Cg

ASHISH KAFLE Old Baneshwor, Kathmandu,

Nepal Contact: +977-9849184000 E-mail:
contact@ashishkafle.com.np SENIOR HUMAN
RESOURCE EXECUTIVE HUMAN RESOURCE
ANALYST 17 years of full time education and 3+
years of rich experience with proven expertise
in policy and procedure, recruiting and hiring
practices, leadership development, retention
approaches, managerial support and
negotiations. Demonstrates strong
communication and interpersonal skills with the
ability to interact with all levels of management.
PROFILE SUMMARY Currently working at
Multinational Company (Chaudhary Group) as Sr.
Executive (Corporate-HR). Master of Business
Administration from the University of
Northampton, Northampton, UK, 2012
Bachelor of Business Administration from
Tribhuvan University, Nepal, 2009 Studied core
modules of General Management (MBA) and
specialization in Marketing (BBA) Successfully
completed Masters Dissertation on A
comparative analysis of Leadership practices
across two cultures: India and USA Sole HR

representative for a successful recruitment of

more than 200+ mid level and senior level fulltime employees. Participated in HR Meet 2014
organized by Growth Sellers. Key Human
Resource Competencies Recruitment &
Retention Interviewing Employee
Counseling Confidential Record Keeping
Negotiation HR budget planning Leadership
Development Vacancy design HR Statutory
Performance Management Grievances
Handling Brief knowledge of Nepal Labor Law
1992/1993 Technical Skills Applications: HRMS,
Microsoft Office 07, 10, 13, Adobe Photoshop,
Email, Internet, e.t.c Computer Language: HTML,
CSS, XML, JavaScript, ASP, C++ Operating
Systems: Windows, Linux PROFESSIONAL
HIGHLIGHTS CHAUDHARY GROUP PRIVATE
LIMITED Currently Working Senior Executive
Corporate Human Resource Department
Responsible for entire recruitment (national and
international) of CG Electronics unit.
Responsible for mid Level recruitment for CG
Foods Nepal. Follow up with respective units
HODs and VP to determine the effectiveness of
recruitment. Ensure the closure of vacancy in

timely manner. Placing adverts in CG journals,

job boards and outsourcing companies.
Maintained all documentation, screening
information and interview notes. Delivering
and negotiating offers with candidates.
Coordinated the performance appraisal system;
including standardized forms and review criteria.
Support in the revise of HR Policy-Nepal.
Conducting phone interviews with prospective
candidates. Working with HR team members to
establish and execute policies and procedures.
Describing the work duties, salary and benefits
of a particular vacancy. Screening, testing and
assessing candidates. Developing a
relationship with interviewees. Involved in
negotiating the salary with the candidate.
Doing background checks and verifying the
references, work experience and academic
qualifications of applicants. Attending network
events and using marketing to attract suitable
and potential candidates. Working with
managers to accurately decipher staffing needs,
scheduling interviews and preparing offers for
ideal candidates. Involved with the marketing
department to devise job adverts. Conflit

management and grivences handeling as

required. Coordinating with team managers to
create and execute training program (CGLMD)
for company as well as, prioritizing training
schedule. Key Achivements Coordinated new
hire orientation for more than 200 full time and
contractual employees. Help craft job
descriptions for various positions across
different departments. Proactively sought out
unique low cost recruitment techniques saving
thousand of rupees in executive recruiter fees.
Launched new hire orientation program for CG
Digital. Coordinating training programs.
Ability to work in a highly pressurised work
environment. Screened and hired hundreds of
canddiates for several different high turnover
positions. Recommended to retail HODs and
VP for revised increments and benifits as an
outcome of CG Digital Showroom visits. HR
role for electronics units corporate office setup
at Satungal-Factory location. CHAUDHARY
GROUP PRIVATE LIMITED May 2013 to November
2013 (Promoted to Sr. Executive) Management
Trainee Corporate Human Resource
Department Preparing Offer Letter/

Appointment letter and other official documents

related to HR Making phone calls to candidates
who are judged to be eligible. Receiving and
reading through the CVs that job seekers have
sent in to the recruitment agency. Support HR
team in all the duties as required by HR
Department Arranging interviews with
candidates who have been short listed for a
position. Drawing up short lists of suitable
candidates. Search, maintain records and
confirm Internship Prepare and update
organogram for each verticals Assist with
postings of new job requisitions. Receives and
processes human requisition forms.
Conducting Joining formalities. Employee
Records On-boarding compliance including
document checks Training and Leave
Management Performance Management
Employee Separation Maintain personal files in
hard copy as well as digital copy Maintain C.V
database Updating the CG career site on
timely manner. Search candidates through
internal database Assist HR Head, Sr.
Executive and Executives in day to day

operations (as per need basis)

Searching/Sorting of CVs for managerial level
using Monster.com/Naukri.com Participated in
ISO 9001:2008 (Audit). ROLLING PLANS
CONSULT PRIVATE LIMITED September 2009 to
April 2011 (Left country for study abroad)
Marketing Officer Human Resource
Department Cold calling companies to
generate more business for the recruitment
agency. Design of job templates and
adviserment for newspapers. Handled
assistant level recruitments. Regular
correspondence with clients. Promotion of
online job portal. Client database
management. Updating the recruitment
agency database with the details of potential
candidates. Building own database of clients
and contacts. Generation of monthly
marketing reports. Attending meetings with
clients at their offices. Key Achivements
Having in depth knowledge of the recruitment
industry. Experience of filling vacant assistant
level positions. Experienced in daily time
planning and reporting. Have a knowledge of
business to business sales. Able to run own

desk without being micro managed.

Experience of social media sourcing. Promoting
all available employees through candidate
marketing calls. Confident and diplomatic
when talking to people. EDUCATIONAL
CREDENTIALS Matsters of Business
Administration, The University Of Northampton,
Northampton, UK 2012 Northampton Business
School, Merits Bachelors of Business
Administration, Tribhuvan University,
Kathmandu, Nepal 2009 Kathford International
College of Engineering and Management, First
Division +2 Certificate, HSEB, Kathmandu, Nepal
2005 Sagarmatha Multiple College, Second
Division School Leaving Certificate, HMG Board,
Biratnagar, Nepal 2003 Shree Sagarmatha
Boarding School, First Division Trainings
Proficiency Certificate in Computer Application
(216 Hrs) Accounting Application using
computer (35 Hrs) ACHIEVEMENTS AND AWARDS
Received 25% of scholarship for the Masters
(M.B.A) degree in United Kingdom. Highest
GPA scorer for Marketing specialization of batch
(2005-2009) in BBA (7th and 8th semester) in
the class of Kathford International College of
Engineering and Management. Winner of

medal and trophy in various extracurricular

activities organized in school and colleges.
Hosted and organized cultural programs at
Bachelor level in a college program.
INTERNSHIPS AND VOLUNTEER Two months
Internship at Kumari Bank Limited (5/2009 to
7/2009), Nepal Participated in ShastriMarg
Society Badminton Tournament (2004), Nepal
Volunteered in marathon organized by United
Nation Human Rights for disabilities. Donated
Blood in a function organized by LEO CLUB OF
KATHMANDU. Participated in HR MEET 2014
organized by Growth Sellers. Coordinated
Bagmati cleaning programs organized by
Chaudhary Group. PERSONAL DETAIL Date of
Birth : 7 th Feb 1987 Languages Known :
English, Hindi and Nepali Nationality : Nepali
Team Player : Positive attitude towards work and
ability to work in a team of multicultural work
environment. Driving Liscence : Two Wheelers
References and verifying documentation can be
provided upon request.

JOB OVERVIEW

Category: Human Resources

Position Type: Full Time

Experience: 5+ years

Openings: 1

Education: Graduate (Bachelors)

City: Kathmandu

Detailed
. NEW BUSINESS, HR AND OTHER HR Manager Graduate with 5+ yrs of experience in
HR/IR/Administration. Should possess strong people skills and in-depth exposure of all processes of HR,
majorly recruitment, performance management and training and development. Will be responsible for
managing entire HR related affairs for Nepal operation and/or international operation being based in Nepal. All
above positions are based in Kathmandu unless mentioned otherwise. CG offers highly attractive pay package
and assures continuous growth. Interested Candidates are requested to apply before 15th January 2010.
Please mention only the position applied for in the subject of your application. Recruitment Centre, HR
Department, Chaudhary Group vacancy@chaudharygroup.com CG is an equal opportunity employer
believing in no discrimination policy. Note: Published in The Kantipur Daily Newspaper Date: 30/12/2009

The CGLMD 2014, CGs own leadership management program,

aimed at developing future leaders today has been concluded.
The Module 3 was held at International Club in Sanepa, that is
situated besides the CG Head Office, from 22nd 24th December.
The module, mainly designed on Performance Management, was
successfully held. The first two Modules were on Managing Self
and Relationship and Leadership and Teamwork respectively
and
were
completed
earlier
in
the
year.
The expert trainers DrRajendraSuwal, Mr Binod Bista and
MrAjitBhattarai, shared their expertise and experience with the
help of case studies, handouts, powerpoint presentations, videos
and
some
games.
The participants were taken through the topics like,
Understanding
Performance
Management,
Job
Analysis,
Performance Goal Setting, Performance Monitoring and Feedback,
Performance Improvement Plan, Job Design/Redesign and Action
Plan.
The program was
attended by MD of
Chaudhary Group, Mr
Nirvana Chaudhary. Mr.
Chaudhary
acknowledged the
efforts put in by the
participants, consultants
and CGHR team.The
participants also thanked
the management for
providing the training
opportunities, which
they said helped them to
brush up on their
managerial skills.
The senior management of CG also attended the program and shared their
experiences with the participants of the training. Seniors like GP Sah, VP, CG
Foods, took initiative to attend the program and shared his learning over years in
managing the team as well as practical tips to improve performance of the team.
The concept of LMD, leadership development management program, has been
establishedwith a view that the company should provide an opportunity to every
employee for professional growth and whose services could be utilized across the
group. CG is an enterprise that is expanding and believes that developing its own
people is an important part of organizations expansion. By establishing leadership
management development program, CG expects to realize its internal leadership

Mechanical Engineer
Job Location: Birgunj
No. of Vacancies: 1
Offered Salary : As per the organization rules.
Educational Description:

Should have completed Bachelor level in mechanical engineering stream

Should have atleast 5 years previous work experience in similar field

Job Specification:

Should have good communication skill with fluent English (both written and speaking)

Should have computer knowledge with email & internet conversant

Aptitude to handle the assigned responsibilities and good team management skill with
creative ideas

Job Description:

Plan, manage and direct work activities and work delegation in the factory area

Research catalogues, check prices, order and make direct purchases of equipment, parts and
fuel, make work assignments, set priority for the maintenance and reviews the work of subordinates, maintenance personnel

Establish standards of performance for each position supervised, conducts staff and safety
meetings,
instructs
assigned
staff
in
work
methods, checks and corrects work in progress

Observes and enforces safety regulations, prepares reports on equipment utilization and
status
of
projects,
recommand
the
purchase
of supplies and parts

Test components and systems, using equipment such as infrared engine analyzers,
compression gauges, and computerized diagnostic devices etc

Food Technologist
Job Location: Birgunj
No. of Vacancies: 2
Offered Salary : As per the organization rules.
Educational Description:

Should have Bachelors Degree passed in science/food technologist academic stream

Should have food technologist background experience

Edible Oil, Starch & Glucose releted previous experience on food technologist will more
advantage

Freshers are also encouraged to apply

Job Specification:

Should have computer knowledge with e-mail & Internet

Should have market trend knowledge of Edible Oil, Starch & Glucose in Nepali Market &
Abroad

Should have good communication skill, both English and Nepali

Should be smart with positive attitude

Should have good convincing and organizational skill

Job Description:

Conduct standardized tests on food, beverages, additives, and preservatives to ensure

compliance
with
standards
and
regulations
regarding
factors
such
as color, texture, and nutrients

Provide assistance to the management in research and development, production technology,

and quality control

Compute relevant, percentages of ingredients, formulas, or other product factors, using

mathematical and chemical procedures

Record and compile test results, and prepare graphs, charts, and reports

Clean and sterilize laboratory equipment

Check raw ingredients for maturity or stability for processing and finished products for safety,
quality, and nutritional value

Confer with process engineers, plant operators, flavor experts, and packaging and marketing
specialists to resolve problems in product development

Develop new or improved ways of preserving, processing, packaging, storing, and delivering,
using
knowledge
of
chemistry,
microbiology,
and
other sciences

Analyze test results to classify products, or compare results with standard tables

Taste or smell foods items to ensure that flavors meet specifications, or to select samples with
specific characteristics

Inspect food processing areas to ensure compliance with government regulations and
standards
for
sanitation,
safety,
quality,
and
waste
management standards

Measure, test, and weigh bottles, cans, and other containers to ensure hardness, strength, and
dimensions that meet specifications

Leaders have an extremely important role to

play in any organization.They form the base,
and the pillars of any company. Keeping this in
mind, Chaudhary Group (CG) has come up with
the concept of Leadership & Management
Development (LMD) program, a first of its kind
training program for its employees. The concept
of LMD program was conceived by Mr. Binod K.
Chaudhary, the president of CG with the vision
to transform the lives of CG executives by

promoting critical thinking and developing the

skill and ability to match and be above the
requirements of the competitive world. The
company first identified around 50 people
whose performance had been good in the past
year from its vast pool of staff. Mr. Ram Bhakta
Shrestha and Mr. Avash Niroula were then roped
in as training experts for evaluation and the final
selection of participants who selected 30
employees to be a part of the first batch. Mr.
Shrestha, also a management trainer, has over
two decade long experience in the field. He was
chief of organization development at Nepal
Administrative Staff College, Jawalakhel from
1990 to 2012.Mr. Niroula is a management
trainer and consultant at Center for International
Training and Development (CITD). The mission
of the program, which will be conducted over 24
weeks, is to promote a learning environment,
and motivate future leaders. The program will
focus on different aspects of learning. It will
incorporate class and projects basedlearning,
and on the job training. The training will also
require participants to be involved in CSR
activities. A strict evaluation will be carried out
throughout the LEADERSHIP & MANAGEMENT
DEVELOPMENT PROGRAM INSIDE How the

Billionaire was tempered? LG G2 Introduces new

direction in smart phone Official Launch of
Godrej EDGE Pro 1 3 5 7 Birthday 8 Brain
Teasers duration of the program to ensure full
involvement and consequent growth of the
participants.CG has also decided to incorporate
Art of Living classes in the training session
keeping in mind the need for leaders to be able
to remain calm and focused in highly
competitive settings. CG management believes
that its employees are its assets and the
program is an attempt to hone those very
assets.

One of the key movers in CG are the staffs as

they are our stakeholders and their place here
must be held in high regard has been a shared
perception in CG. The team spirit of these staffs
is what drives CGs top level management.
Store Management Training Purpose:
Participants were Store Keepers, Employees in
Charge of Store and Junior Executives.
This training was for people who are currently
working in jobs in the stores and inventory unit
which involve the store and inventory

management. This was seen as a tool for the

learner to indicate that they are able to manage
any stores. People credited with this training
were able to manage the store safely and
properly. Employees were ultimately
responsible for the daily operations. How to
manage the store more efficiently. Knowledge
on how to run a warehouse.
Workshop on Collective Bargaining &
Negotiation The participants were Managers Labor Relations, Human Resource, Operations
and Finance professionals who represent or
support management in collective bargaining.
This two day workshop covered: bargaining
plans, strategies, and tactics; preparing for faceto-face negotiation sessions; handling
negotiations at the bargaining table; and how to
obtain an agreement. The workshop had
simulated negotiation exercise as well, where
participants broke into small teams and
represented labor and management to bargain
various issues to reach an agreement. This
program also helped in: Knowledge of
collective bargaining processes and contents
The multi factor aspects of collective
bargaining interactions creating the need for

thorough pre negotiation preparation.

Strengthening of Collective bargaining skills of
the participants. Dos & donts during the
neg\otiation. Training of Trainers (ToT)
Department heads were involved in this
training. The purpose of the training was to: 1.
Identify the training needs and target groups. 2.
Explain the training cycle elements & their
interrelation. 3. Design the training Course. 4. To
Impart skills to make SMART Objectives of
training. 5. Develop and use lesson plans. 6.
Develop & use training materials. 7. Deliver the
training effectively and efficiently using various
training methods. 8. Giving & receiving
Feedback in an effective manner. 9. To present
the particular topics in an effective way. 10. To
impart facilitation skills CG News 63 Human
Resource Workshop of HR Managers A Workshop
of HR Managers was held on August 26-27,
2010. The program was for two full days.
Besides presentations on HR and IR issues they
had workshop sessions on HR related issues at
job. The major objectives of the program were:
To review the current status of human resources
of CG and different outlets, and identify existing
gaps. To discuss and propose action plans for
strengthening human resource functions at

different levels; To provide a forum for

information exchange related to HRD among the
different institutions within CG. The program
consisted of several workshops conducted in a
team environment. The team had the
opportunity to work individually on HR plans and
in teams discussing the elements of the plans.
There were workshop activities on developing
job descriptions as well. By the end of the
workshop, it was expected that common agenda
in the operation of HRD within CG was
developed for implementation. The workshop
also had presentations and discussion on the
followings: 1.HR and IR issues/problems at your
workplace; 2.Your present job description and
responsibilities; 3.How to make HR more
proactive and result oriented. The workshop
turned out to be very fruitful to all the
participants. Toyota Production System The
participants were Head of Departments, Unit
Heads and Members Incharge of Entities.
Purpose of Toyota Production System workshop
was to develop professionalism in an
organizations mid management level in
planning the quality production system, through
effective manpower and material planning. This
in turn helped to understand the following

below: A. The relevance of TPS replication in

manufacturing sector B. The basic parameters
of production planning and C. Effective plans to
induce production/productivity and reliability
through appropriate utilization of available
resources CG News 64 Human Resource
Scheduled Maintenance System Operation A
team of Semi skilled Managers participated in
this workshop. This training was for people who
were currently working in jobs in Engineering
related maintenance and technical fields. This
was seen as a helpful tool for the learner to
indicate that they are able to perform technical
operations including all sorts of repairs/
maintenance and troubleshooting. People who
attended this training were able to perform
required maintenance properly. The basic goal of
this Program was to ensure employers and
employees know about how and why to perform
maintenance related activities to significantly
ensure reduction in downtime and induce
quality production. Security Management and
Fire Safety The participants were the Security
Team (Administration Department) who are
responsible for security. The purpose of an
internal quality audit is to enhance the
effectiveness of an organizations security

management system and prepare for all sorts of

possible threats to Company security issue. For
this to happen, executive management must
first meet its overriding responsibility of
establishing and maintaining a proper system
regarding security issues such as: A. Enhanced
Security system at Office B. Developed Morale
and efficiency of security personnel C.
Awareness to fire safety D. Learning of Skills to
Operate Fire Extinguishers and other fire
controlling mechanisms Sales & Merchandising
The participants were sales executives. The
purpose was to ensure that merchandising &
effective merchandising helps sales growth,
increase the level of merchandising in the
market to control bad goods & market hygiene
and to provide the tips of merchandising &
benefits of merchandising.
Chemical Handling The participants were Semi
skilled to supervisors level employees. The
training was for people who were working in jobs
in food related product production environments
which involve the handling of chemicals. This
was seen as a tool for the learner to indicate
that they are able to use chemicals safely in the
food or related product production

environments. People who attended this training

were able to prepare and handle chemicals
safely. The basic goal of a Chemical Handling
Program is to ensure employers and employees
know about potential work hazards, how to
recognize them and, most importantly, how to
protect themselves. The topics covered were;
How chemicals are handled in a manner that
maximizes operator and product safety. How
correct chemicals at correct quantity and
dilution are used in compliance with production
schedule requirements. How safety equipment
is operational and available during period of
chemical handling. How chemicals are handled
in a manner that complies with organizational
policies, procedures, and legislation. How
opportunities to improve safety of chemical
handling are identified, and are implemented
with personnel responsible for initiating
changes. How correct clothing is worn in a
manner that protects personnel and product and
complies with organizational policy and
legislation. Is the work environment clean and
free from hazards? How wastage of chemicals
due to handling is minimized. Basic Operation
Training of Domino Printer Participants were
executive level employees and below. The

purpose of this training was to give the

knowledge for operating printers. Power
Generator Operating System Purpose of this
training was to give the knowledge about power
generators functions and operating system.
This is helpful for the employee who is
responsible for the day-to-day generator
operation. CG News 66 Stress Management
Participants were Manager level employees.
The purpose was to help managers manage
their work related stress. Participant benefited
by understanding the root cause of stress and
its effect Participant learnt how to manage
(reduce) stress Participants benefitted by
sharing experiences about real life stress
situation and got tips from experts on how to
manage it. Front Office Operations Participants
were Front Officer or Personal Secretaries. The
purpose was to practice quality
reception/telephone operation job. Concepts of
Business Management Participants were
management level employees along with heads
and subheads of functional and business units
and supervisor. The purpose was for an idea
about organizational goals conducting effective
management, to understand the range of
approaches including the principles of

accounting, public relations, operations, labor

relations, time management and to improve the
performance of a business in some measurable
or otherwise provable manner with
understanding for effective allocation for the
optimum level of output for the business. Topics
covered were; Concept of business
management strategy and it deals with the
steps that are taken by the collective decision of
the managerial authority of the business as well
as the workers for the attainment of the desired
objective. Principles of planning, organizing,
directing and controlling in the business. The
operational business processes involving the
day-to-day activities of the business is also a
part of business management. Organizational
leaders can learn new ways of managing and
developing their employees, as well as
communicating and collaborating with each
other, that can make the entire operation
function better. Stronger leadership and higher
employee engagement, which can drive better
business performance. Leaders can develop new
skills that help them better engage, inspire and
lead their people. Human Resource CG News 67
Interview Skill The participants were top level
management along with heads and subheads of

functional and business units and supervisors.

Training Purpose: There will always be
competition for skilled and talented workers.
Hiring qualified employees is an art but also
requires certain skills. You have to be a good
listener; you need to know how to redirect a
conversation; How to conduct interview properly
and you must be able to make a distinction
between those who simply want the job and the
perfect candidate who can get the job done.
Topics covered were; Understand the role of an
effective interviewer. How to prepare for an
interview. Know what you want. Avoid The
Hiring mistake. Set the tone. Know the
interview technique. Dos & Donts. Leadership
Participants were management level along with
heads and subheads of functional and business
units and supervisors. Training Purpose: Concept
and importance of leadership and leadership
qualities; how to inspire people with this vision,
and motivate them to give their very best; how
to transform vision into reality; how to develop
people so that they become highly-motivated
and exceptionally-effective team players; how to
counter weaknesses, building self confidence
and conceptualize leadership strengths; how to
lead and how to make good decisions. Topics

covered were; Understand the role of the

effective leader in your organization Assess
their own natural leadership style, and identify
areas for development and improvement.
Learn how to make decisions to involve team
members to a lesser or greater degree,
depending on the circumstances of each
situation. Learn to communicate, delegate,
and follow through effectively, to help the team
deliver business results and develop group
capacities and strengths. Know key
components of a productive team. Know the
technique of how to drive the team.

Training on Self Leadership Participants were

management level along with heads and
subheads of functional and business units and
supervisors. The training objective was to
understand the Self Leadership Behaviors
Gaining insight into your Patterns, and Rules for
developing own self Defining Qualities and
Strengths required for building leadership
Learning about Commitment and How to Move
Things Forward Making Decisions for owns

development. Multi Brand Business Sale (ONIDA)

Participants were Sales Executive Managers.
The purpose of this training was to introduce
them to ONIDA products Internal Audit The
participants were Executives, Production Based
Staff, Accounts, Administrative, Quality Control,
Material Handling Purchase and Employees who
are responsible for ISO. Purpose of an internal
quality audit is measuring the effectiveness of
an organizations quality management system.
For this to happen, executive management must
first meet its overriding responsibility of
establishing and maintaining a system regarding
quality policy, goals, resources, processes and
effective performance--including monitoring and
measuring the systems effectiveness and
efficiency. Even with the ups and downs of the
current market, knowing how to conduct a
successful interview can help you land the best
employees. Coverage A. establishes a quality
management system that is suitable for its
products and processes, and appropriate for its
certification scope B. analyzes and understands
customer needs and expectations, as well as the
relevant statutory and regulatory requirements
related to its products C. ensures that product
characteristics have been specified in order to

meet customer and statutory/regulatory

requirements D. has determined and is
managing the processes needed to achieve the
expected outcomes (conforming products and
enhanced customer satisfaction) E. has ensured
the availability of resources necessary to
support the operation and monitoring of these
processes F. monitors and controls the defined
product characteristics G. aims to prevent non
conformities, and has systematic improvement
processes in place. Human Resource CG News
69 Store Management Training Purpose: This
training was for people who are currently
working in jobs in the stores and inventory unit
which involve the store and inventory
management. This was seen as a tool for the
learner to indicate that they are able to manage
any stores. People credited with this training
were able to manage the store safely and
properly. Employees were ultimately
responsible for the daily operations. How to
manage the store more efficiently. Knowledge
on how to run a warehouse.

Possible Outcomes from Effective Performance

Management Q Clarifying job responsibilities

and expectations. Q Enhancing individual and

group productivity. Q Developing employee
capabilities to their fullest extent through
effective feedback and coaching. Q Driving
behavior to align with the organizations core
values, goals and strategy. Q Providing a basis
for making operational human capital decisions
(e.g., pay). Q Improving communication
between employees and managers.

http://www.slideshare.net/vipulFACE/projectreport-on-performance-appraisal-of-bsnl?
related=1

Performance management in the APS is the use of interrelated strategies and activities to improve
the performance of individuals, teams and organisations. Its purpose is to enhance the achievement
of agency organisational goals and outcomes for the government. Effective performance
management requires a framework that integrates organisational, business and individual planning
and performance. It can involve:

clarifying performance objectives (this could include tasks, outcomes, behaviours and
values based systems or a combination of these) and linking these with organisational
business plans;

periodic performance appraisal of individuals or teams against the achievement of these

objectives;
feedback from this appraisal;
recognition or reward for performance, including performance pay, salary progression
guided by performance or non-pay reward systems;

team and individual development to build capabilities;

counselling, or other action to deal with poor performance;

establishing a link between the development of capabilities with organisational and

business planning (i.e. not only cascading down from corporate and business planning
outcomes but also having a system that feeds back up); and
evaluating the contribution of individual, team and organisational performance.

This definition has a focus on managing performance to meet the Governments required outcomes.

Effective performance management enables employees and teams to understand the goals of the
organisation and to identify how individual and team outputs contribute to the achievement of
organisational objectives in line with APS Values.
Integrating people, planning and performance with organisational objectives develops individual and
organisational capability and leads to higher performance. The performance appraisal process
articulates the standards of work expected and the values and behaviours employees are expected
to uphold in meeting their job requirements and in communicating and working with others.
Performance management should focus efforts more closely on the objectives and needs of the
organisation. Performance appraisal and feedback assists employees to understand what work they
do well, where their development needs are and how they can improve their performance.

CEOs have significant capacity and flexibility

The Financial Management and Accountability Act 1997, Commonwealth Authorities and
Companies Act 1997, theWorkplace Relations Act 1996, and the Public Service Act 1999 comprise
a legislative framework that focuses on effectiveness and the achievement of organisational
objectives. The framework provides Agency Heads with significant flexibility to pursue results and to
tailor their approaches to managing performance to best suit the needs of their own organisations.
Although there may be many common elements, performance management frameworks are diverse
and what works best in a particular organisation will depend on a range of environmental factors
CEO leadership, nature of business and culture, organisational history, the maturity of performance
management systems and the workplace relations climate.
These environmental issues can influence and guide the development of performance management
approaches in particular agencies. However, cultures are not immutable and the application of
performance management techniques will in turn influence the direction and development of
changes in organisational culture.

Key elements of good practice identified

Key elements of good practice in the design and implementation of effective performance
management systems in public sector agencies can be summarised as:

Alignment
Designing performance management based on a detailed understanding of the outcomes sought by
government and stakeholders, the nature of the business, its goals, clients, and performance
measures, as well as its culture, history and where a CEO wishes to take the organisation.

Outcomes sought by government

Consistency with APS Values and legislative framework

Nature of the business

Client and stakeholder expectations

History with performance management

Maturity of systems

Organisational values

Industrial climate

Credibility
Engaging and winning the support and confidence of staff through transparency, fairness, simplicity,
progressive implementation, CEO and management commitment, reducing the gap between
rhetoric and reality and by addressing poor performance.

CEO and Executive commitment

Review and simplicity

Fairness and trust

Multi-source feedback

Addressing the rhetoric reality gap

Dealing with under- performance

Reporting of outcomes

Staff ownership of the system

Integration
Ensuring that performance management is part of the overall corporate management structure of
the organisation, that there is a clear line of sight for staff between their responsibilities and the
objectives of the organisation and that implementation is planned carefully and with an adequate
training component.

Line of sight between corporate and individual goals

Embedded in a system of organisational performance management

Link to training and career development

On-line delivery

A checklist for design/review

These factors constitute a good practice checklist for agencies designing or reviewing their
performance management systems.

Significant progress but challenges remain

Performance management in the APS can be described as work in progress. Significant progress
has been made but major challenges remain, especially on the issues of credibility and staff
engagement. In addition to this framework for good practice in performance management, MAC has
identified a number of issues for further attention.

Need to understand contribution to organisational

performance - Performance review and feedback
Approaches to assessing organisational performance are still being developed, with implications for
a range of management responsibilities, including understanding the contribution of performance
management to organisations. Better measures of both individual and organisational performance
will continue to be developed.

Performance remuneration only one component of

performance management - Reward and recognition
strategies
All APS agencies apply performance-linked remuneration in line with the appropriate legislative and
policy frameworks the Commissioners Directions under the Public Service Act 1999 and the
Governments Policy Parameters for Agreement Making in the APS.
The various approaches to performance management build on and complement these frameworks
by linking other systems of recognition and reward, ranging from positive feedback through to
performance bonus or other performance related rewards. However, it is important to keep
performance-related remuneration in perspective as only one component of performance
management and of broader approaches to reward and recognition, and to acknowledge the
diversity of views and approaches on this subject.

Important to manage both what and how - APS

environment and values
An appropriate balance needs to be struck between managing resources and achieving outcomes
on one hand, and managing individual behaviour through a values based system on the other.
Within an environment of devolution and diversity, the APS Values and Code of Conduct are an
essential cohering force for concepts of a single service. The Public Service Act requires that
Agency Heads uphold and promote the APS Values and, similarly, APS employees are bound to
uphold the APS Values. The balance between greater flexibility on the one hand and accountability
on the other hand should continue to be monitored.

Management philosophy vital - The management

approach and philosophy of Agency Heads
The devolution of responsibility to Agency Heads has had a marked positive impact on stimulating
innovative approaches to performance management. It is important that CEOs continue to have the
ability to implement flexible performance management regimes, including as appropriate,
performance remuneration schemes, which are tailored to the particular needs of the agency they
head.

Management of poor performance a key challenge Handling under-performance

The challenge of handling under-performance is a key one for the overall credibility of performance
management. Managers in the APS are conscious of this need and are starting to respond.
Nonetheless, leaders need to give the management of under-performance high priority and ensure
that results are achieved.

A workshop on Team Building, Retail Chain

Management, Effective Sales Call and Brand
Management was organized at FUDCO on 2nd
Chaitra, 2063. About 30 daily salesmen (DS)
participated in the workshop. The main
objectives of the workshop were to educate
sales people (DS) about the changing marketing
environment, enhance their skills in getting
maximum sales, use of marketing concepts and
make them clear about what the company
expects from them. Mr. Manoj Acharya, Retail
Chain Manager, talked about the importance of

RCM (Retail Chain Management) in getting

optimum level of availability of the products
thereby increasing sales and predicting future
trends. Mr. Miresh Adhikari, Brand Manager
highlighted the importance of brand and stated
why it requires great attention. Mr. G.P. Sah, Sr.
General Manager made concluding speech of
the workshop. He mentioned about the
increasing competition in marketing and
expected best performance from our sales
people. He also talked about the career
opportunities in marketing and suggested sales
people to do their work honestly and efficiently.
About 30 daily salesmen (DS) participated in the
workshop.

A workshop on leadership, communication and

team building was conducted at Chaudhary
Udyog Gram from 26th to 28th Jan, 2007.The
Communication and Team Building @ CUG
Workshop on Leadership workshop focused on
equiping the participants with knowledge,
realization and skill which would enable to
empower and infuse themselves with positive
power.

GT - Corporate HR
Chaudhary Group
January 2014 December 2014 (1 year)Corporate Office,Sanepa
- Preparing Offer Letter/ Appointment letter and other official documents related to HR
- Search, maintain records and confirm Internship
- Conducting Joining formalities;
- Maintain personal files in hard copy as well as digital copy
- Maintain C.V database
- Update the career site
- Search candidates through internal database
- Assist HR Head,Manager,Sr. Executive and Executives in day to day operations (as per need
basis)
- Searching/Sorting of CVs for managerial level using Naukri.com
- Part of CG Leadership and Management Development Program
- Handling Assistant Level recruitment