CgASHISH 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 full-time 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:KathmanduDetailed. NEW BUSINESS, HR AND OTHERHR 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.comCG is an equal opportunity employer believing in no discrimination policy.Note: Published in The Kantipur Daily Newspaper Date: 30/12/2009The 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 practicaltips 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 potential and develop future leaders, which in turn will make the expansion sustainable.

The program also incorporated feedback from the participants, which has duly been acknowledged by the management. The follow up sessions of LMD will be held subsequently and we will soon announcethe successful graduate list of CGLMD-Batch1- 2014

Mechanical EngineerJob Location: BirgunjNo. of Vacancies: 1Offered 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 fieldJob 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 ideasJob 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 sub-ordinates, maintenance personnel Establish standards of performance for each position supervised, conducts staff and safety meetings, instructs assigned staff in workmethods, checks and corrects work in progress Observes and enforces safety regulations, prepares reports on equipment utilization and status of projects, recommand the purchaseof supplies and parts Test components and systems, using equipment such as infrared engine analyzers, compression gauges, and computerized diagnostic devices etc

Food TechnologistJob Location: BirgunjNo. of Vacancies: 2Offered 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 applyJob 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 skillJob Description: Conduct standardized tests on food, beverages, additives, and preservatives to ensure compliance with standards and regulations regarding factors suchas 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, andother 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 wastemanagement 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 face-to-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.

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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 flexibilityTheFinancial Management and Accountability Act 1997,Commonwealth Authorities and Companies Act 1997, theWorkplace Relations Act 1996, and thePublic Service Act 1999comprise 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 identifiedKey elements of good practice in the design and implementation of effective performance management systems in public sector agencies can be summarised as:AlignmentDesigning 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 climateCredibilityEngaging 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 systemIntegrationEnsuring 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 deliveryA checklist for design/reviewThese factors constitute a good practice checklist for agencies designing or reviewing their performance management systems.Significant progress but challenges remainPerformance 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 feedbackApproaches 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 strategiesAll APS agencies apply performance-linked remuneration in line with the appropriate legislative and policy frameworks the Commissioners Directions under thePublic Service Act 1999and 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 valuesAn 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 HeadsThe 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-performanceThe 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 HRChaudhary GroupJanuary 2014December 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