Establishing a new Slidesigma branch in New Delhi, India

Introduction

The latest project that I’ve been working on is establishing a new Slidesigma branch in New Delhi, India. I started Slidesigma 9 years ago in Brooklyn, New York and that’s where I accumulated the experience I needed by serving top-notch businesses and professionals in the city. Establishing a new branch in New Delhi would boost the growth of the business, allow us to discover new markets and acquire top talent in the industry. My motive for establishing a new Slidesigma branch in New Delhi was to improve business and step into this industry through a broader door.

Overview of Slidesigma:

Slidesigma is a leading digital agency based in the United States. Founded in 2010, we have worked with leading US companies and non-profit organizations. As our company has grown, so too has the need to recruit talent that is able to support our operations and our aggressive growth strategy.

Objectives:

Strategic objective

• To excel and be a world-renowned, profitable digital agency.
• Expand on Slidesigma locations in USA, Middle East, and India
• Product Promise
• Leading by model to be the Right Partner

How Slidesigma Operates:

By building a comprehensive, safe, and sound atmosphere that rewards achievements and supports workers to take control of their personal progress. Our management team consistently strives to make Slidesigma a fantastic place to work.

The focal point of our strategy to encourage employee engagement. Building the foundation for our digital agency’s performance culture requires engagement as a key attitude, in addition to monitoring productivity and performance.

We support and measure behavior as a focal point, helping us bring out the best of each employee. We’ve also established a remuneration strategy that incentivizes employees, keeping in mind that it aligns with our business policy and strengthens their principles and standards. We’ve crafted these policies by taking feasibility into consideration, and also by making sure that they are in accordance with the industry’s best practice principles with risk-based and strong governance constitutions.

Yearly bonuses are given with good judgment in the form of cash and shares. All these policies are laid down with regard to an evaluation of risk and a number of other causes such as market fluctuation and economic unbalance, profit and also whether the management’s agenda and goals have been achieved.

Another feature of Slidesigma values is that we place great emphasis on collective work, inventiveness and novelty.

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Labor Characteristics

Through performance analysis, worker quality and contribution is key. Some of the factors that we evaluate include:

1. Work Quality – competence of work produced or accomplished.
2. Work Quantity – volume of work which is acceptable.
3. Knowledge of Job – established information of necessities, technique and expertise involved and in applying these to boost productivity.
4. Knowledge of Related Work – knowledge of effects of work upon other areas and knowledge of related areas which have influence on assigned work.
5. Judgment – reliability of conclusion, results and actions.
6. Initiative – capability to act properly, without being told.
7. Utilization of Resources – aptitude to outline and define project needs and place, plan and efficiently use all resources in hand.
8. Dependability – reliability in presumptuous and carrying out obligations.
9. Analytical Aptitude – effectiveness in thinking through a problem and reaching sound conclusions.
10. Communicative Ability – efficiency by oral and written communications and keeping all related persons informed.
11. Interpersonal Skills – worth in relating in an appropriate and productive manner to others.
12. To Work under Pressure – skills to meet tensed deadline and adapt to changes.
13. Security Sensitivity – ability to grip private information appropriately and to keep fit care in conservation of sensitive information.
14. Safety Consciousness – has knowledge of good safety practices and demonstrates awareness of own personal safety and the safety of others.
15. Profit and Cost Sensitivity – ability to seek out, generate and implement profit-making ideas.
16. Planning Effectiveness – ability to anticipate needs, forecast conditions, set goals and standards, plan and schedule work and measure results.
17. Leadership – ability to develop in others the willingness and desire to work towards common objectives.
18. Delegating – effectiveness in delegating work appropriately.
19. Development People – ability to select, train and appraise personnel, set standards of performance, and provide motivation to grow in their capacity.

THE MANAGEMENT

STAFF DEVELOPMENT AND TRAINING

At Slidesigma, our talent acquisition group forecasts the number of professionals we need for each department. The group then works out the best way to source new hires, as and when they are needed.

An organization always looks for the people who can keep and sustain the competitiveness of the organization – a role that management and the human resources department plans out and executes. SlideSigma is dedicated to providing growth and training opportunities for all of its employees to achieve the overall objectives of the organization. These employees are encouraged during every stage by managers who have the right skills, knowledge and understanding to get things done .They acquire a range of knowledge and skills, both specialized and general, so that SlideSigma builds a workforce with a broad knowledge and skill base.

The following practices strengthen the provision of development and training throughout our branches:

INDUCTION

This  two-week training course is given to all new staff members.

Goals are set for all growth and training actions.

• All staff takes active accountability for their own development and training.
• Line managers have a duty in the development of their staff and are expected to fulfill that responsibility.

Slidesigma has a continuous training plan, keeping in mind the unique training needs of all individuals. These development and training activities lead to nationally recognized academic, vocational and professional qualifications. All these activities are evaluated and assessed properly.

The identification of development and training needs

The main components which influence the identification of development and training needs at SlideSigma are:

Department Heads and staff make their departmental plans, which are in-line with key objectives

Line managers and their staff have individual objectives which support the key objectives.

Current performance is assessed through a PDR (Performance and Development Review), which identifies development and training needs at individual levels. These are then incorporated to the ongoing training plans of SlideSigma.

Needs may be in terms of personal or group skill, knowledge, understanding, behavior or attitude. They can arise from new technology, a new job, a change in the duties or some external change e.g. Legal.

Objectives:

Objectives for all training and development activities are identified by the individuals and their line managers. They should be clear as to what the desired outcomes are in terms of new skills, knowledge, understanding etc. Proper mechanisms should be identified to assess whether or not those outcomes have been achieved.

Induction Training

New staff must receive induction training and it is the responsibility of their line manager to ensure that the induction program is being followed properly. Training ensures that new staff members become fully integrated in the culture and are able to start immediately.

At Slidesigma, there are two parts of the induction program. The first is spearheaded by the individual’s department managers and the second is employment-related and managed by the Human Resources Department.

Development and Training Methods

This is where the appropriate method of meeting the development and training needs of the individual are considered. This is done by keeping in mind the agreed-upon objectives and the learning preferences of the individual.

Training, development and learning opportunities include:

1. Relevant on-the-job training or coaching/mentoring.
2. Attendance of conferences/seminars for precise learning opportunities external courses.
3. Internal courses – these are run by external trainers.
4. Internal courses/training sessions – these are run by members of Slidesigma staff.
5. Use of distance-learning packages – by groups of staff at SlideSigma or by individuals.
6. External courses are normally be given by the Human Resource Department.
7. Equal Opportunities

Slidesigma’s “Equal Opportunities Policy” are always kept in mind, in every kind of training session. No individual will be offered or excluded from training session on the basis of sex, marital status, disability, color, race or ethnic origin, age, sexual preference or religious belief.

Plan and Timeframe

1. Plans must be implemented in accordance with the deadlines set. Every person’s responsibility must be clearly defined.
2. The implementation plan must form an integral part of the business plan. The manager must be aware of the practical impact of his business ideas.
3. Steps for implementation
4. Business objectives are established.
5. The tasks needed to attain the objectives set are defined and assigned .
6. Timescale is set out.
7. Activities are monitored and progressed.

Objectives:

Objectives must be clearly and concisely set out, with properly identified stages. They must be sensible, scalable, challenging but achievable.

Monitoring Activity and Progress

While monitoring the process, delays are to be identified and rectified. In the business plan, several execution plans will be needed for the particular feature of the business: product planning, marketing, financial problems and human resource management.

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