say that transforming the agreed jobs into flexible jobs is possible without problems, and the organisational culture is also suitable for the introduction of flexible forms of employment. Management interviews and face-to-face meetings during management and employee workshops clarified and corroborated the expert findings from the analysis of the corporate due diligence questionnaires. The face-to-face meetings set out the objectives and expected results of flexible employment and becoming a working place, as well as the tasks and activities needed for long-term sustainability. As part of the development, we recommend the purchase of technological (software, tools) and work tools related to the carrying out of teleworking, the development of HR operations and the introduction of remote access, in order to support the joint organisation of work, to ensure internal corporate information flow: 5 laptops, 5 MS Office software, 5 smartphones, 2 printers, 1 HR operation support software. (English) / rank | |||||||||||||||
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| Property / summary: Ro-Pánt 95 Bt. is active in the manufacture and installation of wooden windows and other carpentry structures. One of the founders of the company started the activity as a craftsman since 1978 in the courtyard of the family house in Szirmabesenyő. Since 1995, it has been operating as a family business in the form of a limited partnership. During the current period, it operates on average 20 people at the own-owned site in Miskolc, which was built specifically for the carpentry plant in 2006. They work in the newly constructed factory hall with a surface area of almost 1 000 m², using state-of-the-art technology. The building — next to the operating area, social area and offices — has a 100 m² showroom where customers can find out about their products in a comfortable environment. With continuous improvements and new equipment, their doors and windows meet the highest quality and technical requirements. Since 2012, they also have an exclusive showroom in Budapest, where a co-worker is in contact with their customers in the capital and its surroundings. Their products are available both at home and abroad through resellers. Labour law, financial, organizational development and human resources development consultancy related to the reorganisation of the job and the introduction of a flexible form of employment with a total of 10 advisory days. Management training and workshops related to the transformation of jobs and the introduction of a flexible form of employment in total 4 days of training. Employee training related to the transformation of jobs and the introduction of a flexible form of employment, as well as workshops in the framework of 6 training days. As part of the restructuring, the organisation plans to recruit 1 new employee, whose salary is accounted for in the application for 6 months. A flexible, more inspiring working environment strengthens the long-term commitment of the new worker, the high quality of work and the resulting growth of business. For the implementation of the above development, the employment of 1 person at work is planned, and the employee’s salary costs will be accounted for for 12 months in the application. Gábor Tóth has been managing director of the company since 1996 and has been working for the company since 1996. He is a highly educated, long-established colleague in the company, who is trusted by his colleagues. 10 years of work experience and personal skills make it suitable for this task, such as your sensitive, empathic personality and good communication skills. Long-term use of development: With the implementation of the development plan resulting from the due diligence process, it is possible for the employees of the company to combine work and private life more effectively, the effectiveness of which can be measured by increasing employee engagement. For the managers of the company, the results of the development will be reflected in the growth of the company’s competitiveness in the long term, and in the future, if additional new employees could be recruited, the company will be in a more attractive position in the current demand labour market from the perspective of jobseekers. Workers in intellectual jobs enjoy autonomy and therefore, in the case of these statuses, it is worth considering what trainings, adaptations and investments would make it possible to move to flexible forms of workers. Based on the questionnaire replies, we can say that the company’s operations contain the elements that make it possible to make jobs flexible in the following respects: •Management and employee autonomy; •Local (typically online) access to the company’s databases, correspondence and day-to-day administration; •The possibility of alternative collection and delivery of organisational information (telephone or online); Based on the management and employee questionnaires, we can say that transforming the agreed jobs into flexible jobs is possible without problems, and the organisational culture is also suitable for the introduction of flexible forms of employment. Management interviews and face-to-face meetings during management and employee workshops clarified and corroborated the expert findings from the analysis of the corporate due diligence questionnaires. The face-to-face meetings set out the objectives and expected results of flexible employment and becoming a working place, as well as the tasks and activities needed for long-term sustainability. As part of the development, we recommend the purchase of technological (software, tools) and work tools related to the carrying out of teleworking, the development of HR operations and the introduction of remote access, in order to support the joint organisation of work, to ensure internal corporate information flow: 5 laptops, 5 MS Office software, 5 smartphones, 2 printers, 1 HR operation support software. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 09:30, 9 February 2022
Project Q3941541 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Introduction of a flexible employment scheme at RO-PÁNT 95 Industrial and Commercial Deposit Company |
Project Q3941541 in Hungary |
Statements
9,299,586 forint
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10,813,472.093 forint
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85.999979 percent
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26 May 2017
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25 May 2018
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RO-PÁNT 95 Ipari és Kereskedelmi Betéti Társaság
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48°6'11.02"N, 20°47'24.14"E
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A Ro-Pánt 95 Bt. fa nyílászárók és egyéb asztalosszerkezetek gyártásával és helyszíni szerelésével foglalkozik. A vállalkozás egyik alapítója 1978-tól kisiparosként indította a tevékenységet ekkor még a Szirmabesenyőben lévő családi ház udvarán. 1995-óta működik családi vállalkozásként, betéti társaság formájában. Jelen időszakban átlagosan 20 fővel működik a saját tulajdonú, 2006-ban átadott - kifejezetten asztalos üzem céljára épült - miskolci telephelyen. Az újépítésű, közel 1000m2-es alapterületű üzemcsarnokban, a legkorszerűbb technológiát alkalmazva dolgoznak. Az épületben – az üzemtér, szociális rész és irodák mellett – helyet kapott egy 100m2-es bemutatóterem, ahol az ügyfelek kényelmes környezetben tájékozódhatnak a termékeikről. Folyamatos fejlesztésekkel, új eszközbeszerzésekkel nyílászáróik a legmagasabb minőségi és műszaki elvárásokat is kielégítik. 2012-től exkluzív budapesti bemutatóteremmel is rendelkeznek, ahol egy munkatárs a fővárosban és vonzáskörzetében tartja megrendelőikkel a kapcsolatot. Termékeik viszonteladókon keresztül is elérhetők itthon, ill. külföldön is. Munkakör átszervezéséhez, rugalmas foglalkoztatási forma bevezetéséhez kapcsolódó munkajogi, pénzügyi, szervezetfejlesztési és humán erőforrás-fejlesztési tanácsadás összesen 10 tanácsadói nap időigénnyel. Munkakörök átalakításához, rugalmas foglalkoztatási forma bevezetéséhez kapcsolódó vezetői képzés valamint műhelymunkák összesen 4 képzési nap keretében. Munkakörök átalakításához, rugalmas foglalkoztatási forma bevezetéséhez kapcsolódó munkavállalói képzés, valamint műhelymunkák 6 képzési nap keretében. Az átalakítás keretében 1 fő új munkavállaló felvételét tervezi a szervezet, mely munkavállaló munkabére a pályázatban 6 hónapon keresztül elszámolásra kerül. A rugalmas, az eddigieknél inspiratívabb munkahelyi környezet erősíti az új munkavállaló hosszú távú elköteleződését, a magas színvonalú munkavégzést, mind ezekből következően a vállalkozás gyarapodását. Fenti fejlesztés megvalósításához 1 fő munkahelyi mentor foglalkoztatása tervezett, a munkatárs bérköltsége a pályázatban 12 hónapon keresztül kerül elszámolásra. Tóth Gábor 1996 óta üzletvezetője majd ügyvezetője a cégnek, 1996 óta dolgozik a cégnél. Felsőfokú végzettségű, régóta a cégnél lévő kolléga, akiben kollégái megbíznak. 10 év munkatapasztalata és személyes képességei is alkalmassá teszik erre a feladatra, mint például az érzékeny, empatikus személyisége és a jó kommunikációs készségek. A fejlesztés hosszú távú hasznosulása: Az átvilágítási folyamat eredményeként létrejött fejlesztési terv megvalósításával a vállalkozás munkavállalói részére lehetőség nyílik a munka és a magánélet eredményesebb összehangolására, melynek eredményessége a munkavállalói elkötelezettség növekedésével mérhető. A vállalkozás vezetői számára a megvalósított fejlesztés eredménye hosszú távon a vállalkozás versenyképességének növekedésében mutatkozik meg, a későbbiekben pedig, ha további új munkavállaló felvételére kerülhetne sor, a jelenlegi keresleti munkaerőpiacon vonzóbb pozícióban lesz a cég az álláskeresők szemszögéből nézve. A szellemi munkakörökben dolgozó munkavállalók autonómiát élveznek, ezért ezeknek a státuszoknak az esetében érdemes megvizsgálni, milyen képzések, átalakítások, beruházások tennék lehetővé a rugalmas munkavállalói formára való áttérést. A kérdőíves válaszok alapján elmondhatjuk, hogy a cég működése tartalmazza azokat az elemeket, amelyek lehetővé teszik a munkakörök rugalmassá alakítását az alábbi szempontokból: •Vezetői és munkavállalói autonómia; •A cég adatbázisaihoz, levelezéséhez, napi ügyvitelforgalmához való helyfüggetlen (jellemzően online) hozzáférés; •A szervezeti információk alternatív (telefonos, vagy online) begyűjtésének és átadásának lehetősége; A vezetői és munkavállalói kérdőívek alapján elmondhatjuk, hogy az egyeztetett munkakörök rugalmassá alakítása probléma nélkül lehetséges, és a szervezeti kultúra is alkalmas a rugalmas foglalkoztatási formák bevezetésére. A vezetői interjúk valamint a vezetői és munkavállalói workshopok alkalmával lezajlott személyes találkozók pontosították és alátámasztották a szervezeti átvilágítást célzó kérdőívek elemzéséből származó szakértői megállapításokat. A személyes találkozók alkalmával meghatározásra kerültek a rugalmas foglalkoztatás, illetve munkahellyé válás céljai és várt eredményei, valamint a hosszú távú fenntarthatóság érdekében szükséges feladatok és tevékenységek. A fejlesztés keretében az alábbi távmunka végzéséhez, HR működés fejlesztéséhez és a távelérés bevezetéséhez kapcsolódó technológiai (szoftver, eszköz) és munkaeszközök beszerzését javasoljuk a közös munkaszervezés támogatása, belső vállalati információáramlás biztosítása céljából: 5 db laptop, 5 db MS Office szoftver, 5 db okostelefon, 2 db nyomtató, 1 db HR működés támogató szoftver. (Hungarian)
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Ro-Pánt 95 Bt. is active in the manufacture and installation of wooden windows and other carpentry structures. One of the founders of the company started the activity as a craftsman since 1978 in the courtyard of the family house in Szirmabesenyő. Since 1995, it has been operating as a family business in the form of a limited partnership. During the current period, it operates on average 20 people at the own-owned site in Miskolc, which was built specifically for the carpentry plant in 2006. They work in the newly constructed factory hall with a surface area of almost 1 000 m², using state-of-the-art technology. The building — next to the operating area, social area and offices — has a 100 m² showroom where customers can find out about their products in a comfortable environment. With continuous improvements and new equipment, their doors and windows meet the highest quality and technical requirements. Since 2012, they also have an exclusive showroom in Budapest, where a co-worker is in contact with their customers in the capital and its surroundings. Their products are available both at home and abroad through resellers. Labour law, financial, organizational development and human resources development consultancy related to the reorganisation of the job and the introduction of a flexible form of employment with a total of 10 advisory days. Management training and workshops related to the transformation of jobs and the introduction of a flexible form of employment in total 4 days of training. Employee training related to the transformation of jobs and the introduction of a flexible form of employment, as well as workshops in the framework of 6 training days. As part of the restructuring, the organisation plans to recruit 1 new employee, whose salary is accounted for in the application for 6 months. A flexible, more inspiring working environment strengthens the long-term commitment of the new worker, the high quality of work and the resulting growth of business. For the implementation of the above development, the employment of 1 person at work is planned, and the employee’s salary costs will be accounted for for 12 months in the application. Gábor Tóth has been managing director of the company since 1996 and has been working for the company since 1996. He is a highly educated, long-established colleague in the company, who is trusted by his colleagues. 10 years of work experience and personal skills make it suitable for this task, such as your sensitive, empathic personality and good communication skills. Long-term use of development: With the implementation of the development plan resulting from the due diligence process, it is possible for the employees of the company to combine work and private life more effectively, the effectiveness of which can be measured by increasing employee engagement. For the managers of the company, the results of the development will be reflected in the growth of the company’s competitiveness in the long term, and in the future, if additional new employees could be recruited, the company will be in a more attractive position in the current demand labour market from the perspective of jobseekers. Workers in intellectual jobs enjoy autonomy and therefore, in the case of these statuses, it is worth considering what trainings, adaptations and investments would make it possible to move to flexible forms of workers. Based on the questionnaire replies, we can say that the company’s operations contain the elements that make it possible to make jobs flexible in the following respects: •Management and employee autonomy; •Local (typically online) access to the company’s databases, correspondence and day-to-day administration; •The possibility of alternative collection and delivery of organisational information (telephone or online); Based on the management and employee questionnaires, we can say that transforming the agreed jobs into flexible jobs is possible without problems, and the organisational culture is also suitable for the introduction of flexible forms of employment. Management interviews and face-to-face meetings during management and employee workshops clarified and corroborated the expert findings from the analysis of the corporate due diligence questionnaires. The face-to-face meetings set out the objectives and expected results of flexible employment and becoming a working place, as well as the tasks and activities needed for long-term sustainability. As part of the development, we recommend the purchase of technological (software, tools) and work tools related to the carrying out of teleworking, the development of HR operations and the introduction of remote access, in order to support the joint organisation of work, to ensure internal corporate information flow: 5 laptops, 5 MS Office software, 5 smartphones, 2 printers, 1 HR operation support software. (English)
9 February 2022
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Miskolc, Borsod-Abaúj-Zemplén
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Identifiers
GINOP-5.3.2-16-2016-00342
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