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Opportunity for Entrepreneurship -For HR Services [Ref. Linkedin/BsAP/KZ6151] PLEASE READ CAREFULLY BEFORE APPLYING ARE YOU AN INDIVIDUAL INTERESTED TO BECOME AN ENTREPRENEUR? OR ARE YOU A FIRM/COMPANY LOOKING FORWARD TO AN ALLIANCE WITH A LARGE MULTINATIONAL GROUP? The Business proposal is for starting your own enterprise in association with Neugene for HR Staffing solutions, under the banner of our Company on certain terms and conditions of the company, the brief responsibilities of Business Alliance Partner are appended in this mail at the bottom. About Neugene - in brief [URL We are one of the world's most respected multinational companies providing strategic and innovative HR solutions to the corporates across the globe. For over two decades Neugene has been highly regarded for its expertise & innovation in the staffing industry. We today rank among the Top 20 companies in world while number one in India with the largest Network. Our Clients include the top companies in leading industries including many Fortune 500 companies. Neugene`s strategic vision is to expand its horizon across the globe. To fulfil this mission our immediate plan is to establish Alliance Partners for our HR STAFFING BUSINESS, in all major locations across the country. Individuals having flair for entrepreneurship with high revenue earning with low investment model, may apply in confidence giving full details /profile & answer to the following questions If the answer to the above is affirmative, please reply to the following questions Point-wise reply is MUST for short listing the application i. Your full name and gender _____________________________ ii. Do you have investment capacity ranging between Rs. 100K and 450K? iii. Do you have arrangement of office infrastructure including Computer, Phone and Internet facility? iv. Do you have prompt decision-making strength? v. Do you have any exposure / experience in either a Human Resource b Marketing c Finance d Information Technology e Engineering? vi. If selected, will you be able to execute the documentation in a short notice [viz. 3 - 5 days]? vii. If deemed necessary, will you be available for a telephonic interview or personal interview? Mention preference viii. Please mention your Preferred Location [complete Address] wherefrom you wish to operate as also your Contact details, viz. a Current /Permanent Address, b Phone Numbers - Mobile & Land-line, and c E-mail Id. ix. Kindly attach your detailed and updated Profile along with the reply. x. Please mention Ref. code _________________ given in the subject column On receipt of the above information intact along with your Updated Profile, we shall forward you the Business Proposal. Please ensure to reply all the questions point-wise. Please note The brief responsibilities are set out in different categories given below, you can opt for any of the categories or all, based on your capabilities and potential. The detailed responsibilities along with scheme models and other terms are available in the detailed Business Proposal, which will be made available upon receipt of the reply to the above questionnaire BRIEF RESPONSIBILITIES OF ALLIANCE PARTNER Category A Under Category A, Alliance Partner will source the vacancies from reputed Corporates [from any location in the country/Overseas], for Recruitment and/or HR Outsourcing. Upon receipt of the vacancies, Alliance Partner shall find suitable candidates in line with clients’ requisition. Neugene shall give access to complete databank of candidates available to source the right candidates. Category B Under Category B, Alliance Partner gets vacancies directly from Neugene for its clients. Alliance Partner’s major responsibilities will be Screening the right candidates for the vacancies released by Neugene of its clients. After screening, Alliance Partner will forward them to the client for short-listing. Once the candidates are short-listed, Alliance Partner will line-up the candidates for interview as per the client’s schedule. Category Help Under Category H, Alliance Partner will source the vacancies from reputed Corporates [from any location in the country/Overseas], Recruitment and/or HR Outsourcing and transfer the requirement to Neugene. Neugene shall arrange to find suitable candidates by its Recruitment team or its resources. This category is available in selected scheme models only. PLEASE ALSO NOTE THAT IF SELECTED, YOU SHALL RECEIVE A COMPREHENSIVE TRAINING FOR THE BUSINESS AS ALSO THE KNOW-HOW OF THE PROJECT, BESIDES OTHER FACILITIES INCLUDING REGION-WISE GLOBAL DATABASE OF CANDIDATES. Please email your reply on the below mentioned emails ids sunil & Regards Sunil Kumar GM-Client Relation HR Consulting Division Corporate office Statesman House, Level 4, Barakhamba Road, New Delhi 110 001. URL Email sunil Ph +917835907079 Cell, +911206579041
Aug Press release Sandvik acquires US based tap manufacturer Balax. July 25, 2022 Press release Sandvik wins record SEK 330 million order for battery-electric mining equipment. July 15, 2022 Press release Sandvik completes the acquisition of US based custom tooling manufacturer Peterson Tool Company.
Generative AI It’s powerful. It’s accessible. And it’s poised to change the way we work. On this episode of the McKinsey Talks Talent podcast, talent leaders Bryan Hancock and Bill Schaninger talk with McKinsey Technology Council chair Lareina Yee and global editorial director Lucia Rahilly about the promise and pitfalls of using gen AI in HR—from recruiting to performance management to chatbot-enabled professional growth. An edited version of their discussion follows. What’s so different—and so disruptive Lucia Rahilly There has been so much buzz in recent months about generative AI and tools like ChatGPT. Many people seem to be ricocheting between wonder at the potential of these tools and fear of their inherent risks. Lareina, what’s different about generative AI, and what’s behind its disruptive potential? Lareina Yee A couple of things stand out about generative AI. In November 2022, OpenAI released ChatGPT and within five days, there were a million users. So the speed of adoption was unlike anything we’ve seen. For me, what was most profound about that moment was that anyone—of any age, any education level, any country—could go onto GPT, query a question or two, and find something practical or fun, like a poem or an essay. There was an experience there that was accessible to everybody. We’ve seen a lot of advancement in the technology since then, and it’s only been a couple of months. A second super-interesting thing is you don’t need to be a computer scientist to leverage the technology—it can be used in all types of jobs. OpenAI’s research estimates that 80 percent of jobs can incorporate generative AI technology and capabilities into activities that happen today in work. That is a profound impact on talent and jobs, and it’s different than how we’ve talked about it before. In some ways, the genie is out of the bottle. It’s probably not the best strategy to try to put it back in. Lean forward and figure out how to use it in a way that’s productive and safe. Lucia Rahilly The immediacy of the use cases feels so novel and so lightning fast. Explain what generative AI is, so we’re working from a common definition of that term. Lareina Yee Generative AI is a technology that prompts the next best answer. A lot of people have used ChatGPT to summarize information, to draft a response to something, by pulling together an enormous amount of public data. But there’s also amazing imaging. I might want a song, audio, video, or code. Code is a huge example. It’s amazing the range of things that generative AI can do in the world, and it’s just getting started. Bryan Hancock I asked ChatGPT about myself, and it accurately reported that I do a lot of work on talent. However, it inaccurately reported that I went to Cornell because it assumed that Cornell was the most appropriate answer based on my background instead of the University of Virginia—where I did go. I thought it was very interesting that you don’t necessarily get what’s right but rather what’s logical. Lareina Yee In some ways, that emulates how we think. I’m not suggesting it’s thinking the way humans do, but in many ways, we use shortcuts and cues to make assumptions. That is kind of why people say, “Gosh, it feels really clever.” But to your point, Bryan, it’s not 100 percent accurate. There’s a great term for that “hallucinating.” What gen AI means for recruiters . . . Lucia Rahilly We’ll talk more about some of the risks, but let’s turn to what these kinds of generative AI capabilities mean for talent in particular. Do you expect generative AI to reshape or alter the recruiting process in any meaningful way? Bryan Hancock I think it’ll reshape recruiting in two meaningful ways. The first is helping managers write better job requirements. Generative technology can actually pull on the skills that are required to be successful in the job. That’s not to say managers don’t need to check the end product. They’ll need to be that human in the loop to make sure the job requirement is a good one. But gen AI can dramatically improve speed and quality. The other application in recruiting is candidate personalization. Right now, if you’re an organization with tens of thousands of applicants, you may or may not have super customized ways of reaching out to the people who have applied. With generative AI, you can include much more personalization about the candidate, the job, and what other jobs may be available if there’s a reason the applicant isn’t a fit. All those things are made immensely easier and faster through generative AI. Bill Schaninger The best application of gen AI is in large skill pools where you’re trying to fill a reasonably well-known job. We need a more productive and efficient way to navigate all the profiles coming through. Where it makes me a little anxious is anytime it’s a novel job—a new role—or even, in US law, a job that’s changed more than 25 percent or 33 percent. In those cases, you have to go back and revalidate the criterion by which you would judge people in or out of the pool. The challenge with validation is you need a performance criterion to regress against and say, “What’s the difference?” In some cases, that means figuring out how to get that criterion out of a data lake without encroaching on other people’s proprietary performance data. If you say, “Well, we’re only going to use our data as the employer,” then you are only basing the criterion off people you’ve already hired. And to validate, you have to look at the people you didn’t hire. So it doesn’t mean the technology can’t be used. It just means there’s probably a little bit more front-end work on applying it to novel jobs and a wide-open opportunity for the big skill pools. Lucia Rahilly We talk a lot about having over-indexed on credentials and under-indexed on skills in the recruiting process. Does generative AI have a role in accelerating that shift from credentials like college degrees to the skills that candidates are actually capable of contributing to the workplace? Lareina Yee I’m optimistic it can. One thing this technology does extremely well is tagging—the ability to tag unstructured data for words. There are a lot of businesses that are thinking about applying that to e-commerce, to different types of retail experiences. But you could also apply it to talent acquisition or looking for capabilities. Now you don’t need to look for a credential or a degree. You could look for keywords in terms of capabilities and skills. Looking at social media, how do people talk about certain capabilities? You may find there are better words to associate with those who have those skills. Think of a world where you want to be able to find candidates who have amazing experience from learning on the job but don’t have PhDs or college degrees. I’m optimistic that this could open more doors for folks like that. Bill Schaninger This is an interesting trade-off in the business world, which likes proprietary data sets and grouping of profiles. The real power might be, “How much can you get in the public domain until you start bumping up against paywalls?” Long ago, when LinkedIn was bought, the APIs got limited to job titles—not necessarily all the spec that was underneath it. There is power in these pools—in particular, in profiles of jobs—because then you can go look at tasks and skills. I’d imagine there’s going to be a race here toward figuring out how we can piece these together to form the ontological cloud, if you will, of “these 17 things describe this skill.” Because it really is about skills and not credentials. . . . And what it means for professional growth Bryan Hancock You can also think about this as aiding a skill-based transition not just from the employer’s perspective but from the candidate’s or employee’s perspective. In the current world, if you’re somebody who may have some skills but don’t have a very clear view of what your career opportunities might be, you are highly dependent on a manager or somebody taking an interest in you and helping to navigate you to “nontraditional” paths. But in a world of generative AI, you could have a conversation with a very intelligent chatbot and say, “Hey, here are my skills and experiences. What jobs could be open to me?” And it could come back and say, “Well, most people with your skill profile do these things, but some do A, B, C,” with “C” being coding. And then, you could say, “Tell me what these jobs in coding would be,” and it could pull a job description for a coder that is not just geared toward an IT person but translated into words you understand. Then you could say, “OK, this is great. I’m interested. What learning experiences do I need?” And generative AI could tell you what those learning experiences are. So for somebody who has the innate ability but not the visibility, generative AI can illuminate a range of career paths and start helping people understand how to get there. Lareina Yee Imagine I’m ten years into my career and I’m feeling a little stuck. What if I had a professional development AI assistant that helped me think through questions like, “What type of job should I seek? What are the types of roles within my company? How do I think about them?” and “What classes would I take?” as opposed to waiting for someone to reskill me—which sounds awful. How do I take the initiative ten years into my career to build the skill sets and understand the range of jobs available for my capabilities? That would be so cool. Bill Schaninger Depending on the regulatory environment you’re in, you’re not allowed to make any selection decision without a human being involved. This is particularly true in the EU. It’s a nice way of augmenting human work but not cutting out the decision making. On the employee side, it should provide much more transparency; you can actually see how close you are to a lot of things. I love it for the employee experience part. I get anxious about the selection part just because we’re still not sure about what’s in the data lake and how good people are at prompting the AI. Lareina Yee Right. It’s great to give you some options, but it’s not an answer or a recommendation engine. Your judgment matters. Bryan Hancock Another thing we’re seeing is that ChatGPT—and generative AI more broadly—can be particularly good at getting new workers more quickly up to speed. There’s interesting research that Erik Brynjolfsson at Stanford, along with others from MIT, have recently come out with, which looks at call-center workers. They found that generative AI functionality wasn’t all that helpful for the most experienced representatives. It was incredibly helpful with new folks because they were able to get that institutional knowledge much more quickly. It was at their fingertips. They could ask a question and get the answer. So the productivity of new folks was dramatically higher. Generative AI really gets you 80–90 percent of the way to full proficiency. Lareina Yee Bryan, I love that, and I share the optimism. What’s new for the performance review Bryan Hancock One of my personal favorite uses for generative AI on the people front is actually for performance reviews. Hear me out I don’t want generative AI actually generating somebody’s performance review. That needs the human in the loop, needs human judgment, needs empathy. But let me use this example of what I do as a McKinsey evaluator I get written feedback from 15 to 20 individuals. They enter it into a digital system. I’ve got long-form feedback. I look at upward feedback scores that include written commentary as well as specific number-based scores. I look at how often people were actually deployed on engagements. I look at compliance-related measures. Did they turn in their stuff on time? A whole range of things. For me, as an evaluator, getting to a first draft is an incredibly arduous process. I take pride in the time and the thoughtfulness that goes into it. But what if I could hit a button and get a draft? When I have each of the conversations with the 15 people that best know the person I’m evaluating, what if I had a draft I was already working from? It’s not a replacement for going through everything, but that initial synthesis would help me get more quickly to what I really need to probe for that person’s development and growth. I’m excited about that use case because it eliminates a lot of work. At first, many people would think, “I’d never want generative AI anywhere near performance reviews.” But it’s exciting if we think of this as a productivity aid or as something that helps us be even better. Lareina Yee Now let’s talk about the employee he’s evaluating. The employee gets the feedback, and Bryan probably wrote it clearly, and he delivered it with empathy, so the person is feeling, “OK, I’ve got some strengths, and I’ve got some development needs.” But what if I, as the employee, can query, “Who are five success models with my strengths and weaknesses, and what have they gone on to do? How can I visualize my career development? How can I continue to work on it?” I could also have an assistant that helps me map my professional development. In that way, when we check in a year later, I’ve really improved and increased my aspirations. What if Bill is someone I should model myself on? Instead of Bryan having to introduce me to Bill, generative AI helps me realize that I’ve got the makings of a Bill Schaninger. I can be inspired by that. I think there’s a lot that enhances what we’ve been trying to do so laboriously for years. Bill Schaninger We talk about putting the manager back in performance management. Every time you talk to somebody about something good or bad, log it away. That way, at the end of the year, it’s more of an aggregation and synthesis, and it’s not a surprise to anyone. But that requires regular entry. So while I love what you’re describing, it’s not the tech that does that; it’s the people committing to the common data capture and the common approaches that enable it. Bryan Hancock Your point is well-taken. Then, as an evaluator, I apply my human judgment. Bill Schaninger The normative data is nice. When we get our sponsorship and mentorship data at McKinsey, we see how we compare to other partners in a given region. If you don’t have a reference point, though, how would you know what “good” actually is? When you get the normative data, you can start getting some guidance. I like all that, and it’s all enabled by huge amounts of data. If this enables a more robust and wholesome view of actual performance, it makes it a whole lot easier to have a difficult performance conversation. We need to put the manager back in performance management. But can we make it easier on managers so they can spend the time managing instead of scribbling out a schedule or knitting together 15 data points? Bias and other risks Lucia Rahilly Let’s talk a bit more about some of the risks. Generative AI learns based on historical data, and historical patterns of data reflect historical biases. By relying on generative-AI-driven tools, what’s the risk we are inadvertently propagating these inherited biases? Lareina Yee Certainly, today, generative AI can amplify bias. Let’s say I’m recruiting, and I describe some different qualifications. I’m looking at urban centers of talent, and I decide I’d like to look for basketball captains; or perhaps, instead, I say that lacrosse captains are desirable. These are team sports with captains and leadership, so in some way that makes sense. But if you look at demographics, who plays basketball in cities is very different from who plays lacrosse. And so, by emphasizing lacrosse, you will typically get more young White male leaders, whereas if you chose basketball, you might find more African Americans or Latinos. What about softball, where we see women? What happens if, instead, we select a whole set of sports? Even then, just the selection of the sports as a filter could amplify bias in the questioning. I think the power of the question is on us as humans. Bryan Hancock Of course there are also intellectual property concerns. But I also think there’s a risk of us all becoming less interesting. If you are somebody in a creative field and you leverage generative AI to get your output up from six articles a week to 12, you’re spending less time per article. You may need to do that to get to publication in time, but that also means you’re not spending as much time in the shower, on a run, or in the car thinking about the articles. Your productivity will go up, but you may not necessarily have as much time for creative thinking. We know that the most creative thoughts come from downtime—when you’re doing something else and letting your mind wander. This risk of being less interesting is important, and one that we may not have fully thought through yet. Lareina Yee Precisely. There are a lot of risks. Let’s also think about leaders who are implementing this technology. Often people had a workflow where they would think about a technology and the business return on investment, and only at the end would ask, “Are there any risks we should worry about?” I would strongly recommend that you think about risk up front in the workflow design. The other thing is there’s a real opportunity for what we typically call “change management.” If you don’t think through how the technology changes the job, workflow, or collaboration model, then you’re not necessarily directing that additional time toward something that’s more value added. You need to think about how it affects the rest of the workday and workweek. Bill Schaninger In many cases, we’d like to blame the technology and not highlight the poor problem solving that happened just before implementing it. Getting a better, shinier tool that’s faster and more expansive doesn’t relieve you of the burden of thinking things through. Lareina Yee The bigger thing to call out here is that three of us have spent this time thinking about all the positive intentions and the ways we can use this for good. But there are probably people who are thinking about this technology and asking, “How can I use this for harm?” Traditionally, this is why government regulation, policy, and international standards play a fundamental role in our society. I don’t think you can completely leave it to the private sector to self-regulate. Preparing for the inevitable Lucia Rahilly A big concern for people is that these kinds of tools will eliminate their job or—potentially even worse—become their bosses. What do you think people can do now to prepare for the changes that are coming with generative AI? Bill Schaninger I would try to make it easier for them to learn and play with it. This is better than continuing to try to resist it. I don’t think we should become beholden to these fears. Lucia Rahilly And assuming HR and talent processes become increasingly automated, how can leaders ensure that generative AI doesn’t get in the way of what Bryan called “the human in the loop?” Lareina Yee Leaders have a huge role to play in two ways. One is to modernize and leapfrog their own talent capabilities within their functions. And second, if 80 percent of their workforce is shifting, they play a huge role in how that happens and how it affects employees at their companies. I think leaders have a huge voice at the table. Bryan Hancock It’s a tremendous opportunity for HR to increase access to opportunities for huge swaths of their workforce. It’s an opportunity to get managers more consistently up to the level of performance that HR leaders have always wanted them to achieve instead of working on administrative tasks. I hope that HR would view this as an opportunity to routinize and get rid of the work that they don’t have to do. Then for the work that they do have to do, they can use this technology to find a way to get better answers more quickly.
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HRServices Specialist (Operations) - European Engineering MNC. 2 months contract convertible to permanent. Salary: $5000 max. 5 days work week. 8am - 5pm. Location: Tuas. Job Scope. Performs day to day processing of HR requests related to one or more service lines (Employee. Life Cycle, Integrated Talent, Global Mobility, Learning
DIRECT HIRE We offer a wide range of Direct Hire services to augment the job provider's search efforts. We conduct preliminary interviews and shortlist the candidates as per client organisation’s requirement and make arrangements for face-to-face meeting with the job provider and thus help them assess and evaluate the right candidate for the job. We specialise in providing manpower at all levels Senior Management Middle Management Junior Management CONTRACT MANPOWER We specialise in providing fresh / trained manpower on contract as per the specific requirement of the client. We select and match employees to the job provider's work and environment. These people are taken on our payroll. We pay them regular salaries with statutory benefits and handle all the legal compliances and government regulations. The client organisation just receives a single invoice every month. The contractual process is not just a one-way process; we also take the Company’s employees on our rolls if any such need arises. Thus, we provide greater flexibility for the client organisation CONTRACT-TO-HIRE While our employee is working with the job provider, the client has the opportunity to assess the candidate's skill, work ethics and cultural fit. After the contract period, the client organisation has the option of taking on the contractual manpower on its own payroll. TRAINING & DEVELOPMENT PROGRAMMES We provide comprehensive training solutions to Corporates, Channel Partners, Institutes and Colleges. We have a strategic alliance with Indus, the leading training organisation of the country having 120 plus full time trainers on payroll. We conduct practical programs tailor made for the specific organization focused at middle and frontline positions and have conducted over 6000 workshops covering over 1,00,000 participants across various sectors of industry. We have extensive experience in diverse industries, viz. Telecom, Petroleum Sector, Automobiles, Consumer Products, Consumer Durables, BPO, Airlines, Liquor, Pharmaceuticals, IT, Tyres, News media, and so on. PAYROLL MANAGEMENT Payroll outsourcing services are bundled into one package, creating savings and efficiency. The simplicity of bundling payroll outsourcing consulting services helps you implement and administer quality benefit programs without distracting employees from their core business functions.
Tahun2001, MNC Group melakukan ekspansi di bidang media dan merambah bisnis entertainment hospitality tahun 2007. Saat ini MNC Group merupakan grup investasi terkemuka Indonesia dengan 3 bisnis strategis: Media & Entertainment, Jasa Keuangan, dan Entertainment Hospitality.
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