11. We choose to be honest in all our Business Interactions and Transactions and remain steadfast even when challenged. We strive for consistency between – what we Think, what we Say and what we Do.
13. We recognize that organization interest is supreme, above individual preferences and goals. In all our decisions, actions and dealings we put the Organization before self.
15. We have an urge that drives us to intensely focus on performance and act decisively with high energy to achieve the desired results. We strive to continuously learn and consistently set higher Standards of Excellence.
17. We always demonstrate a ‘can-do’ mind-set and engage to deliver organizational goals. We look upon challenging circumstances as opportunities to enhance our capabilities and find ways of achieving
21. We work harmoniously with a shared vision, energized by our collective talent. We Trust, Listen to, Share with and Empower team members and take collective responsibility for the results.
23. We value and encourage application of creative ideas that enhance the effectiveness of our business. We freely express ideas and take actions to generate successful Solutions
40. Constructiveness – one of the preconditions of good and open communication is the trust of subordinates in their manager’s ability to clearly define tasks, responsibility, the extent of responsibility and standards to be achieved. Otherwise, it is difficult for employees to offer or receive any feedback since they do not understand what is generally recognised as being correct. It is based on a structured communication process which ensures that no redundant information is communicated, or, on the contrary, no key information is omitted.
41. Freedom to perform – another prerequisites and a guarantee of better communication is the freedom which the superior gives to his subordinates with respect to the performance of the assigned task. Success requires freedom. Freedom is a key motivator for accepting and conveying information. This simultaneously means to delegate responsibility for the quality of performance of the whole task and decision-making powers. Superiors must provide all colleagues with clear information regarding the level of freedom they are granted with respect to the entrusted tasks.
42. Responsibility awareness – the following should be communicated: loyalty, responsibility, authority, performance measures, support, trust and expectations. Good general knowledge - to manage activities and decisions, it is necessary to know who the information and facts are designed for and where they can be obtained. The theory of management through exceptions explains this rule in more detail. It is based on the principle of communication restricted to exceptions, deviations, differences, discrepancies and exceptional successes or failures.
43.
44. Both plan and develop written communication strategies to further the understanding and perceptions of their audience. Both provide counsel and editorial support for management communications.
45. Business communications transmits and manages messages that inform, persuade and collaborate by speaking the language of the company. HR Communications creates a “one company" culture, integrates acquisitions and facilitates information sharing company wide. Both work at the highest levels of the organization, aligned with senior management and the board.
46. The most successful HR professionals are consummate communicators. Typically their organizations over communicate with all constituents. Their leadership styles transmit the traditions and values of their company. You often find a strategic HR function when the spoken and written words parallel leadership actions.
47. Human Resource Communications is a subset of our corporate culture. Corporate cultures determine communication styles. Cultures as diverse as a business headquarters viewed as a traditional downward style with an abundance of males in dark suits and white starched shirts to other companies which express their identity by polo’s with logo’s and scores of identical sites around the country.
48. Q2. Which of the three following communication styles dominate your culture?
53. Human Resource professionals uniquely position themselves at both the start point and finishing point of the communication chain. New hire orientation and policy and procedure manuals exemplify downward communication intended to help employees perform their jobs. Employee opinion polls, employee focus groups and exit interviews deliver information upward to solve problems and make executive decisions. Employee newsletters help work teams requiring a coordinated action between units or locations.
54. Q3. How well is HR information exchanged in your company?
55. Human Resource Communications Consultants manage and direct the planning, creation and execution of communication strategies to further the understanding and perception of HR policies, procedures, programs or initiatives. This often involves conceptualizing, researching, writing, editing and design/production of materials. Either print or electronic, projects often involve web pages (internet and intranet) and e-newsletters. HTML experience and knowledge of Dreamweaver and other graphic programs will serve this function well by providing the HR Communication Consultant a larger repertoire of up-to-date tools.
56. Q4. Is your HR information timely, accurate and understandable?
57. What should I expect from my Human Resource Communications Consultant? First, excellent writing and project management skills. Either internal or external, this person should display a record of accomplishment of interpersonal and project management competencies. They must be experienced in managing multiple assignments, with strong problem solving abilities. This “internal consultant" must have your confidence in an environment of highly confidential matters. Perhaps their past included the responsibilities of corporate due diligence matters.
58. Q5. Have they work experience at the highest levels of HR? Do they have the proven ability to motivate themselves and others to generate strong results? To round out your choice, have they led HR initiatives and cross-functional teams?
59. Formally by PowerPoint or informally by walking the second and third shifts, we demonstrate HR Communications leadership as we mass information, process facts and disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and written messages translates values, traditions and habits into words and actions employees interpret.
60. Operating as an internal consulting agency, or external resource, HR Communication Consultants work with employees and vendors on communication matters relating to the highest work initiatives. By building and managing cohesive communication strategies and working closely with HR process owners, they oversee the integration of both print and multimedia content and distribution. They may also create HR Communication metrics to measure results using employee communications to create a distinct competitive advantage.
![INTERVIEW AND COMMUNICATION<br />PROCEDURE<br />OF<br />LANCO CONSTRUCTIONS<br />SUBMITTED TO: MRS. SUREKHA THAKUR<br />BY: Nandita sadani – 48<br /> <br />Acknowledgement<br />I am very thankful to Mrs. Surekha Thakur for guiding us through out the project. I am thankful to all the people who have contributed and helped me in making the project.<br />I am thankful to my parents, sister, brother and friends for helping me whenevre required and for supporting me throughout the project work.<br />CONTENTS<br />S. NO.TOPICPage no.1.2.3.4.5.6.7.8.9.10.11.INTRODUCTION TO TOPICOBJECTIVESINTRODUCTION TO COMPANYDETAILS ON THE TOPIC QUESTIONNAIRE , FEEDBACK FIELD WORK AND ANALYSISDRAWBACKSRECOMMENDATIONSCASE STUDY ARTICLECONCLUSIONBIBLIOGRAPHY456 – 1415 – 2728 – 353636 – 3940 – 4445 – 46 47 – 4849<br />INTRODUCTION TO THE TOPIC<br />Lanco Infratech is one of India’s top growing business conglomerates and among the fastest growing. Under this project, we have gone mainly analyzed interview and communication procedure of the Lanco Constructions.<br />Lanco Infratech has subsidiaries and divisions across a synergistic span of verticals. These include construction, Power, EPC, Infrastructure, property development, and, renewable.<br />In this project I have gone through various steps i.e. objective of our project, introduced and given the brief gist of the company, details on the topic i.e. field work (asking questions to the HR manger, relating to the interview process and communication of Lanco Constructions), found out the loopholes in their interview and communication procedure, along with recommendations and conclusion.<br />OBJECTIVES<br />,[object Object]](https://image.slidesharecdn.com/interview-110912152505-phpapp01/85/lanco-1-320.jpg)
