Life at KDDL

KDDL Business Group owes its success to strong employee base of committed individuals who reflect the group core value and
celebrate a culture that creates a sense of belonging.

“One piece of log creates a small fire, adequate to warm you up add just a few more pieces to blast an immense bonfire, large enough to warm up your entire circle of friends, needless to say individually counts but teamwork dynamites”

"Ensuring employees remain interested in their work
creates a greater sense of purpose
and deeper connection to their tasks
and the company as a whole."

First Prize Winner

  • Mr. Vasanth Kumar H.B Hands Unit Bangalore (KHAN)
  • Mr. Ravi K.B. Hands Unit Bangalore (KHAN)
  • Mr. Mahantesh Hulaginahal Eigen Engineering, Bangalore (EIGEN)
  • Mr. Mahesh Kumar R. Eigen Engineering, Bangalore (EIGEN)
  • Mr. Nandeesha M. VBL Innovations, Bangalore (VBL)
  • Mr. Chet Ram Dials Unit, Derabassi (KDER)
  • Mr. Balam Singh Dials Unit, Baddi (KHIM)
  • Mr. Bharti Kumar Dial Unit, TTPA (Parwanoo)
  • Mr. Rajinder Singh ETHOS Limited, (ECOM) Delhi

Second Prize Winners

  • Mr. Ravi G.M. Hands Unit Bangalore (KHAN)
  • Mr. Mahadeva N. Hands Unit Bangalore (KHAN)
  • Mr. Govindaraju G. Hands Unit Bangalore (KHAN)
  • Mr. Bhargav Bhat Hands Unit Bangalore (KHAN)
  • Mr. Gopinath N. Hands Unit Bangalore (KHAN)
  • Mr. Srikanth R. Hands Unit Bangalore (KHAN)
  • Mr. Naga V. Eigen Engineering, Bangalore (EIGEN)
  • Mr. Hanumantharaju T. Eigen Engineering, Bangalore (EIGEN)
  • Mr. Huliramaiah R. VBL Innovations, Bangalore (VBL)
  • Mr. Hemanth Kumar H. VBL Innovations, Bangalore (VBL)
  • Mr. Jagdeep Boparai Dials Unit, Derabassi (KDER)
  • Mr. R.S. Shekhawat Dials Unit, Derabassi (KDER)
  • Mr. Alok Bajpai Dials Unit, Derabassi (KDER)
  • Mr. C.P. Rawat Dials Unit, Derabassi (KDER)
  • Mr. Byas Muni Pal Dials Unit, Derabassi (KDER)
  • Mr. Pawan Kumar Dials Unit, Derabassi (KDER)
  • Mr. Balkar Singh Dials Unit, Derabassi (KDER)
  • Ms. Akanksha Mishra CSM, Derabassi
  • Mr. Sanjay Kumar Dial Unit, TTPA (Parwanoo)
  • Ms. Sukhmani Dial Unit, TTPA (Parwanoo)
  • Mr. Vipan Sharma Dial Unit, TTPA (Parwanoo)
  • Mr. Vinay Thakur Corporate Office (Chandigarh)
  • Ms. Mamta Packaging Unit, (KPAC)
  • Mr. Shesh Ram Packaging Unit, (KPAC)
  • Mr. Kishore M. Buxani ETHOS Limited, (EFOC) Chennai
  • Ms. Devika Mathur ETHOS Limited, (Mkt) Delhi
  • Mr. Yogesh Sharma ETHOS Limited, (IT) Chandigarh
  • Mr. Deep Chand ETHOS Limited, (ECAL) Chandigarh
  • Ms. Sheetal Lomesh Halde ETHOS Limited, (ET2M) Mumbai
  • Mr. Nachnani Jeetendra Vishnu ETHOS Limited, (EINO) Mumbai
  • Ms. Monika Kanwar ETHOS Limited, (HR) Chandigarh

Third Prize Winners

  • Mr. Mallesh S.N. Hands Unit Bangalore (KHAN)
  • Mr. Manjunath T. Hands Unit Bangalore (KHAN)
  • Mr. Jitehndra Kumar D. Hands Unit Bangalore (KHAN)
  • Mr. Gururaja P. Hands Unit Bangalore (KHAN)
  • Mr. Manjayya B. Hiremath Hands Unit Bangalore (KHAN)
  • Mr. Nagaraja T. Hands Unit Bangalore (KHAN)
  • Mr. Chethana S. Hands Unit Bangalore (KHAN)
  • Ms. Saranya R. Eigen Engineering, Bangalore (EIGEN)
  • Mr. Nityananda S. VBL Innovations, Bangalore (VBL)
  • Mr. Narasimhaiah P.C. VBL Innovations, Bangalore (VBL)
  • Mr. Gulshan Sharma Dials Unit, Derabassi (KDER)
  • Mr. Nitish Jindal Dials Unit, Derabassi (KDER)
  • Mr. Vikas Saini Dials Unit, Derabassi (KDER)
  • Mr. Harpreet Singh Dials Unit, Derabassi (KDER)
  • Mr. Badri Parsad Dials Unit, Derabassi (KDER)
  • Mr. Jeetinder Pareek Dials Unit (TAPES)
  • Mr. Sukhvir Singh Dial Unit, TTPA (Parwanoo)
  • Mr. Dinesh Rana Dial Unit, TTPA (Parwanoo)
  • Ms. Rekha Devi Dial Unit, TTPA (Parwanoo)
  • Mr. Satendra Dial Unit, TTPA (Parwanoo)
  • Mr. Mohan Bisht Corporate Office (Chandigarh)
  • Mr. Chandrika Prasad Corporate Office (Chandigarh)
  • Mr. Sanjay Chhatpar ETHOS Limited, (ET2M) Mumbai
  • Mr. Amit Kimothi ETHOS Limited, (Fin) Chandigarh
  • Mr. Kamal Sharma ETHOS Limited, (Fin) Chandigarh

"Businesses need to go beyond the interests of their companies to the communities they serve"

"Coming together is a beginning, staying together is progress, and working together is success."

*Top 2019 HR initiatives*

While the year 2018 is yet to close, many of you are already setting the stage for HR initiatives for 2019. IHRP recently conducted a survey of about 70 CHROs and Business Leaders on their top HR priorities for their organization’s. Out of a list of 22, three stood out as clear favorites:

1. *Reskilling and building skills transferability is needed to create a more agile workforce*.

Our industries are transforming due to emerging business models, political-economic changes and demographic shifts. HR’s role in strategic workforce planning to understand the macro-drivers of their industry impacting current and future people needs is a critical first step. Many need to promote their sectors (retail, social services, healthcare, early childhood, etc) as future-ready with good job opportunities for skills mastery and varied career paths. Here, the rollout of various industry-specific Skills Frameworks by SSG is an opportunity to benchmark and identify technical and generic skills at various competency levels and coupled with career paths.

2. *Adapting new technology in the management of HR processes across the full spectrum of the employee life cycle.*

The rate of adoption of social media has changed the way employees communicate, interact and work with one another. Routine processes are ripe for Robotic Process Automation (RPA). Beyond processes, the implications are also on new organization models to deal with speed and ambiguity and new ways of working where leaders need to embrace the power of networks to share and receive ideas, skills and capabilities.

3. *Mapping the employee journey to identify critical moments at work that have a lasting impact on employee experience*.

The shift from employee engagement to employee experience continues unabated, with organizations tailoring their human capital strategies at different life and/or career stages helps managers better shape or create these "moments that matter".

Other notables’ initiatives for 2019 include promoting from within, coaching managers to be more effective leaders and adopting a Business Partnering model for talent attraction and L&D strategies.

The HR transformation journey is well and truly underway. HR can now be called upon to help solve critical business problems.
A transformed HR function can be crucial in cultural transformation, increasing innovation, and offsetting impending talent shortages.

KDDL HR policies and practices are focused on employee well-being and an endeavor to form a congenial work environment. We promote diversity and equality at workplace and believe in providing an equal work environment to every employee irrespective of race, religion, gender, etc. We believe to adopt a culture of openness and camaraderie that reinforces ownership and transparency.

Organization culture is an invisible but powerful force that influences the behavior of the members,
CULTURE is simply a shared way of doing something with passion

KDDL HR practices encourage the adoption and implementation of best practices for overall betterment of employees. Nurturing a sense of pride amongst our employees about their association with KDDL is the prime driving force behind all activities undertaken by us

Being a good place to work is the difference between being
a good company and a great company


At KDDL , we make work play. We tackle complex challenges, work hard, high-five and celebrate. We are risk takers, fast learners, and experts in our fields

If you believe that you have the skill-sets to work in a dynamic environment and are willing to take up the ownership, come join KDDL.


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