PANASONIC

6.10.2021

CINOSANAP

GROUP MEMBER
ASSIGNMENT

CHE MARDHIYYA BINTI CHE AZIMAN
(GL)

(SIB21070239)

NURNINA NAZIRA BT MOHD NURALYA UZNI BT MOHD JASNI
AZRAAI RIZAL (SIB21070154)
(SIB21070105)

NUR NAJMINA ATIQAH BINTI UMMI HAZIQAH HANIM BINTI
MOHD AZAMAN SUHAIMI
(SIB21070092)
(SIB21070311)

TABLE OF 01 BUSINESS OPPERATION
CONTENTS 02 HUMAN RESOURCE

MANAGEMENT

03 TIPS FOR WORKING FROM

HOME

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01. BUSINESS

OPERATION

1) COMPANY’S TYPE OF DEPARTMENTALIZATION
A) BACKGROUND OF CORPORATE GOVERNANCE STRUCTURE
The Company determined that it is appropriate to build and enhance its corporate
governance structure, which is based on the Board of Directors and the Audit &
Supervisory Board System, which is made up of A&SB Members and A&SB, as well
as the Nomination and Compensation Advisory Committee and the scheme for
evaluating the effectiveness of the Board of Directors.

SHAREHOLDER MEETING

BOARD OF DIRECTORS collaboration
- supervisor function audit
- corporate strategy AUDIT & SUPERVISORY -accounting auditor
decision-making function FUNCTION Accounting audit
- auditing function

Empowerment & supervision audit

PRESIDENT Executive functions

Group strategy meeting pn

- Divisional companies
business divisions
- Regional management

- Corporate strategy head
office

- Professional business
support sector

- Innovation promotion
sector

01. BUSINESS
OPERATION

2) BASIC POLICY OF CORPORATE GOVERNANCE
- Directors, who are responsible for making important operational decisions for the entire

Directors'
business
execution

Audit & Audit &
Supervisory Supervisory
Board Member Board (A&SB)
(A&SB Member)

The Company conducts the following activities to enhance effectiveness of its
corporate governance :
1) Makes sure that shareholders' interests are protected and that they are treated
equally.
2) Strives to work effectively with stakeholders such as employees, consumers,
business partners, and local communities, acknowledging that its long-term
success is dependent on obtaining resources and contributions from these groups.
3) Properly discloses corporate information and ensures managerial transparency.
4) As part of its fiduciary responsibility and accountability to shareholders, the
Board of Directors sets the broad direction of corporate strategy, creates an
environment that encourages appropriate risk-taking, and provides independent
and objective oversight of the Board of Directors and management.
5) Engages in constructive discussion with shareholders in order to contribute to
long-term, sustainable growth and increase in corporate value.

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BUSINESS

OPERATION

- COMPANY’S ADVANTAGES.
1) Human resource development
a) Panasonic is committed to developing human resources with exceptional expertise,
creativity, and a challenging spirit, as well as developing their own capabilities through a
staffing, education, and employee training system, in order to meet the principle of "The
foundation of management is the people."
b) Panasonic will respect each individual's personality while working to preserve and
improve a system that may help employees develop their varied skills.
c) Panasonic will use common sense and respect others to try to be a respected member
of society as well as a good corporate citizen.
d) Managers will carry out their responsibilities with the understanding that staff
development is their primary responsibility
2) Human Rights are respected.
a) The Company will protect human rights and make a concerted effort to provide equal
employment opportunities to all employees. There will be no discrimination against
employees or others, and there will be tolerance in speech and behaviour. Law will protect
people of whatever gender, age, colour, ethnicity, creed, religion, social status, physical or
mental impairment, or any other status.
b) No child labour will be used by the company. All laws and regulations of all countries and
territories in which it does employment business will be followed by the Company.
b) Panasonic will protect the privacy of every employee, adhering to the "Jirei" principle, in
acknowledgment of the fact that people are unique and have various values. Panasonic will
aim to make the workplace a safe and pleasant place to work by eliminating defamation,
insults, sexual harassment, and other acts of violence that violate human rights.
d) The Company will pay attention to its employees' health and provide a comfortable
workplace that meets all safety regulations.



3) Corporate Asset Protection
Panasonic's internet network and other information systems, as well as tangible and
intangible corporate assets, will be made available for business reasons. They will not be
tortured by Panasonic. Employees must return to the company all of their corporate
property, including all secret business-related information and materials, when they leave.
Employees will not divulge proprietary information learned while performing their duties to
third parties, including trade secrets, without the company's authorization.



4) business issues
Panasonic Company will not take any action that is incompatible with the company's
personal interests or may be incompatible with the company. If a conflict emergepsn, they will
inform a more fair or appropriate person about it.

BUSINESS
OPERATION

- GOVERNMENT HAS CHANGED SOME OF RULES AND REGULATION IN BUSINESS
OPERATION DUE TO PANDEMIC COVID 19. HOW DOES THESE CHANGES GIVE
IMPACT TO THE DECISION MAKING IN PANASONIC'S BUSINESS OPERATION
.

The Covid19 outbreak has impacted many people's lives, including numerous large
corporations such as Panasonic, K hind, and even I sonic. Due to the epidemic, Panasonic
prioritised the safety of their customers, business partners, and staff by attempting to
prevent the spread of Covid19 among them. Panasonic is keeping an eye on the situation
and responding quickly and responsibly. The front liner's altruistic attitude has inspired
many Panasonic colleagues to support others in need. Every decision they make will be
aimed at expressing their gratitude to those who have assisted in slowing the spread of
the virus and addressing the infection's long-term impact on society.

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BUSINESS
OPERATION

*SALES DECREASING DUE TO PANDEMIC
Panasonic uses fast decision making as one of the talents in achieving company success.
Konosuke Matsushita, the founder of Panasonic, literally said, "A person in charge or in a
position of responsibility should cultivate the sensibility to evaluate situations accurately
and be prepared for immediate decision making at all times." From this comment, we may
deduce that Panasonic always makes decisions earlier and whenever they have the
opportunity. Because everyone was working from home during the pandemic, Panasonic
saw an increase in food technology.
Aside from that, food providers were already aware that investing in new technology would
provide them with a strategic advantage, particularly during a pandemic. They felt
compelled to use transformational technology as it became more prevalent. Their top
priorities right now are to improve physical, digital, and mobile shopping experiences in
order to offer consumers with a safe environment in which to enjoy their food.

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BUSINESS
OPERATION

*MOBILE SHOPPING
As you can see here,mobile shopping had become a usual thing in August and this have
shifted dramatically since Covid began.
This presents significant problems for Panasonic, since changes in consumer behaviour
have changed the way consumers purchase and even eat, with health and safety concerns
driving demand for online ordering. This has had a significant influence on food providers.
They are attempting to catch up to consumer expectations and expect to continue dealing
with these issues for at least the next 12 months. As for Panasonic, we see it as an
opportunity because several industries, such as food services and food retail, have been
particularly badly hit by the pandemic. However, we are swiftly adjusting and embracing
new business models enabled by revolutionary technologies. We polled 150 technology
decision makers 5 months into the pandemic.

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BUSINESS
OPERATION

In addition, Panasonic not only see those as a chance to gain profit but they also help
people in need.
As in Europe ,the intense stress on healthcare facilities has necessitated rapid innovation
and problem solving. In order to support patients requiring breathing assistance, Panasonic
does worked with the Welsh Government to procure parts and produce prototype of
continues positive airway pressure(CPAP).

Panasonic Founder believed that the company’s primary purpose was not only to produce
product but also to develop people.

As in Brazil, Battery Marketing Manager has oversaw a battery donation program after
talking to local health institutions and learing their struggle to maintain consumable
supplies for essential medical equipment.

In conclusion, Panasonic does use an instant decision making way but, due to pandemic,

they put health as a priority . Panasonic also see the chance and take it right away in order

to make it profitable but at the same time they help people to develop, and might ease

people as well. pn

O2 .HUMAN RESOURCE

MANAGEMENT

-AS A HUMAN RESOURCE MANAGER, ILLUSTRATE A GENERAL STANDARD
OPERATION PROCEDURE AS GUIDELINES FOR YOUR EMPLOYEES.
ANSWER :

1) Basic Education and Training System
The education and training system provides a set of global core common knowledge to
all levels of Panasonic Group employees, constituting the minimal knowledge required for
all parts of Panasonic's global business. Using this method, Panasonic tries to develop
human resources in all regions and at all levels.
Furthermore, Panasonic has been developing learning programmes globally, while
planning and providing optimised training for actual needs, including developing
individualised training to suit specific business needs, with e-learning that allows
employees to study using high-quality materials at any time and from anywhere in the
world, and a full lineup of other online learning opportunities.

EXAMPLE OF BASIC EDUCATION AND TRAINING
SYSTEM :

Since fiscal 2020, we have been supporting a global project called "A Better Dialogue,"
which is a programme aimed at improving the qualitative and quantitative exchanges
between employees and their managers. A Better Dialogue includes regular
conversations to check performance, provide guidance, and aim for career and skill
growth. The goal is to accelerate each employee's progress and advancement, as well as
to build an organisation, a corporate culture, and a workforce capable of carrying out the
company's business plans.

O2 .HUMAN RESOURCE

MANAGEMENT

2) Human Resources Development Company
Panasonic has established the Human Resources Development Company (HRDC) as an
organization that specializes in human resources related development and training for
employees of all levels worldwide.

The HRDC gives new personnel with training (in Japan) so that they can immediately
become productive at Panasonic. It also provides business skills training that teaches IT,
communications, languages, and other abilities that help employees complete their
responsibilities more efficiently. Employees can also receive job function-specific
training to gain the unique knowledge and skills they'll need to do their jobs, whether
they're technical, manufacturing, or sales and marketing.
HRDC also offers optional management development training for employees who meet
certain criteria, management skill training to give managers improved management
capabilities and the capacity to realistically implement Panasonic's management
philosophy, and other job rank-based training.

We began making free educational information linked to business skills and liberal arts
publicly available on our corporate website in April 2020, with the goal of encouraging
self-driven study and making study a daily habit for personal improvement and better
attaining organisational goals. This is part of Panasonic's commitment to help our
employees accelerate their own professional growth by making it easy for them to learn
on a regular basis, no matter where they are in the world. Our online training programmes
will continue to grow and be promoted.

O2 .HUMAN RESOURCE

MANAGEMENT

3) Global Human Resources Development

Panasonic has established the Panasonic Global Mobility Policy and regulations for
inter-regional personnel transfers in order to better nurture leaders who can play a
leading role in promoting business that crosses national and regional borders and who
can serve as loci for cooperation, and to that end we implement programmes for inter-
regional personnel transfers and programmes that bring employees from other
countries.

Panasonic organises and expands training programmes in each area and region to
improve mutual understanding among people from all over the world. Employees in
Europe, for example, join distinct project teams as part of the two-year “Talent for
Tomorrow” (TFT) human resources development programme, and each team seeks to
promote CSR-based projects. These initiatives take several months to complete and
are supported and praised by non-profit groups.

Employees that participate work on social issues while utilising their professional
abilities, and then apply the knowledge and experience gained from these activities to
product development and business creation. Panasonic delivers local elective
management development training in each region that is related to the same training
offered in Japan. Furthermore, as part of its global strategy, Panasonic runs the Global
Onboarding Program for mid-career hires and offers e-learning services, through which
all global employees can gain the knowledge they need, regardless of time or place,
using the global core common knowledge system.

O2 .HUMAN RESOURCE

MANAGEMENT

4)Efforts to Develop Employees’ Employability

-Career Creation System to Support Employees’ Ambitions to Create New Careers
We believe that it is necessary to provide each and every one of our employees with the
opportunity to maximise their own desires and creativity, to develop their talents and
skills, and to reach their full potential based on what their uniqueness brings to the table.
Based on this philosophy, we developed a Career Creation System to publicise job
opportunities within the company and to assist our employees in their efforts to advance
their careers. In this system, departments that require new personnel must first develop a
clear statement of their needs before seeking to fill their positions within the company, a
process we call "e-Challenge". We also have the e-Appeal Challenge system, which allows
employees to offer their skills directly to departments where they want to work and to
challenge themselves with new types of work. These systems provide equal support to all
employees regardless of age, gender, or nationality.

-Career and Life Design Seminars
Panasonic recommends career and life design seminars for employees within a target age
range in Japan to foster individuals who are improving their employability and striving for a
better future.
Employees assess their careers, identify their core values, and inventory their skills. They
ask questions about the issues they face as they build their careers and participate in
other activities that promote an understanding of the importance of independent careers.
Employees also clarify the promotion actions they can take to achieve their five-year
career goals.The seminars also provide employees with the opportunity to refresh their
knowledge of personal finances and health maintenance, thereby assisting in the
realisation of fulfilling life goals.

-Building Total Rewards Systems That Treat Both Our Organization and Our Ambitious
Employees the Way They Deserve
Panasonic Corporation (Panasonic in Japan) and several of its Japanese affiliates have
implemented a "Role/Grade System." This system assigns work/role grades to employees
based on the amount of the task or position they presently perform, and it serves as the
foundation for employee benefits. The goal of this approach is to treat a wide range of
Panasonic employees based on the breadth of their work and responsibilities. This
improves the transparency of our human resources system and fosters employee
understanding. We encourage employees to be bold in achieving their goals by setting
clear goals for them to strive for. We believe that this encourages both our people and our
organisation to be more innovative, allowing us to reap the benefits of our ambitions and
build a vibrant organisational culture.

O2 .HUMAN RESOURCE

MANAGEMENT

5) Work-Life Management
-Flexible work systems that enable diverse workstyles
Panasonic has encouraged “e-Work” as an efficient way of working that makes use of
information and communication technologies to perform work in any location. We are
implementing a work-from-home system for approximately 40,000 employees. With the
implementation of COVID-19, there has been a strong push toward utilising this work-
from-home system, and we have discovered that new working styles have emerged that
leverage IT, digital, and other technological means. In April 2021, we established a new
remote work system as a new workstyle option that treats working from home as the
default and does not assume that the employee will ever necessarily report to work in
person, and it is used by over 10,000 employees. At the same time, we have revised the
system so that anyone, regardless of work style or situation, can use their annual paid
leave on a half-day or hourly basis. We've also been sufficient to facilitate more diverse
and flexible workstyles, such as missing work in the middle of the day for personal reasons
and allocating off time for it.
Through these working styles, we hope to increase employee productivity and improve
their work-life balance.

-Supporting Diverse Ways of Working through Work-Life Management
Panasonic is implementing initiatives to support a good work-life balance for employees as
part of its efforts to create an environment in which everyone can play an active role.

Employee effort and adaptability are required for childcare, nursing care, and work to
coexist. This effort, however, may not be sufficient on its own, in which case employees will
require the understanding and support of their supervisors and workplaces. Panasonic also
creates work-life balance guidebooks, which include explanations of the systems required
to maintain personal and business responsibilities, as well as information on how
supervisors and subordinates can collaborate. This is another way Panasonic assists its
employees in continuing their careers without worry, regardless of the circumstances
surrounding childcare or nursing care.

O2 .HUMAN RESOURCE

MANAGEMENT

■EXAMPLES OF SYSTEMS SUPPORTING WORK-LIFE MANAGEMENT
Flex-time work system
A flexible work-hour system it does not require all employees to be present during

■mandatory "core hours"
Child Care Leave
A total of two years of non-consecutive leave that can be taken until the end of April

■following the child's first year of elementary school.
Work and Life Support Program
A flexible work system for those raising children or caring for the elderly that includes short
and flexible working hours, half-days, and adjustable, fewer-day work weeks, as well as

■other appropriate schedules.
Family Support Leave
A leave system that can be used for a variety of reasons, such as caring for or nursing

■family members or attending a child's school events.
Café Point for Child-Rearing Support
Panasonic's system for covering some of the costs of childcare, such as extended daycare

■and child daycare.
Child Planning Leave

■for fertility treatments
A Comprehensive Program for Supporting a Balance between Nursing Care and Work
• Seminars and the launch of a nursing care information portal site.
• Counseling for employees facing the prospect of nursing care and support for related
procedures.
• Half of the daily nursing care costs are covered by the company through the Nursing Care
Support Café Point.
• The ability for employees to take up to 365 days of leave per person requiring nursing
care, with a payment of 70% of wages plus an allowance for the employee-borne portion of
social insurance premiums for leave totaling 183 days or less.
• Other measures, such as the establishment of a nursing care financing system.

O2 .HUMAN

RESOURCE

MANAGEMENT

-REFLECTING TO THE PANDEMIC THE COMPANY HAS DECIDED TO FOCUS ON
ONLINE MARKETING. THERE IS A NEED TO HAVE MORE WORKERS WHO HAVE
QUALIFICATION ON ONLINE MARKETING. DISCUSS ALL THE CONCERNS ON THE JOB
POSITION AND THE JOB ANALYSIS. PLAN THE SELECTION PROCESS IN SELECTING
THE NEW EMPLOYEES. YOU MAY INCLUDE THE MOST SUITABLE SELECTION
METHOD.

Business owners are accustomed to making compromises and overcoming problems on a
regular basis, but we can all agree that COVID-19 has created unprecedented hurdles.
Organizations across the country and across nearly every industry have been impacted by
the virus in a variety of ways over the last 7-8 months, ranging from financial losses and
supply chain disruptions to the ongoing problem of conducting operations mostly online for
some businesses. It's time for most firms to boost their internet presence. Consumers were
already making the majority of their shopping decisions online prior to the pandemic, but
now some people seldom leave the house, putting businesses that rely on foot traffic and
word of mouth at a disadvantage. Whether a company has had a digital marketing plan for
years or is unclear how to use online marketing effectively, now is the moment to dial in
because there are various reasons why digital marketing will only become more important
during and after COVID-19.
However, there are several disadvantages and problems to digital marketing that we should
be aware of and how to address.

Creating Beneficial Referrals
Building efficient referrals to a brand's website is one of the top job problems a digital
marketer encounters today. We want customers to respond to our commercials, social
media posts, and other online media by visiting our website and taking action.
In a crowded digital market, this isn't always easy. However, by altering ad and social
language to ensure calls to action are short, snappy, and make a very precise request of the
customer, we can improve our chances of generating click-throughs to our website.

HUMAN

RESOURCE

MANAGEMENT

AGenerating Traffic
Related to generating effective online referrals to our brand’s website, a digital marketer
faces the pressure of generating traffic. This is different from a referral as we want to
identify the most efficient way for pushing people to our site with a referral.
Generating traffic refers to the overall number of individuals who are coming to our site
and how long they are staying. By increasing the traffic to our site, we increase the
possibility of convincing that consumer her or she needs to buy something. How do we do
that? We have to post the RIGHT content, as expert digital marketers will attest.
The good content is going to be slightly different for every brand, but we can determine
what is the best-performing content on our site by doing a simple analytics analysis. Pull
the data from the last 30 days of traffic on our site. Look at our top-performing blog posts,
the most-clicked stories or photos, our referrals and the type of content.

Learn how to become a video expert.
When it comes to content promotion, another career challenge for a digital marketer is to
learn to be a creative, out-of-the-box thinker. The types of material we promote on social
media, in adverts, and on our website will affect whether or not a customer is persuaded to
stay on our site, browse, and buy. We can no longer limit ourselves to one type of media,
as any digital marketer understands. We need to stack our strategy so that consumers are
exposed to a variety of relevant material.
Having said that, we must also meet customers where they are with the types of
information they desire. As a result, blogs and traditional tales will take a second seat.
That's because video, both emotive, captioned, short videos, and live videos on social
media, will be the most effective approach to attract customers in 2017.

HUMAN

RESOURCE

MANAGEMENT

Keeping Up with the Latest Internet Trends
When it comes to overseeing the design and curation of content on a brand's website, a
digital marketer must always be flexible. The real labour of uploading and developing
material will not be ours, but we will be responsible for the website's strategy, which will be
difficult on numerous levels.
This is because the brand's website is the consumer's first port of call for learning about the
firm and deciding whether or not to pursue a connection. We fear losing a consumer if our
website is too slow. If a customer uses a mobile device to explore websites, as most do
these days, and our site isn't mobile-friendly, we'll likely frustrate and lose that customer.
Finally, if our site is not optimised according to SEO (search engine optimization) criteria, it
may not appear in search results at all.
The bottom line is that maintaining our website up to date with current trends and ensuring
its speed, mobile, and SEO optimization are vital. The digital marketer faces a difficult task in
juggling all of these responsibilities, and this is where delegation comes in handy.
We want a team on our side that is knowledgeable in each of their jobs and capable of
handling various optimization tasks. We want a staff on our side that is knowledgeable in
each of their tasks and capable of handling the many optimization layers. We'll also need to
collaborate with a competent web architect and manager to keep our site up to date and
full of new information. Every time a user visits our website, we want him or her to have a
pleasant, simple, and engaging experience.

Keeping the Customer First
With so much online competition out there for our customer’s attention, we have to be
willing to think “customer first.” That means doing everything we can to make sure the
customer’s needs, questions, concerns, and perception of our brand are at the top of your
list.
One way we can address prospect customer needs is via email and social automation.
These are two of the easiest ways we can think of the customer first. Has an automated
email set up so that when a customer emails us with a question, they immediately get a
reply from you following up, letting them know we are looking into the matter and that we
will respond in a set amount of time.

Another way brands have been automating customer service is via social media for
example Twitter, Instagram or Youtube.

HUMAN
RESOURCE
MANAGEMENt

ANALYSIS OF THE JOB
In order to generate a legitimate job description, a systematic method of collecting all
information about a certain position, including skill requirements, roles, duties, and
processes, is known as job analysis. In addition, a job analysis provides an overview of the
physical, emotional, and related human attributes that are required to complete the job
successfully. Job analysis is a crucial stage in ensuring the best applicant is chosen.

Online marketing is unique.
In the age of social media and the internet, online marketing, often known as digital
marketing, is a relatively new employment. To stay relevant in today's society, almost every
industry requires digital marketing. The digital marketer is in charge of a significant
percentage of the company's online presence. It is up to the company whether they
concentrate on social media or website development. Digital marketing is a broad phrase
that encompasses a wide range of tasks and responsibilities.
A digital marketer should have at least a bachelor's degree in marketing or business, but not
necessarily numerous years of experience. A content management system should be
manageable by a digital marketer. They should also be able to work collaboratively with the
sales team to develop marketing initiatives.

HUMAN

RESOURCE

MANAGEMENT

Digital Marketing Responsibilities
Analyze digital data to make essential website optimization recommendations.
Conduct social media audits to ensure you're following best practises.
Maintain a digital dashboard for several accounts.
Create marketing initiatives in collaboration with the sales team.
Prepare emails to send to clients.
To track progress, keep an eye on crucial internet marketing KPIs.
Create and manage online listings for a variety of e-commerce sites.
Make sure your brand's message is consistent.

Digital Marketing Qualifications
2+ years of digital marketing experience, including paid social media campaign
execution
Bachelor's degree in marketing or business\sKnowledge of video and picture editing
software such as Adobe
Ability to juggle many projects at the same time is required.
Amazing attention to detail.
Full understanding of all social media platforms
Ability to solve problems.
familiarity with content management systems

HUMAN

RESOURCE

MANAGEMENT

THE MOST SUITABLE SELECTION METHOD IN SELECTING THE NEW EMPLOYEES.

A company's employee selection process is a series of actions it takes to hire the best
employees. It's critical to match the correct talents to available positions, and good
selection can lead to the hiring of workers who will increase company morale and
contribute to our corporate culture.
Not every business will approach the hiring process in the same manner. Before hiring,
however, every organisation should endeavour to document their process. By writing down
the necessary stages and creating a consistent and pleasant hiring experience for your
candidates, you will be able to attract better employees while also enhancing your
company's reputation in the community.

1. Job Announcement
The management team should list the necessary requirements for the job once it is
decided that an empty position needs to be filled or a new post needs to be created.
Candidates may be required to have a specific degree or qualification, a certain amount of
years of work experience, or experience in a specific industry. After these have been
developed, the human resources department can decide where the job should be
advertised.
Facebook and LinkedIn are two examples of common placements. Craigslist is also a good
place to post entry-level jobs. Job boards on the internet are very widespread. We may
also distribute it to local publications and job fairs. For positions where you want to take
into account current employees. For the initial outreach phase, companies might also
employ the aid of a recruiting agency or recruiters.

2. Examining the applications of candidates
Then, to cut down the candidate pool, go over all of the applications, resumes, and cover
letters. Any that wander too far from the ideal qualifications specified in step 1 should be
discarded. When unemployment is low, you can find that less qualified people apply, so
lower your expectations for those talents or experiences that aren't absolutely required.
When there are a lot of people looking for work, you can be more picky about
requirements. As determined by HR teams, compile a list of an appropriate number of
possible employees. Identify more potential workers than you think you'll need, because
many candidates will be dismissed in the next phase and some will lose interest over time.
Another advantage of having more candidates pass this step is the possibility of another
unexpected opening in the near future. If the prerequisites are similar, you can skip steps
one and two and save time.

HUMAN

RESOURCE

MANAGEMENT

3. Performing the Initial Candidate Screening


To cut down on interview time and free up management and HR resources, use phone

interviews to filter down the candidates. This can help you screen out-of-town candidates
and tell you a little about their communication style. While phone interviews should not be
utilities as the sole means of assessing a candidate's personality or professionalism, they
can provide insight into their suitability.
During this stage of the procedure, you may be asked the following questions:

i . Can you tell me why you want this job?
ii. What about our company piques your interest?
iii. How do you believe this company will assist you in your professional development?

The purpose of this quick interview is to make sure they're serious about moving forward
and for the interviewer to notice any obvious red flags. It also allows the candidate to learn
more about the job or ask questions that they can use to drop out if they don't think it's a
good fit.

4. Conducting Face-to-Face Interviews
Now that you have a smaller pool of prospects, you can begin scheduling in-person
interviews to properly examine their qualifications. Whether you conduct a panel or group
interview or a one-on-one interview, the focus of your interactions with the candidate will
be on their communication skills and compatibility with the company's culture.
Companies have been known to arrange all of their interviews on the same day, so that
managers only have to take time off once. You can perform organized, unstructured, or a
combination of both types of interviews, but be consistent in your approach to avoid
discrimination or bias. An application tracking system (ATS) can help you maintain track of
your efforts in this situation.
If at all possible, involve anyone who will work directly with the candidate in the interview
process. In addition to checking all of the qualification boxes, it's important to ensure a
good personality fit.

HUMAN

RESOURCE

MANAGEMENT

5. Making a final decision on a candidate
The recruiting manager will filter the pool down to the best fit for the job once everyone has
been interviewed and gotten feedback from the interviewers. Because the following phase
entails testing, having a backup candidate in mind is advantageous if the initial choice fails.

6. Candidate Evaluation
Before hiring a new employee, the company may make an offer of employment contingent
on the candidate passing examinations or passing a background check. This indicates that
if everything goes well, the job will be theirs. Drug screenings, as well as criminal background
checks, are commonplace.
It is necessary to be informed of the legality of such testing and inspections. Each state has
its own set of rules regarding what can be used as a condition of employment. In this stage
of the employment process, character or personality tests could also be used.

-

03. TIPS WORKING

FROM HOME

-DUE TO THE COVID-19 PANDEMIC, MANY BUSINESSES ARE AFFECTED SEVERELY. IN
CONJUNCTION, MANY EMPLOYEES HAVE TO WORK FROM HOME. SOME OF THEM DO NOT
KNOW HOW TO MAINTAIN BALANCE BETWEEN WORK TASK AND FAMILY. THIS BECOMES A
WORLDWIDE PHENOMENON AS IT LEADS TO STRESS. FROM THE PERSPECTIVE OF A MANAGER,
PROVIDE SOME TIPS TO THE EMPLOYEES WHO WORK FROM HOME TO STAY PRODUCTIVE AND
HAVE BALANCE IN WORK AND LIFE.

I would like to share some suggestions and ideas about working from home here. As you
know, the entire country is in the grip of a horrific virus that affects every country on the
earth. The Corona virus, also known as Covid-19. This virus is exceedingly dangerous. The
virus has the ability to kill us. We need to take exceptional care of oneself as well as your
entire family. The government has previously briefed us on how to prevent the virus from
spreading. That is the essence of Social Distancing. Wash your hands frequently after
touching anything in public, always use hand sanitizer, and, most importantly, wear a face
mask every time you leave the house for anyplace. Begin by making a face mask as a piece
of clothing that you will require every day.
Back to our primary topic, suggestions and methods for working from home and maintaining
a balance between job and family.

TAKE REGULAR ESTABLISH
BREAKS TRANSITION TIMES

WORKING FROM
HOME

STAYING ACTIVE SELF-CARE IS
WHILE WORKING IMPORTANT

FROM HOME

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03. TIPS WORKING
FROM HOME

·TAKE REGULAR BREAKS
It is critical to take breaks while working remotely in order to stay productive. Breaking up
your remote workweek, especially during an outbreak, can benefit your health and job
quality. Some of the advantages of taking breaks while working remotely include:

Breaks that engage the body or mind in an activity unrelated to your work can help you
feel more energised.

INCREASED MOTIVATION: You may feel more motivated to continue working on your
responsibilities after taking a break.

IMPROVED PROBLEM-SOLVING: It may be easier to discover a solution to any troubles
you're having after taking a break from a work-related obstacle and relaxing.

Breaks can be used to exercise or rest, both of which are beneficial to your mental and
physical well-being.

IMPROVED SLEEP: Taking useful breaks from work during the day to eat healthily and
exercise can help you sleep better at night, allowing you to work more efficiently during
the day.

BETTER PRODUCTIVITY: When you take small breaks, your productivity tends to improve.
You'll be more productive with periodic breaks rather than losing focus during a long
period of work.

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03. TIPS WORKING

FROM HOME

·ESTABLISH TRANSITION TIMES

Mental presence does not always imply physical presence. You could be at your
computer, distracted with a house repair rather than the assignment at hand, or at
the kitchen table, preoccupied with the proposal you need to finish rather than the
people eating dinner with you. That's why switching from business to personal mode
is so important. Because you don't have the natural shift of context cues when you
work from home, you have to make a deliberate effort to make these transitions.
Here are some strategies for being less distracted and more present, whether you're
at work or at home.

HAVE A STARTING WORK ROUNTINE:
Even if you work from home, you can have certain things that you do every morning

in the same way. Putting your dishes in the dishwasher, turning off any lights that may
be on throughout the house, having a cup of coffee, and then sitting down at your
computer could be examples. Maybe it's getting in a brief exercise, showering, and
then checking email on your phone. Try to do those tasks in the same way every day,
whatever works for you. The goal is to signal to your brain that it is now “work” time.

MAKE A PLAN:
Make a daily strategy to boost your productivity and clarity at work and in your
personal life. That means knowing when your meetings are, selecting what projects
you'll work on, and knowing when you'll do things like answer email. You should also
have a strategy for your evenings in terms of what you want to accomplish or simply
do to unwind. Knowing that everything has a "place," such as a period during the
workday when you'll work on a presentation or a time in the evening when you'll
research activities for your kids, will help you avoid feeling obligated to work during
your personal time or vice versa.

The most typical periods for people to establish their daily plans are before they go
to work in the morning, after they finish their work days, or before they go to bed in
the evening. Choose a convenient time for you, and then set a recurring reminder in
your calendar to remind you to start the habit.

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03. TIPS WORKING

FROM HOME

·STAYING ACTIVE WHILE WORKING FROM HOME

We undoubtedly feel lethargic and weak while working from home, which can be risky
and lead to melancholy. We can keep depression at bay by doing something
productive and revitalising our brains and bodies. The active body can keep the weak
body from feeling weak, for example. There are numerous methods we might energise
ourselves in order to combat feelings of weakness:

SCHEDULE YOUR EXERCISE:
We can create a schedule for when we need to exercise in order to have a nice
workout and good results. Our bodies will feel great as a result of this. Our bodies
will also feel very healthy as a result of an organised workout that does not harm the
body as a result of irregular time during exercise.
GET MOVING:
Moving at your desk is a fantastic alternative if getting away from your desk feels
impossible. To eliminate distractions, turn off your screen and turn off your phone,
then spend five minutes every hour practising some basic desk exercises to relieve
tension and get the blood circulating.

HERE ARE A FEW EXAMPLES:
Armband

Shoulder rolls are a type of shoulder roll.

Turning the head from left to right

Forward and backward head tilts

Circles / arm swings

calf raising

Torso kinks

Side to side leg swings

Leg raises pn

03. TIPS WORKING
FROM HOME

One challenge for many people who have recently switched to working from home is
maintaining self-care while juggling everything that demands our attention. You may be
accustomed to keeping your home separate from your workspace, for example, and
will need to make adjustments to balance your work and home life so that you can
recharge and begin the next day refreshed.
EXAMPLES OF SELF-CARE WHILE WORKING FROM HOME
Here are some self-care measures to implement when working from home during
the outbreak:

Define your boundaries.
Make a routine.
Express your concerns.
Maintain your home's organisation.
Consume nutritious snacks.
Choose a workout that you enjoy.
Get enough rest.
Take frequent breaks throughout the day.
Make contact with coworkers.

Consider meditation methods.

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03.TIPS WORKING

FROM HOME

1. ESTABLISH LIMITS
When working from home, it's critical to establish new routines and timetables that
help you separate between your personal and professional lives. Turn off all work
notifications when you leave the office and wait until the next weekday to respond
to work-related emails. This can assist you feel as if you're not at work.

Another critical boundary is to have a distinct workspace in your home. This way,
after you're finished working, you may walk away from your desk and unwind for the
remainder of the evening. Find a desk and chair that allow you to sit up straight for
long periods of time if at all possible.

2. ESTABLISH A ROUTINE
The rapid emergence of COVID-19 has disrupted many people's normal routines. For
example, you may be accustomed to preparing for work by engaging in a morning
exercise programme, showering, and eating breakfast. Maintaining a consistent morning
routine will help you stay motivated and prepared to begin your job. You may also be
able to improve or lengthen your morning routine by utilising the time you used to spend
driving to work if that was part of your former schedule.

3. MAKE CONTACT WITH COWORKERS
Maintaining virtual ties with your workplace might help you relax while also strengthening
relationships. Find a way to communicate with your coworkers that allows you to feel
connected to them. It may be advantageous to establish an online chat group that
resembles casual office talks. Consider establishing a regular virtual happy hour, book
club, lunch club, or other gathering time where you may connect weekly or biweekly to
discuss non-work-related issues.

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THANK YOU

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