Introduction of flexible employment at Dakó-P'96 Kft. (Q3941726): Difference between revisions
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Dakó-P '96 Ltd. was founded in 2011 by Hungarian private individuals. They aim to support human resource needs in the Southern Transdanubia region with modern recruitment techniques, professional knowledge and enthusiasm. The founders and the employees involved in the implementation put their experience and dedication into line to meet the labour needs of companies operating in the region. They are at the disposal of their partners with customised advice. Acknowledging their diligent work is that their initial contact capital has been strengthened, they have become known and recognised human resource providers in the region. Although fluctuation is low, the efficiency of the current operation and the load could be achieved by increasing numbers. (new employee) The level of stress at work is slightly higher than average, this is due to increased tasks. The strength of the organisation is that a business with good business results in the South Transdanubia region has developed a supportive environment in a familiar atmosphere, both professionally and humanly. Their professional attitude should also be highlighted; as an independent HR agency, they are recognised by both jobseekers and employers. A strong business relationship capital also provides a vision for the future. Both management and subordinates are open to individual development. Together, these factors offer strength and future opportunities for the enterprise. At the company, employees work under more identical job titles but with different levels of responsibility. However, inflexible work patterns are in the way of reconciling private and work life and do not meet individual needs. Some HR processes are lacking in the organisation, which may stand in the way of workforce development and benchmarking. These need to be improved in order to maintain the firm’s continued competitiveness. Restructuring into flexible work involves a change of culture, changes in communication and strengthening of tasks and time management. It’s a solution. The complex change management related to the establishment of flexible working arrangements will be given a prominent role in the process, as a global reorganisation will be established. Development. Organizational development, HR, IT and legal, financial and labour law consultancy are required for the restructuring of jobs and the introduction of flexible forms of employment. It is necessary to make employee and managerial improvements at the company in the form of: personal personality development coaching, change management training, strategic management training, workshop related to new application form, interactive communication and presentation training, team building, conflict management training, task and time management workshop, communication training, sales training workshop/sales training for employees: workshop related to new application form, task and time management workshop, communication training, conflict management training, interactive communication and presentation, sales technique workshop/sales training After the implementation of the developments, all departments of the organisation can work together more efficiently and thus the company’s economic results can be improved as well. Mentor: It would be practical to establish a workplace mentor position within the organisation, based on a proposal from the organisation carrying out the organisational due diligence. The mentor’s work throughout the project is to coordinate within the organisation, manage change and integrate it into the organisation in such a way that these processes have a positive impact on the long-term improvement of the efficiency of the enterprise. The mentor’s task is to organise and coordinate the advisory processes and the development of both management and employees, as well as to liaise with the organisation developers. We would like to invite Katalin Dakó-Perák to carry out the mentoring duties, who has a higher degree of pedagogical education, so the cultural organiser is the organisation of coordination and development for a personal task. Since 2012, he has been employed at the company, currently directing the organisation as an executive director, the most suitable for this task, as he can decide as a manager and make changes in the daily processes, and he knows the whole organisation. Flexible forms: 9 posts will be restructured in 5 flexible forms (unbound working time 1 person, daily working time frame with teleworking option 3 persons, daily working time framework 3 persons, slideable work 1 person, monthly working time frame 11 persons), which affects a total of 19 employees in the following jobs: managing director, business policy organiser, commercial organiser, branch manager, work planner, personal assistant, payroll, administrator, call-center administrator. Beszerzések:Mivel we introduce the possibility of teleworking in the organisation for more than one job, therefore the development of new... (English) | |||||||||||||||
| Property / summary: Dakó-P '96 Ltd. was founded in 2011 by Hungarian private individuals. They aim to support human resource needs in the Southern Transdanubia region with modern recruitment techniques, professional knowledge and enthusiasm. The founders and the employees involved in the implementation put their experience and dedication into line to meet the labour needs of companies operating in the region. They are at the disposal of their partners with customised advice. Acknowledging their diligent work is that their initial contact capital has been strengthened, they have become known and recognised human resource providers in the region. Although fluctuation is low, the efficiency of the current operation and the load could be achieved by increasing numbers. (new employee) The level of stress at work is slightly higher than average, this is due to increased tasks. The strength of the organisation is that a business with good business results in the South Transdanubia region has developed a supportive environment in a familiar atmosphere, both professionally and humanly. Their professional attitude should also be highlighted; as an independent HR agency, they are recognised by both jobseekers and employers. A strong business relationship capital also provides a vision for the future. Both management and subordinates are open to individual development. Together, these factors offer strength and future opportunities for the enterprise. At the company, employees work under more identical job titles but with different levels of responsibility. However, inflexible work patterns are in the way of reconciling private and work life and do not meet individual needs. Some HR processes are lacking in the organisation, which may stand in the way of workforce development and benchmarking. These need to be improved in order to maintain the firm’s continued competitiveness. Restructuring into flexible work involves a change of culture, changes in communication and strengthening of tasks and time management. It’s a solution. The complex change management related to the establishment of flexible working arrangements will be given a prominent role in the process, as a global reorganisation will be established. Development. Organizational development, HR, IT and legal, financial and labour law consultancy are required for the restructuring of jobs and the introduction of flexible forms of employment. It is necessary to make employee and managerial improvements at the company in the form of: personal personality development coaching, change management training, strategic management training, workshop related to new application form, interactive communication and presentation training, team building, conflict management training, task and time management workshop, communication training, sales training workshop/sales training for employees: workshop related to new application form, task and time management workshop, communication training, conflict management training, interactive communication and presentation, sales technique workshop/sales training After the implementation of the developments, all departments of the organisation can work together more efficiently and thus the company’s economic results can be improved as well. Mentor: It would be practical to establish a workplace mentor position within the organisation, based on a proposal from the organisation carrying out the organisational due diligence. The mentor’s work throughout the project is to coordinate within the organisation, manage change and integrate it into the organisation in such a way that these processes have a positive impact on the long-term improvement of the efficiency of the enterprise. The mentor’s task is to organise and coordinate the advisory processes and the development of both management and employees, as well as to liaise with the organisation developers. We would like to invite Katalin Dakó-Perák to carry out the mentoring duties, who has a higher degree of pedagogical education, so the cultural organiser is the organisation of coordination and development for a personal task. Since 2012, he has been employed at the company, currently directing the organisation as an executive director, the most suitable for this task, as he can decide as a manager and make changes in the daily processes, and he knows the whole organisation. Flexible forms: 9 posts will be restructured in 5 flexible forms (unbound working time 1 person, daily working time frame with teleworking option 3 persons, daily working time framework 3 persons, slideable work 1 person, monthly working time frame 11 persons), which affects a total of 19 employees in the following jobs: managing director, business policy organiser, commercial organiser, branch manager, work planner, personal assistant, payroll, administrator, call-center administrator. Beszerzések:Mivel we introduce the possibility of teleworking in the organisation for more than one job, therefore the development of new... (English) / rank | |||||||||||||||
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| Property / summary: Dakó-P '96 Ltd. was founded in 2011 by Hungarian private individuals. They aim to support human resource needs in the Southern Transdanubia region with modern recruitment techniques, professional knowledge and enthusiasm. The founders and the employees involved in the implementation put their experience and dedication into line to meet the labour needs of companies operating in the region. They are at the disposal of their partners with customised advice. Acknowledging their diligent work is that their initial contact capital has been strengthened, they have become known and recognised human resource providers in the region. Although fluctuation is low, the efficiency of the current operation and the load could be achieved by increasing numbers. (new employee) The level of stress at work is slightly higher than average, this is due to increased tasks. The strength of the organisation is that a business with good business results in the South Transdanubia region has developed a supportive environment in a familiar atmosphere, both professionally and humanly. Their professional attitude should also be highlighted; as an independent HR agency, they are recognised by both jobseekers and employers. A strong business relationship capital also provides a vision for the future. Both management and subordinates are open to individual development. Together, these factors offer strength and future opportunities for the enterprise. At the company, employees work under more identical job titles but with different levels of responsibility. However, inflexible work patterns are in the way of reconciling private and work life and do not meet individual needs. Some HR processes are lacking in the organisation, which may stand in the way of workforce development and benchmarking. These need to be improved in order to maintain the firm’s continued competitiveness. Restructuring into flexible work involves a change of culture, changes in communication and strengthening of tasks and time management. It’s a solution. The complex change management related to the establishment of flexible working arrangements will be given a prominent role in the process, as a global reorganisation will be established. Development. Organizational development, HR, IT and legal, financial and labour law consultancy are required for the restructuring of jobs and the introduction of flexible forms of employment. It is necessary to make employee and managerial improvements at the company in the form of: personal personality development coaching, change management training, strategic management training, workshop related to new application form, interactive communication and presentation training, team building, conflict management training, task and time management workshop, communication training, sales training workshop/sales training for employees: workshop related to new application form, task and time management workshop, communication training, conflict management training, interactive communication and presentation, sales technique workshop/sales training After the implementation of the developments, all departments of the organisation can work together more efficiently and thus the company’s economic results can be improved as well. Mentor: It would be practical to establish a workplace mentor position within the organisation, based on a proposal from the organisation carrying out the organisational due diligence. The mentor’s work throughout the project is to coordinate within the organisation, manage change and integrate it into the organisation in such a way that these processes have a positive impact on the long-term improvement of the efficiency of the enterprise. The mentor’s task is to organise and coordinate the advisory processes and the development of both management and employees, as well as to liaise with the organisation developers. We would like to invite Katalin Dakó-Perák to carry out the mentoring duties, who has a higher degree of pedagogical education, so the cultural organiser is the organisation of coordination and development for a personal task. Since 2012, he has been employed at the company, currently directing the organisation as an executive director, the most suitable for this task, as he can decide as a manager and make changes in the daily processes, and he knows the whole organisation. Flexible forms: 9 posts will be restructured in 5 flexible forms (unbound working time 1 person, daily working time frame with teleworking option 3 persons, daily working time framework 3 persons, slideable work 1 person, monthly working time frame 11 persons), which affects a total of 19 employees in the following jobs: managing director, business policy organiser, commercial organiser, branch manager, work planner, personal assistant, payroll, administrator, call-center administrator. Beszerzések:Mivel we introduce the possibility of teleworking in the organisation for more than one job, therefore the development of new... (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 08:25, 9 February 2022
Project Q3941726 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Introduction of flexible employment at Dakó-P'96 Kft. |
Project Q3941726 in Hungary |
Statements
14,355,200 forint
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16,692,093.023 forint
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86.0 percent
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1 June 2017
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30 May 2018
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DAKÓ-P '96 Korlátolt Felelősségű Társaság
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46°21'23.29"N, 17°47'19.28"E
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A Dakó-P ’96 Kft-t 2011-ben magyar magánszemélyek alapították. Céljuk, hogy a dél-dunántúli régióban felmerülő emberi erőforrás igényeket modern toborzási technikákkal, szakmai tudással és lelkesedéssel támogassák. Az alapítók és a megvalósításban közreműködő munkatársak tapasztalatukat és elhivatottságukat állítják csatasorba, hogy a régióban tevékenykedő cégek munkaerőigényét kielégítsék. Testreszabott tanácsadással állnak a partnereik rendelkezésére. Szorgalmas munkájuknak elismerése, hogy kezdeti kapcsolati tőkéjük megerősödött, a régióban ismert és elismert emberi erőforrás szolgáltatóvá váltak. Habár a fluktuáció alacsony, a jelenlegi működés hatékonysága és a leterheltség létszámbővítéssel lenne megoldható. (új munkavállaló) A munkahelyi stressz mértéke az átlagosnál kicsit magasabb, ez a megnövekedett feladatoknak köszönhető. A szervezet erősségének mondható, hogy a dél-dunántúli régióban jó üzleti eredményeket mutató vállalkozás, családias légkörben, szakmailag és emberileg is támogató környezetet alakítottak ki. Ki kell emelni szakmai hozzáállásukat is; független HR ügynökségként mind az álláskeresők, mind a munkáltatók körében elismertségnek örvendenek. Az üzletileg erős kapcsolati tőke a későbbiekre nézve is jövőképet biztosít. Mind a vezetés, mind a beosztottak nyitottak az egyéni fejlesztésekre. Ezen tényezők együttesen erősséget és jövőbeni lehetőséget kínálnak a vállalkozásnak. A cégnél több azonos munkaköri megnevezés szerint, de eltérő felelősségi szinttel dolgoznak a munkavállalók. A rugalmatlan munkarend azonban útjában áll a magánélet és munka összehangolásának, nem elégíti ki az egyedi igényeket. Néhány HR folyamat hiányzik a szervezetből, amely a munkaerőfejlesztés, a teljesítményértékelés útjában állhat. A cég további versenyképességének megtartása érdekében ezeken javítani kell. A rugalmas munkavégzésbe történő átszervezéssel egyfajta kultúraváltás történik, megváltozik a kommunikáció, illetve a feladat- és időmenedzsment erősítése is hangsúlyossá válik. Megoldás. A rugalmas munkavégzés kialakításához kapcsolódó komplex változásmenedzsment kiemelt szerepet kap a folyamatban, hiszen globális átszervezés jön létre. Fejlesztés. A munkakörök, átszervezéséhez, a rugalmas foglalkoztatási formák bevezetéséhez szervezetfejlesztési, HR, IT és jogi, pénzügyi, valamint munkajogi tanácsadás szükséges. A cégnél szükséges munkavállalói és vezetői fejlesztéseket eszközölni, melynek formái a következők: egyéni személyiségfejlesztő coaching, változásmenedzsment tréning, stratégiai menedzsment tréning, új alkalmazási formához kapcsolódó workshop, interaktív kommunikáció és prezentáció tréning, team-építés, konfliktuskezelési tréning, feladat-és időgazdálkodás workshop, kommunikációs tréning, eladástechnika műhelymunka/értékesítési tréning - menedzsment számára Munkavállalók számára: új alkalmazási formához kapcsolódó workshop, feladat-és időgazdálkodás workshop, kommunikációs tréning, konfliktuskezelési tréning, interaktív kommunikáció és prezentáció, eladástechnika műhelymunka/értékesítési tréning A fejlesztések megvalósulása után a szervezet minden részlege hatékonyabban tud együttműködni és ezáltal a cég gazdasági eredményei is javulhatnak. Mentor: A szervezeti átvilágítást végző szervezet javaslata alapján praktikus lenne kialakítani a szervezeten belül egy munkahelyi mentor pozíciót. A mentor munkája a projekt teljes időtartama alatt a szervezeten belüli koordináció, a változások menedzsmentje és a szervezetbe történő integrációja olyan módon, hogy ezen folyamatok hosszú távon hassanak pozitívan a vállalkozás hatékonyságának a növelésére. A mentor feladata a tanácsadási folyamatok és mind a vezetői, mind a munkavállalói fejlesztések szervezése, koordinálása, valamint a szervezetfejlesztőkkel történő kapcsolattartás. A mentor feladatok ellátására Dakó-Perák Katalint szeretnénk felkérni, aki felsőfokú pedagógia végzettséggel rendelkezik, művelődésszervező így a koordináció és a fejlesztések szervezése testhez álló feladat számára. 2012 óta a cégnél alkalmazásban áll, jelenleg ügyvezető igazgatóként irányítja a szervezetet, a legalkalmasabb erre a feladatra, hiszen vezetőként dönthet és változásokat is eszközölhet a napi folyamatokban, a teljes szervezetet ismeri. Rugalmas formák: 9 munkakör kerül kerül átalakításra 5 rugalmas formában (kötetlen munkaidő 1 fő, napi munkaidőkeret távmunka lehetőséggel 3 fő, napi munkaidőkeret törzsidő meghatározásával 3 fő, csúsztatható munkavégzés 1 fő, havi munkaidő keret 11 fő), mely összesen 19 munkavállalót érint a következő munkakörökben: ügyvezető igazgató, üzletpolitikai szervező, kereskedelmi szervező, kirendeltség vezető, munkatervező, személyi asszisztens, bérszámfejtő, adminisztrátor,call-center ügyintéző. Beszerzések:Mivel a szervezetben távmunka lehetőségét vezetjük be több munkakör esetén, ezért a munkavállalók számára szükséges új mobil munkaállomások kialakítása(laptop, mobiltelefon, nyomtató, scanner) ehhez tartozó szoftver (Hungarian)
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Dakó-P '96 Ltd. was founded in 2011 by Hungarian private individuals. They aim to support human resource needs in the Southern Transdanubia region with modern recruitment techniques, professional knowledge and enthusiasm. The founders and the employees involved in the implementation put their experience and dedication into line to meet the labour needs of companies operating in the region. They are at the disposal of their partners with customised advice. Acknowledging their diligent work is that their initial contact capital has been strengthened, they have become known and recognised human resource providers in the region. Although fluctuation is low, the efficiency of the current operation and the load could be achieved by increasing numbers. (new employee) The level of stress at work is slightly higher than average, this is due to increased tasks. The strength of the organisation is that a business with good business results in the South Transdanubia region has developed a supportive environment in a familiar atmosphere, both professionally and humanly. Their professional attitude should also be highlighted; as an independent HR agency, they are recognised by both jobseekers and employers. A strong business relationship capital also provides a vision for the future. Both management and subordinates are open to individual development. Together, these factors offer strength and future opportunities for the enterprise. At the company, employees work under more identical job titles but with different levels of responsibility. However, inflexible work patterns are in the way of reconciling private and work life and do not meet individual needs. Some HR processes are lacking in the organisation, which may stand in the way of workforce development and benchmarking. These need to be improved in order to maintain the firm’s continued competitiveness. Restructuring into flexible work involves a change of culture, changes in communication and strengthening of tasks and time management. It’s a solution. The complex change management related to the establishment of flexible working arrangements will be given a prominent role in the process, as a global reorganisation will be established. Development. Organizational development, HR, IT and legal, financial and labour law consultancy are required for the restructuring of jobs and the introduction of flexible forms of employment. It is necessary to make employee and managerial improvements at the company in the form of: personal personality development coaching, change management training, strategic management training, workshop related to new application form, interactive communication and presentation training, team building, conflict management training, task and time management workshop, communication training, sales training workshop/sales training for employees: workshop related to new application form, task and time management workshop, communication training, conflict management training, interactive communication and presentation, sales technique workshop/sales training After the implementation of the developments, all departments of the organisation can work together more efficiently and thus the company’s economic results can be improved as well. Mentor: It would be practical to establish a workplace mentor position within the organisation, based on a proposal from the organisation carrying out the organisational due diligence. The mentor’s work throughout the project is to coordinate within the organisation, manage change and integrate it into the organisation in such a way that these processes have a positive impact on the long-term improvement of the efficiency of the enterprise. The mentor’s task is to organise and coordinate the advisory processes and the development of both management and employees, as well as to liaise with the organisation developers. We would like to invite Katalin Dakó-Perák to carry out the mentoring duties, who has a higher degree of pedagogical education, so the cultural organiser is the organisation of coordination and development for a personal task. Since 2012, he has been employed at the company, currently directing the organisation as an executive director, the most suitable for this task, as he can decide as a manager and make changes in the daily processes, and he knows the whole organisation. Flexible forms: 9 posts will be restructured in 5 flexible forms (unbound working time 1 person, daily working time frame with teleworking option 3 persons, daily working time framework 3 persons, slideable work 1 person, monthly working time frame 11 persons), which affects a total of 19 employees in the following jobs: managing director, business policy organiser, commercial organiser, branch manager, work planner, personal assistant, payroll, administrator, call-center administrator. Beszerzések:Mivel we introduce the possibility of teleworking in the organisation for more than one job, therefore the development of new... (English)
9 February 2022
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Kaposvár, Somogy
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Identifiers
GINOP-5.3.2-16-2017-00582
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