WE LIKE PRESENTATION KE I EL Y W

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WE LIKE PRESENTATION KE I EL Y W P O E B PLY T

WE LIKE PRESENTATION KE I EL Y W P O E B PLY T C M O SA O N S R D NT A – LTE KG RKU N A WADEKAR T C N IN JE CO L O E W PR H P G D / J L 1 5 / 1 7 X X Sample only ACTUAL PPT CONTAINS 45 -50 SLIDES PRIN. L. N. WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH

WE TUBE KE I EL Y W P O E PL T C M

WE TUBE KE I EL Y W P O E PL T C M O SA O N S R D NT A K T – TE G N EC ON I EL ROJ C W P

Screening Employees - The need of the hour - Prof. Priya Nair (1) �Pre-employment

Screening Employees - The need of the hour - Prof. Priya Nair (1) �Pre-employment screening is the foundation of good personnel security. It seeks to verify the credentials KE I EL Y of those you are seeking to grant access to your sites W P E L CO P T and information, and to check that they meet M O SA O N S preconditions of employment AR – D ENT K T T G C N N I JE CO L O E W PR

Screening Employees - The need of the hour - Prof. Priya Nair (2) �Pre-employment

Screening Employees - The need of the hour - Prof. Priya Nair (2) �Pre-employment screening can be used to confirm an applicant’s identity, nationality and immigration KE I EL Y status, and to verify their declared skills and W P E L CO P T employment history. It may also raise concerns M O SA O N S R D NT about the integrity and reliability of an applicant, for A K T – TE G N EC ON example: I J C L O E W PR

Screening Employees - The need of the hour - Prof. Priya Nair (3) �

Screening Employees - The need of the hour - Prof. Priya Nair (3) � involvement in illegal activities; � unspent criminal convictions relevant to the role, particularly E IK if not volunteered by the applicant and only revealed by other L E W PY checks; O E PL T C M O � false or unsubstantiated claims on the CV or application form; SA O N S R D NT � unsubstantiated qualifications; A K T – TE G N EC ON I � unexplained gaps in employment history; EL ROJ C W P � adverse references; � questionable documentation e. g. lack of supporting paperwork or concern that documents are not genuine; or � evasiveness or unwillingness to provide information on the part of the candidate.

Competency Frameworks Prof. Mansi Bhardwaj (1) �The question is: How do you define the

Competency Frameworks Prof. Mansi Bhardwaj (1) �The question is: How do you define the skills, behaviors, and attitudes that workers need to KE I EL Y perform their roles effectively? How do you know W P E L CO P T they're qualified for the job? In other words, how do M O SA O N S R D NT you know what to measure? A K T – TE G N EC ON I �Some people think formal education is a reliable EL ROJ C W P measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior.

Competency Frameworks Prof. Mansi Bhardwaj (2) �All of these are important, but none seems

Competency Frameworks Prof. Mansi Bhardwaj (2) �All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits KE I EL Y needed for any particular role. Nor do they guarantee W P E L CO P T that individuals will perform to the standards and M O SA O N S R D NT levels required by the organization. A K T – TE G N EC ON I �A more complete way of approaching this is to link EL ROJ C W P individual performance to the goals of the business.

WE LOUNGE KE I EL Y W P O E PL T C M

WE LOUNGE KE I EL Y W P O E PL T C M O SA O N S R D NT A K T – TE G N EC ON I EL ROJ C W P

Mr. Paresh Chaudhry CEO, Madison PR (1) �Paresh has over 24 years of Brand

Mr. Paresh Chaudhry CEO, Madison PR (1) �Paresh has over 24 years of Brand Communication & Reputation Management experience across KE I Industries & key global markets. He has been a EL Y W P O E business communication professional with Reliance PL T C M O Industries, Hindustan Unilever, Smith Kline SA O N S R D NT A Beecham , Ranbaxy & Wockhardt. Paresh's K T – TE G N EC ON I last assignment was as Group President -Corporate EL ROJ C W P Communications, Reliance Industries, reporting to Mr. Mukesh Ambani. Prior to Reliance, he was Head of Communications at HUL & Communications Leader, Unilever South Asia.

Mr. Paresh Chaudhry CEO, Madison PR (2) �A combined expertise of 25 years in

Mr. Paresh Chaudhry CEO, Madison PR (2) �A combined expertise of 25 years in marketing, brand management & communications and reputation KE management spanning across multiple industries with I EL Y blue chipped companies ( Ranbaxy, HUL, RIL). A W P O E complete hands-on experience across key global markets PL T C M O has helped set benchmarks in brand management in the SA O N S R D NT A global corporate communication functions. K T – TE G N EC ON I �An understanding of the above has given me an edge in EL ROJ C W P the overall strategic planning and execution and my involvement in launching international brands , creating brand identity manuals, media policies and customized crisis communication guidelines. These have proved a ready reference for each organization I have been associated with.

Mr. Paresh Chaudhry CEO, Madison PR (3) �From building the Corporate Brand of Ranbaxy

Mr. Paresh Chaudhry CEO, Madison PR (3) �From building the Corporate Brand of Ranbaxy in N America, Europe & India, IKE EL Y to aligning regional communication country teams to W P E L CO P T bring alive “the transition to one Unilever brand" and M O SA O N S R D NT driving the Corporate name change from "HLL" to A K T – TE G N EC ON "HUL", to putting together systems & processes for I EL ROJ C W P effective global (internal & external) communications at RIL, Paresh has experience and expertise in all areas of Corporate Communications.

NEWS WIRE KE I EL Y W P O E PL T C M

NEWS WIRE KE I EL Y W P O E PL T C M O SA O N S R D NT A K T – TE G N EC ON I EL ROJ C W P

CAPITAL AND CAPITALIZATION � The term Capitalization is used only in relation to companies

CAPITAL AND CAPITALIZATION � The term Capitalization is used only in relation to companies and not in respect of firms or sole-proprietorships. KE I � It is distinct from share capital which refer only to the paid-up EL Y W P value of shares issued and definitely excludes bonds and other E L CO P T forms of borrowings. Similarly, it should be distinguished M O SA O N S form ‘capital’. The term capital refers to the total investment R D NT A K T – TE of a company in money, tangible assets like goodwill. It is in a G N EC ON I way the total wealth of a company. When used in the sense of EL ROJ C W P net capital, it indicates the excess of total assets over liabilities. Here, then, it includes “the gains or profits from the use and investment of the capital that has not been distributed to the stockholders” and excludes losses that have resulted from the use of capital.

CAPITAL AND CAPITALIZATION �Capitalization, on the other hand, refers only to the par value

CAPITAL AND CAPITALIZATION �Capitalization, on the other hand, refers only to the par value (i. e. , face value indicated on the security KE I EL Y itself) of the long-term securities (shares and W P E L CO P T debentures) plus by any reserves which are meant to M O SA O N S R D NT be used for meting long-term and permanent needs A K T – TE G N EC ON of a company. Thus ‘capital’ includes all the loans I EL ROJ C W P and reserves of the concern but ‘Capitalization’ includes only longterm loans and retained profits besides the capital.

UNDER-CAPITALIZATION Remedies of under-capitalisation �If it is desired to remedy under-capitalization, it can KE

UNDER-CAPITALIZATION Remedies of under-capitalisation �If it is desired to remedy under-capitalization, it can KE I EL Y be done relatively more easily than in the case of over W P O E -capitalization. PL T C M O SA O N S �The possible corrections for under-capitalisation may R D NT A K T – TE G be outlined as under: N EC ON I EL ROJ C W P �(i) Spliting-up of shares: The effect of this measure will be more apparent than real because the overall rate of earnings in this case will remain the same though the dividend per share will now b e a smaller amount.

UNDER-CAPITALIZATION �(ii) Increase in par value of shares. The values of assets, under this

UNDER-CAPITALIZATION �(ii) Increase in par value of shares. The values of assets, under this scheme, may be revised upwards and the KE I existing shareholders may be given new shares carrying EL Y W P higher par (face) value. In this way, the rate of earnings O E PL T C M O will decline though the amount of dividend per share may SA O N S R D NT not be affected. As a further step, the com pay may offer A K T – TE G the shareholders a share split-up and an increase in par. N EC ON I EL ROJ C value. W P � (iii) Issue of bonus shares. The most widely used and effective remedy for under capitalisation is the conversion of reserves into shares. This will affect both dividend per share and the over-all rate of earnings.

KE I EL Y W P O E PL T C M O SA

KE I EL Y W P O E PL T C M O SA O N S R D NT A K T – TE G N EC ON I EL ROJ C W P THANK YOU