Human Resource Management

STRATEGIES FOR DEVELOPING THE EMPLOYMENT RELATIONSHIP

2012-01-26T03:15:00.000-08:00

STRATEGIES FOR DEVELOPING THE EMPLOYMENT RELATIONSHIP
The employment relationship describes the relationships that exist between employers and employees in the workplace. These may be formal e.g contracts of employment or procedural agreements.

They may also be informal , in the shape of psychological contracts that expresses certain assumptions and expectations about what managers and employees have to offer and are willing to deliver.
The starting point of the employment relationship is an undertaking by an employee to provide skill and effort to the employer in return for which the employer provides the employee with a salary or a wage. Initially the relationship is founded on a legal contract.

The employers obligations include :
• the duty to pay salary or wages
• Provide a safe working place
• To act in good faith towards the employee and not undermine the trust and confidence of the employee.

The employee also has obligations which include:
• Obedience
• Competence
• Honesty
• Loyalty
Employment terms are fixed by the employer who has the power to dictate and control the contractual terms.

There are two types of contracts defining the employment relationship:
1. Transactional Contracts-
• Usually described financially
• Limited in duration
• Have Specified Performance Requirements

2. Relational Contracts
• Less Well defined
• Refer to an open ended membership to the organization
Employment relationships can also be expressed in terms of a psychological contract which has both transactional and relational qualities.

PSYCHOLOGICAL CONTRACT
The psychological contract expresses the combination of beliefs held by an individual and his or her employer about what they expect of one another.
A psychological contract is implied. There is the notion of an unwritten set of expectations operating at all times between every member of the organization and the various managers and others in that organization.
Aspects of the employment relationship covered by the psychological contract include from an employees point of view:
• Trust in the management of the organization to keep their promises (Guest et al, 1996)
• How they are treated in terms of fairness , equity and consistency
• Security of employment
• Scope to demonstrate competence
• Career expectations and the opportunity to develop skills
• Involvement and influence
From the employers point of view , the psychological contract covers such aspects of the employment relationship as:
• Commitment
• Competence
• Effort
• Compliance
• Loyalty

Significance of the Psychological Contract
A balanced psychological contract is necessary for a continuing, harmonious relationship between the employee and the organization
Violation of the psychological contract can signal to participants that the parties no longer shared (or never shared ) a common set of values.
The psychological contract governs the continual development of the employment relationship which is continuously evolving over time.

Employment Relationship Strategies:
These include :
• Developing a Positive Psychological Contract
• Increase Commitment
• Create a Climate of Trust
Strategies for Developing a Positive Psychological Contract
• Creating a High Involvement Climate . Ensuring that managers and team members have maximum amount of contact and achieve a mutual understanding of expectations
• Adopting a Policy of Transparency –ensuring that all matters which affect employees are known to them. Employees need to know what is happeneing and how it will affect them
• Developing HR procedures covering grievance handling, discipline, equal opportunities, promotion and redundancy and ensuring that they are all implemented fairly and consistently.
• Developing and Communicating HR policies covering the major areas of employment, development, reward and employee relations.
• Ensuring a reward system is developed and managed to achieve consistency, equity and fairness in all aspects of pay and benefits.
• Advising on employee relations procedures , processes and issues that further collective relationships.
• Providing Opportunities for Learning
• Training and Development Programmes that Underpin core values and define performance expectations. Manager and Team Leader Training should ensure that leaders understand their role in managing the employment relationship through such processes as performance management and team leadership.
• Encouraging use of personal development plans that spell out how continuous improvement of performance can be achieved mainly by self managed learning
• Focus on Job Security
• Promotion and Career Management
• Minimizing Status Differentials
• Fair Reward Systems
• Comprehensive Communication and Involvement Processes

Commitment Strategy
Commitment refers to feelings of attachment and loyalty .
Commitment is the relative strength of the individual’s identification with, and involvement in a particular organization. Consists of three factors:
• A strong desire to retain a member of the Organization
• A strong belief in, and acceptance of , the values and goals of the organization
• A readiness to exert effort on behalf of the organization

Creating a Commitment Strategy
It should be noted that when creating a commitment strategy :
1. It is a fact that the interests of the organization and its members do not necessarily coincide. Management usually asserts that everyone will benefit from organizational success in terms of security, pay, opportunities for advancement etc. However it is difficult to convince employees that the success of the organization can only be achieved through divestments, downsizing, cost reductions affecting pay and employment, tougher performance standards or tighter management controls. When defining values it is important that they are not imposed on employees. They should be involved in their formulation.

2. Management must not communicate values in such a way as to inhibit flexibility, creativity and the ability to adapt to change. Strategies have to be defined in broad terms and amended when circumstances change.

3. A commitment strategy will be concerned with the development of communication, education and training programmes , initiatives to increase involvement and ownership and the introduction of performance and reward management processes.

Components of a Commitment Strategy
1. Communication Programmes
Commitment will be gained if people understand what they are to commit to. Most time management communicates not realizing that employees have a different frame of reference from their own.

2. Education – The aim of educating is to influence behavior and thereby positively change attitudes.

3. Training-Training is designed to develop specific competencies. For example if one of the values to be supported is flexibility , it will be necessary to extend the range of skills possessed by members of work teams through multiskilling programmes.

4. Developing Ownership- A sense of belonging is enhanced if there is a feeling of ownership among employees . Ownership is not just in shares but it extends to participating in decision making on new developments and changes in working practices that affect the individuals concerned

5. Developing a sense of Excitement in the job.- Can be done by increasing responsibility, achievement and recognition and using these principles to govern the way jobs are designed.

6. Performance Management

7. PM strategies help cascade the organizations objectives so that consistency is achieved at all levels

8. Reward Management- Reward management channels make it clear that individuals will be rewarded in accordance with the extent to which they achieve objectives and uphold corporate values.

Strategies for Developing a Climate of Trust
In many organizations inconsistency between what is said and what is done undermines trust, generates employee cynicism and provides contradictions in management thinking.

Trust can be seen as a unique human resource capability that helps the organization fulfill its competitive advantage and leads to high business performance.
Trust is the ability to be relied on.

A high trust organization is one where organizational participants share certain ends or values; bear towards each other; offer each other spontaneous support; communicate honestly and freely.

Employees trust management when:
• They believe that management means what it says
• Observe that management does what it says it is going to do.
• Know from experience that management is going to deliver the deal
• Feel that they are treated fairly , equitably and consistently

EFFECTIVENESS OF EXISTING PERFORMANCE APPRAISAL SYSTEM PROJECT REPORT

2011-12-27T04:51:00.000-08:00

NEED FOR THE STUDY:
The following are the needs to do the research at CAG Pride.
1. There is no such research work was carried before.
2. The management was in the position to know whether the existing performance appraisal system is effective or not.
3. To measure the satisfaction level of the employees.
4. To get suggestions from the employees for further improvement in existing performance appraisal system.
5. To contribute to the growth of the organization.

OBJECTIVES:
PRIMARY OBJECTIVE:
Measuring the effectiveness of the existing performance appraisal system.

SECONDARY OBJECTIVES:
1. Suggest the ways and means to improve the effectiveness of the existing Performance appraisal system.

2. To measure the subjectivity and objectivity, which influence the existing
Performance appraisal system and remove the subjectivity and increase the objectivity.

LIMITATIONS OF THIS STUDY
1. The respondent attitude did not allow me to get their true feelings.
2. Most of the respondent feared to give their name.
3. Most of the employees were busy with their tight work and they don’t want to be disturbed.
4. Employees are very limited and duration is limited.

RESEARCH METHODOLOGY
RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

There are three types of research designs. They are,
=> Exploratory research design.
=> Conclusive research design.
=> Descriptive research design.
=> Casual research design.
=> Performance monitoring research.

The research design that is been applied is Performance Monitoring research design. The performance of the employee is monitored based on the strategy of the organization and this research helps us to learn how this strategy is working.

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Grievance Redressal Procedure Project Report

2011-12-27T04:44:00.000-08:00

Grievance redressal procedure:
In view of C.B. memoria , “A grievance procedure is essential because if brings uniformity in the handing of grievances”. Which grievance are settled generally to the satisfaction of the trade union (or) employees and the management.
Stages in grievance handling system scheme of grievance redressal for staff and officers in saffron micro system:
Type of grievances: grievances arising out of acrs, promotions, issues concerning more than one employee, grievance arising out of discharge or dismissal of an employee or grievance arising out of disciplinary action.

STAGE1:
=> Should be communicated to immediate supervisor orally who in turn should reply within one week
=> The grievance should be sent through personnel executive to department head; PE should record his comments and sent it to the department head within three days.

STAGE2:
The departmental head has to decide the issue within seven working days or refer the grievance to the unit grievance redressal committee.

STAGE3:
The grievance redresaal committee constituted by unit management should be processed within one month and the recommendations sent to the head of the division/unit for a decision.

STAGE4:
The head of the division/unit well be conveyed within 10 days and well be final.

STAGE5:
=> In exceptional cases with the concurrence of the grievances redressal committee/head of division/unit the aggrieved employee who is not satisfied with the decision of the head of the unit well have the option to appeal to the director.

=> Appeals thus received well be processed by the corporate grievance committee who in turn well submit its recommendations to the director (personnal) within a period of one month. The decision of the DP well be conveyed in 15 days, which will be final and binding.

SCCL has formulated a Grievance Redressal Mechanism for its employees, advising the officers from time to time to put in their best efforts, to examine the grievances submitted by the workmen in a better manner at different stages and redress the grievances expeditiously. The genuine grievances of the workmen are attended to by the managerial personnel in a well established manner and this procedure i.e. Grievance Redresseal Procedure is followed at 3 levels for prompt action.

OBJECTIVES OF THE STUDY :
=> To know whether the employees are satisfied through the grievance redressal procedure in saffron micro system.
=> Problem faced by the employee.
=> To know whether the employees grievance arises towards welfare measures.
=> To study on effectiveness of grievance handling system of saffron micro system.
=> To analyse the impact of decision taken by the management.

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A Study on Employee Motivation - Project Report

2011-11-12T20:16:00.000-08:00

Abstract
This study helps to know the satisfaction level of employees with the motivational factors used by the company. This project had been undertaken by me to find out the needs and wants of the employees. Under this Study a questionnaire which constituted questions relating to the employees expectation. The gathered data had been critically analyzed relating to employee motivations.

NEED FOR THE STUDY
The needs for the study are given below such as follows.
• To study and know the employee motivation scenario in “Anglo French Textiles Limited”.

• To know the employees satisfied level with the motivation factors undertaken by the company.

• To identify how the organization motivates the employees.

• To measure the level of performance before and after motivation to find out the improvement factors for motivating the employees.

OBJECTIVES OF THE STUDY
=> To identify the different ways in the organization to motivate the employees.

=> To find out the factors that affect the employee’s motivation provided by an organization.

=> To know how motivation creates job satisfaction among the Employees.

=> To identify the significance of motivation that has an impact on productivity.

=> To identify the factors which bring high level of satisfaction.

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Women Entrepreneurship With Special Reference to Small Scale Industries - Project Report

2011-11-12T20:09:00.000-08:00

Business environment for women entrepreneurs in small scale industries
It is estimated that women entrepreneurs presently comprise about 10% of the total number of entrepreneurs in India, with the percentage growing every year. If the prevailing trends continue, it is likely that in another five years, women will comprise 20% of the entrepreneurial force. With corporates eager to associate and work with women-owned businesses, and a host of banks and non-governmental organisations keen to help them get going, there has rarely been a better time for women with zeal and creativity to start their own business.
Endowed with the famous female intuition that helps them make the right choices even in situations where experience and logic fail, women have innate flair for entrepreneurship. Although men and women may be motivated by different goals and expectations (In her book, When Money Isn't Enough, Connie Glaser reports that male entrepreneurs are motivated by the potential to earn lots of money, while women start their own companies because they seek greater control over their personal and professional lives.) women entrepreneurs are just as competent, if not better, than their male counterparts.

Women are more likely than men to admit when they do not know something and ask for help. They are natural networkers and relationship builders, forging powerful bonds and nurturing relationships with clients and employees alike. They are also more inclined to seek out mentors and develop supportive teams. In business this translates into establishing rapport with clients and providing great customer service. This perhaps is the reason why many women tend to launch businesses that are client based or service-oriented.

Sometimes, however, a lack of training and prior experience can render women entrepreneurs susceptible to a number of pitfalls. The following guidelines are aimed at helping women entrepreneurs cross some of the typical pitfalls that may crop up on their path to success:
Don't undervalue your abilities. Women typically tend to give away too much and charge too little. This is a common phenomenon in service-based industries where they may charge by the hour instead of charging a fee on the merit of knowledge or service rendered. Adopting value-based charges and charging per project (not on weekly or monthly basis), will help women entrepreneurs gain the actual worth of the services rendered.

Learn to juggle family with business. Unlike men, it is difficult for women to completely ignore family obligations when pursuing business, and they can quickly lose sight of their desire to have a balanced life in the face of a demanding new business. It is important to sustain a personal life and balance family obligations with professional ones, if they are to be successful and happy.
Women also need to be twice as persistent and assertive to make their presence felt in a predominantly male business world. Network, but in a way you feel comfortable with. Establish limits and do make sure that you are well within your comfort zone when networking with others.

Do not forget you are running a business. Piling on work/life benefits will not do anyone any good if doing so cuts too deeply into the company's bottom line. You have to learn to be attentive to people's needs and still run a profitable business. Women typically fight shy of self-endorsement. Do not be afraid to promote yourself.
Remember, if you want a thriving business you must market yourself and take credit for your achievements. If your marketing is shoddy no one will know what you have to offer Though sidelined as the `weaker sex' for long, with encouragement, support and a conducive environment, woman entrepreneurs are fast becoming a force to reckon with in the business world.

An entrepreneur perceives a need and then brings together the manpower, materials and capital required to meet that need. Entrepreneurs search for change, respond to it and exploit it as an opportunity. Entrepreneurship involves combining factors of production to initiate changes and it is a discontinuous process. The high rate of economic growth strengthens the nation, provides a high standard of living to the people to protect the interest of the poor.

Women constitute almost half of the total population in the world. But their representation in employment is comparatively low According the I.L.O report in 1980, “Women are 50 per cent of the world’s population, do the two-thirds of the world’s work hours, receive ten percent of the worlds income and own less than one percent of worlds property”

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Effectiveness of Performance Appraisal System at Eureka Forbes Limited - Project Report

2011-11-11T05:41:00.000-08:00

1.INTRODUCTION
Appraising the performance of individuals, groups and organizations is a common practice of all societies. While in some instances the appraisal processes are structured and formally sanctioned, in other instances they are an informal and integral part of daily activities. Thus, teachers evaluate the performance of students, bankers evaluate the performance of creditors, parents evaluate the behavior of the children, and all of us, consciously or unconsciously evaluate our own actions from time to time.

“Performance appraisal” has been identified as one of the most complex of man-management activities. It is often a difficult and emotion laden process. Performance appraisal has become part of organizational life. Every organization has some kind of evaluating the performance of its personnel.

“Performance appraisal” or “Merit rating” is one of the oldest and universal practices of management. This approach resulted in an appraisal system in which the employee’s merits like initiative, dependability, personality etc were compared with others and ranked or rated.

HISTORY
During and after World War I, systematic performance appraisal was quite prominent. Credit goes to Walter Dill Scot for systematic performance appraisal technique of “man-to-man rating system” (merit rating). It was used for evaluating military officers. Industrial concerns also used this system during 1920s and 1940s for evaluating hourly paid workers. However, with the increase in training and management development programs from 1950s, management started adopting performance appraisal for evaluating technical, skilled, professional and managerial personnel as a part of training and executive development programmes. With this evolutionary process, the term merit rating had been changed into employee appraisal or performance appraisal.

MEANING
Performance Appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks the make up an individual’s job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, which means performance is always measured in terms of results.

“Performance appraisal” is a systematic evaluation of present and potential capabilities of personnel and employees by their superiors, superior’s superior or a professional from outside. “It is a process of estimating or judging the value, excellent qualities or status of a person or thing.”

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SCDL Project Guidelines

2011-10-27T21:28:00.000-07:00

Symbiosis Centre for Distance Learning Project Guidelines for Post Graduate Programs
and Certificate courses

1. Understanding the significance of a Project Report
Many learners underestimate the significance of a project report and make a mistake of thinking that excellent marks can be scored by simply producing a good lay-out. This is fundamentally not the case as many projects are graded well below their potential because of an indifferent or poor write-up. In order to acquire the right balance, a learner should consider the aim behind making a good project. It provides the opportunity for a learner to demonstrate independence and originality, to plan and organize the project work, and to put into practice some of the techniques a learner has been taught throughout the program.

2. Meaning of a Project
The word project actually means something that comes before anything else is done. A
project can be defined as a temporary endeavour undertaken to achieve a particular aim or it is a study of factual information for comprehending and applying the various concepts of the course into practice. In simple words, a project can be understood as mentioned under:
_ It is a practice of verification or demonstration of concepts or hypotheses or processes
learnt.
_ It is also a technique of self-learning, learning by doing. It has a practical value.
_ The purpose of project is not to generalize but to study the situation with a practical
orientation.

3. Application of Research Methodology to Project Work
SCDL allows learners to take up any topic of their interest and choice for project work. However, learners should bear in mind that project topic should be relevant in their area of specialization. For example, the learners of PGDBA (Marketing) should carry out their project work only in the functional areas of Marketing or PGDIT learners should select topics from their area of choice.

Although an illustrative list of the topics is being given at the end in order to give an idea about project topics or titles of the project, learners are nevertheless advised not to restrict themselves only to the topics specified. SCDL gives liberty to choose any topic relevant to a learner’s specialization.

Steps in Research Process
Defining the problem and Project Objectives
Designing Project Plan
Collecting Data
Analysis of Data
Interpretation and reporting the findings

4.Project Supervisor(Guide)
Projects can be guided by any Post Graduate degree holder with/without a Doctorate
Degree working in an academic institution (preferably teaching MBA /Management
course) or a person working in the managerial cadre in any industrial/business /IT
organization. Learners must take advice and suggestions from their guides from time to time.

5.Project Proposal
Once the learner decides the Project topic, he/she should prepare a proposal as per the format given in the next page. This format should be considered as ANNEXURE 1 of the Project report by the learners. The Proposal should not be more than 5 to 6 pages. In other words, the project proposal need not be sent separately.

6.Format of Proposal
Name of theLearner…………………………………….........
Registration No. ………………………………………….....
Program Name…………………………………………………
Address………………………………………………….........
......…………………………………………………..................

Proposal must carry the following information
_ Title of the Project
_ Objectives
_ Need for the topic
_ Methodology and Procedure of Work
_ Statistical Techniques to be used(If any)
_ Chapterisation
_ Detailed Information of Guide: Name, Address, Qualification, Designation, Special
Field of Work, Experience, Any Other Important Information

7. Technical specifications of the project report
_ Paper : A4 size Bond Paper only(11"x 8.5")
_ Fonts : Times New Roman , 12 font size, ‘1.5’ spacing
_ Margin : Left 35 mm , Right 20mm , Top 35mm , Bottom 20mm
_ Binding : Rexin Black Bound or Plastic & spiral bound
_ First (preliminary)page should have the following information:
i) Top : The Title in BLOCK CAPITALS
ii) Centre : Full name of the student in Capital letters and Registration Number
iii) Bottom : Name of the Institute(i.e. SCDL), in Block Capitals, and the Academic year

8. Instructions for the preparation of hard copy of the project report
Learners should note the following important points regarding project work:
_ The title of the project-report should not be the same as the objectives, as there can be more
than one objective for a particular study.
_ Each objective will have at least one or more findings and suggestions.
_ Each objective must have relevant questions in the questionnaire and/or interview
schedule.
_ Learner must ensure adequate coverage of the topic in general and objectives in particular.
_ Coloured figures/diagrams/graphs/tables will add value to the presentation of the report.
Every table and diagrammatic representation should have a serial number and a caption.
_ All Project reports are to be sent by post or delivered personally at the address of SCDL
main campus.Learners should submit thedraft of the project report to the Project Guide
before the final submission and make the necessary changes, corrections as suggested by
the guide.

_ Project Report should be of minimum 65 pages for all two year
programs and of 30 pages for all one year programs.(Not applicable for PGDIT/PGDID)
Learners have to strictly follow the deadline for submission of the project report. Project
reports received after the deadline will not be evaluated.

Important Note
(a) For two year programs, the Project report must be submitted within three months after completion of the fourth semester. As far as PGDIT program is concerned, Part A of the project report should be submitted within three months after completion of the third semester and Part B of the project report within three months after completion of the fourth semester. For one year programs, the project report must be submitted within three months after completion of the second semester. As far as CPED (which is only a one semester) program is concerned, the project report should be submitted within two months after completion of the semester.
(b) While sending the project report to Symbiosis Centre for Distance Learning (SCDL), please mention (on the top of the envelope) “PROJECT REPORT for program………..”.
(c) In addition to these general guidelines, learners of PGDIT and PGDID must also refer to the guidelines specific to their programs as given in Annexures ‘A’ and ‘B’.

9.No Objection Certificate
If the project is carried out in an organization, a certificate of the CEO or any other authorized person of the organization is necessary, mentioning that the organization has no objection in publishing the findings of the project study.
The certificate should bear the name of the authority with signature and company stamp. Alternatively, the certificate should be given on the company’s letterhead and signed by the company’s authorized person.

9(a) FOR EMPLOYED LEARNERS
SPECIMEN
NO OBJECTION CERTIFICATE
This is to certify that ………..(learner’s name) is an employee of this
institute/organization for the past …………
We have no objection for him/her to carry out a project work titled “…………………” in our
organization and for submitting the same to the Director, SCDL as a part of fulfilment of
the……………..Program.
We wish him/her all the success.
Seal of the company Signature of the competent authority
of the Institute / Organization

Place:
Date:

9 (b) FOR NON EMPLOYED LEARNERS
SPECIMEN
NO OBJECTION CERTIFICATE
This is to certify that ………..(learner’s name) is permitted to use relevant data/information of
this organization for his/her project in fulfilment of the ……………..Program.
We wish him/her all the success.
Seal of the company Signature of the competent authority
of the Institute / Organization
Place:
Date:

CERTIFICATE/DECLARATION REGARDING ORIGINALITY
This is to be given by the learner and the supervisor (guide) indicating that this project work is
original and submitted for the first time.

SPECIMEN
9(c) DECLARATION BY THE LEARNER

This is to declare that I have carried out this project work myself in part fulfilment of the
…………..Program of SCDL.
The work is original, has not been copied from anywhere else and has not been submitted to any
other University/Institute for an award of any degree/diploma.
Date: Signature:
Place: Name:

SPECIMEN
9(d) CERTIFICATE OF SUPERVISOR(GUIDE)
Certified that the work incorporated in this Project Report……………..(Title) submitted by
……………..(Learner’s name) is his/her original work and completed under my supervision.
Material obtained from other sources has been duly acknowledged in the Project Report
Date: Signature of Guide:
Place:

10. Chapterisation (For Programs other than PGDIT/PGDID)
i) No Objection Certificate
ii) Declaration By The Learner
iii) Certificate By The Supervisor
Chapters Page Nos.
1. Introduction…………………………………………………
2. Objectives and Scope………………………………………
3. Limitations ………………………………………………….
4. Theoretical Perspective……………………
5. Methodology and Procedure of Work …………
6. Analysis of Data…………………………………………….
7. Findings, Inferences and Recommendations…………………
8. Conclusion……………………………………………………
9. Summary of the Project Report
ANNEXURES
I) Proposal
II) References
III) List of Figures, Charts, Diagrams……………………………
IV) List of Tables ………………………………………………

(Note: The “No Objection” Certificate and the Declaration Certificate of the learner and the
supervisor will be a part of the hard bound Project Report.)

11. Scheme of Assessment and Evaluation of Project
Sr. No. Item of Assessment
1. Area and topic selected for the project work
2 . Need of the project topic and statement of objectives of the project work
3 . Methodology and procedure of the project work
4 . Tools of data collection
5 . Presentation of collected data tabulation, diagrams, graphs etc.in a concise form
6. Analysis of data
7 . Use of statistical techniques for analyzing of data
8. Findings, inferences, their educational implications and recommendations.
9 . Preliminary pages of the project report , typing, binding and get-up of the report
10 Overall impression about the project work and its presentation in the report form
11 If the project has any relevance to the existing job profile, a learner has to furnish a
feedback from his/her immediate superior as to why/how the particular topic has been
chosen by the concerned learner and what value it would add in general or in particular.

12. Selection of Project Topic
The project can be selected in various ways like
_ Select a company / organization / institute concerned
_ Discuss with concerned persons, your specific requirements and select the subject/topic in
their consultation.
_ Discuss with your faculty concerned, before making a choice of your subject/topic.
_ Consult experts in the field to make a right choice of the subject.
_ Study various articles / news items etc. appearing in dailies, weekly, monthly magazines to
look for a desired topic.
_ Discussions with the relevant firm may help select a proper topic.
_ A critical eye can help you spot the right topic for your project.

13. Suggested List of Topics for Project Work

Human Resource Management
Philosophy and Management of Human Resources in select large sized Indian Industries
Leadership styles – A comparison of Indian and Foreign Banks in Pune
Job satisfaction and Job involvement of employees in select Textile Mills in Gujarat
Status of Industrial Relations and Implementation of Labour Welfare
Measures in select Oil Mines
HR Practices and Organizational Strategies in select IT companies in India
360 degree appraisal in ABC Corporation
Potential appraisal in Maruti Udyog
Strikes and lockouts in ABC
Cross cultural issues in HR
Industrial conflict
Transfer and Promotional Strategies

Annexure A
Guidelines specific to PGDIT Learners
1. Learners have to carry out computerization / automation of any
business process as a part of this project. They may choose any manual system or may
carry modification to the existing applications.
2. Learners are required to complete the project in two parts, part A and B.
Part A (Semester III) Analysis and Design, covers the following
phases:

_ Survey Phase / Study
_ Analysis
_ Design
3. Learners have to send survey phase (soft copy) document by August 12, 2007 to SCDL
with their name, title of the project, course name, registration number clearly marked on it
.SCDL will approve the document and intimate the learners. Learners are then required to
submit Analysis and Design (i.e. the remaining part of Part A of the project) for approval
before the end of the semester.
4. Based on the feedback, a learner has to modify the design and develop the project.
Learners should submit a softcopy in MS-office format (Word Document, PPT-diagram) at
projectreport@scdl.net

Part B (Semester IV) covers the code design, Implementation
and Evaluation

5. After the completion of the entire project of (Semester III and Semester IV) every learner
has to submit a hard copy of the complete project report in a combined form to SCDL
main campus address. Similarly, a soft copy has to be sent on the e-mail ID mentioned
above.

BODY OF TEXT
Part A (Semester III)
a. Survey Phase/ Study:
_ Existing system: - Explains the functionality (of existing system)
_ Drawbacks
_ System Requirements:- features desired in new system
b. Analysis:
_ Context Diagram
_ Data flow Diagram (Level I, II, III)
_ Functional decomposition
c. Design (System design):
_ ER Diagram
_ Data Dictionary
_ Table Design
_ Input forms Design
_ Report Layouts

Part B (Semester IV)
7. The code design and implementation
Learners have to develop the code for the forms and reports designed
during Semester III. They will be assessed on the basis of
_ Quality of code
_ Input data validations
_ Quality of report

Note: Learners of PGDIT are requested to retain a soft copy
of the project prepared in Semester III as it will be required
for pursuing further project work for Semester IV.

8. CHAPTERISATION (Project I - Semester III)
Chapter 1: Introduction
_ Existing system
_ Scope of project
_ Model, if any

Chapter 2: Survey
_ Sources of Data Collection
_ Methods of Data Collection
_ System Requirements

Chapter 3: Analysis
_ Context diagram
_ Data flow diagram (Level I, II, III)
_ Functional decomposition

Chapter 4: Design
_ ER diagram
_ Data dictionary
_ Table design
_ Input forms design
_ Report layouts

Chapter 5: Implementation (Project II - Semester IV)
_ Data Validation
_ Sample Code

Chapter 6: Future Enhancement
Annexure
A. Survey
B. Input Screens
C. Sample Reports
Bibliography

9.Suggested list of topics for the Project Report
Information &Technology
_ Student Information System such as enrolment process, fee status,
assignment status, exams status, degree/diploma processing.
_ Online examination system such as generation of question bank,
question paper, score card etc.
IT in HR application such as payroll system, performance appraisal,
recruitment, leave management etc.
E-commerce
ERP in Logistics/Transportation Management
MIS in Traffic Management
Data processing in Warehouse Management
Design/Development of novel IT system
EDI
Knowledge Management and IT
Role of IT in Project Management
SAP System/Vendor Selection
Security and role of IT
IT Maintenance/Troubleshooting

Annexure B
Guidelines specific to PGDID Learners
1. Objective of PGDID Project
To develop skills, insights, and understandings of the basics to instructional design
concepts, models, theories and principles combined with creativity, with emphasis on
development of instructionally sound storyboards / scripts.

2. All learners of PGDID program have to submit two projects, one in Semester I and the
other in Semester II
SCDL allows learners to take –up any topic of their interest and choice for Project 1.
However, learners should bear in mind that the project topic should be relevant to
Instructional Designing. Although an illustrative list of the topics is given in order to give
an idea about project topics or titles of the project, learners are nevertheless advised not to
restrict themselves only to the topics mentioned here for Project Work as SCDL gives
liberty to choose any topic relevant to Instructional Design.

3. List of Topics for Project (1) Work (First Semester)
1. Teaching Computer Basics to (a)adult (b)child
2. Teaching Environmental Science
(a) Global Warming
(b) Pollution
(c) Contagious Disease
(d) Green House Effect
3. Induction And Training Program for Top Management, Middle Management and Lower
Management
4. Needs Analysis for Call Centre/Training and Development Company
5. Teaching Basics of Grammar to Primary, Middle and Senior Class
6. Interview Basics
7. Stress Management

Note: As Project 1, every learner is supposed to write a detailed note
(15-20 pages) on any one of the above topics or any other topic
relevant to the application of Instructional Design

4. As far as Project 2 (second semester) is concerned, raw contents
on three topics for creating storyboard/script is provided by SCDL on website
www.scdl.net. Learners need to select any one topic to create a storyboard/script.
Learner may choose to create either a storyboard or a script on any one of the topic. Both
formats serve the same purpose, and include the same descriptive elements, but vary in
their layout and treatment of graphics. Sample storyboard and sample script is provided in
Lesson 12: Visualization & Storyboarding of SLMS is also online in the topic chosen .
a) Storyboards use rough sketches or clip art to visually depict required art elements.
b) Scripts use verbal descriptions of on-screen graphical items.
5. Creating Storyboard
c) Learner is supposed to create the storyboard using PowerPoint application (ppt file)
Naming the file: Learners should use their registration number to name the file. e.g.
200500002.ppt
d) Alternatively learner can submit a hand-written storyboard, for which they need to follow
the format provided in the Self learning material (Annexure B, Page 169). In this format,
the page is divided into two parts. Learners may show the placement of text, graphics,
instructional text etc. at the initial part of their project and they can write the instructions
meant for the graphic artist and the programmer at the end of their project. The learners
may also write additional text or the text that needs to appear on navigations like click, rollover,
drag and drop, etc.

6. Creating Script
e) Learner is supposed to create the storyboard using MS-Word application (doc file).
Naming the file: Learners should use their registration number to name the file.e.g.
200500002.doc.
f ) Alternatively, a learner can submit a hand-written script, but they need to follow the
format provided in Annexure A (Page 157) of the SLM.

7.Project Submission
g) Softcopies of Project 1 and 2 are to be submitted at projectreport@scdl.net to SCDL. Apart
from soft copy, after the completion of the entire project of (Semester III and Semester IV)
every learner has to submit a hard copy of the complete project report in a combined form
to SCDL main campus address.
Please note that the name of the file should be learner’s registration
number. e.g.: 200500002.doc
h) Learners are required to retain one copy of the project with them.

PPT on Performance Management

2011-10-27T21:22:00.000-07:00

Dear Friends,
Attachinf herewith powerpoint presentation / PPT on performance management.

Download PPT

Training and Development at HCL Infosystem Project Report

2011-08-28T19:07:00.000-07:00

The game of economic competition has new rules. Firms should be fast and responsive.
This requires responding to customer‟s needs for quality, variety, customization,
convenience and timeliness. Meeting these new standards requires a workforce that is
technically trained in all respects. To survive and flourish in the present day corporate jungle, companies should invest time and money in upgrading the knowledge and skills of their employees constantly. Here arises the necessity of Training and Development since any company that stops injecting itself with intelligence is going to die.

This project is intended to give an insight to one of the primary Human Resource function i.e. Training and Development being followed in HCL infosystem. The document begins with a brief overview, objectives of the study and goes on to elaborate on the need and significance of the study. It proceeds further with the methodologies being followed and how the data is collected, analyzed and interpreted. This is mainly is dealt with and the Company profile is elaborated followed by the Human Resource analysis, Statistical analysis and is concluded with Recommendations and suggestions.

In this project, I have learned many things about training and development programmes carried out at HCL Infosystem.
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Training And Development Project Report

2011-08-28T06:45:00.000-07:00

very organization needs to have well-trained and experienced people to perform
the activities that have to be done. So it is necessary to raise skill levels and
increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or a technological break-through require some type of training and development efforts. As jobs become more complex, the importance of employee development also increases.

In a rapidly changing society, employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is maintain a viable and knowledgeable workforce“.

Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on the current job or prepare them for an intended job. Development is the related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality; help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but also better men and women. Training a person for a bigger and higher job is development.
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Rewards and Recognition Schemes for Staff and Officers of Hindustan Unilever Limited

2011-08-28T06:28:00.000-07:00

EXECUTIVE SUMMARY/INTRODUCTION

In spite of theoretical knowledge gained through classroom study, a person is incomplete if not subjected to practical exposure of real corporate world and the
challenges and problems that one has to face at the actual work place.

In this context the study has been taken to make the person aware of happening of
the real business world. The project entitled REWARDS AND RECOGNITION FOR STAFF AND OFFICERS with the special reference to HINDUSTAN UNILEVER LIMITED has been done in GURGAON as a summer training part of MBA program and it helped in understanding about the policies and procedures of a company and how these should be formulate together so that they solve the real purpose. It also gave a chance to have an interaction with people at real workplace who are working at different positions with different authorities and responsibilities.

The generosity & the patience of these people for spending their valuable time for
having discussions and interactions has also been a rich experience for me.
The study was made to formulate a manual by collecting relevant information about the contents with the help of Questionnaire survey and face to face interaction with the HR MANAGERS & HR OFFICERS of 7 other companies as well from the valuable information & suggestions provided by the members of HLL itself (people from different departments and the sales force members). Secondary data was collected from the other manuals provided by the HR department and website of the company.
The final outcome of the study is various schemes of rewards and recognitions for
staff and officers of HLL, which will help them in getting motivated and improvising
their performances at work place.
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Performance Appraisal Effectiveness Analysis Project Report

2011-08-28T06:19:00.000-07:00

Aim of the Research
To ascertain the effectiveness of Performance Appraisal methodology used by the
Organization.

Objectives of the study
The following are the objectives of the study -
=> To develop my understanding of the subject.
o Performance Appraisal System implemented in various Organizations
varies according to the need and suitability. Through my research, I have
tried to study the kind of Appraisal used in the Organization and the
various pros and cons of this type of system.

=> To conduct a study on social behavior.
o Social behavior is a very unpredictable aspect of human life but social
research is an attempt to acquire knowledge and to use the same for social
development.

=>To enhance the welfare of employees.
o The Appraisal system is conceived by the Management but mostly does
not take into consideration the opinion of the employees. This can lead to
adverse problems in the Organization. Therefore by this study I have
attempted to put forth the opinion of the employee with respect to the
acceptability of the Performance Appraisal System.

=> To exercise social control and predict changes in behavior.
o The ultimate object of my research is to make it possible to predict the
behavior of individuals by studying the factors that govern and guide
them.
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Performance Appraisal System at Lilavati Hospital & Research Centre Project Report

2011-08-27T20:20:00.000-07:00

Lilavati hospital & research centre is very well known hospital in Mumbai & in India also with its excellent research facilities & world famous researchers. This project is titled as performance appraisal system at Lilavati hospital & tries to find out the different aspects of performance appraisal in the hospital.

Different officials working in the HRD department have provided very important data in this respect. Formal & informal interviews as well as the research (through questionnaire) are the basic methods of data collection used in this project work. Also secondary data provided by the hospital officials is of immense importance. Every effort has been made to understand the long term plans of hospitals for implementing performance appraisal program.

As the hospital is a service industry; the employees serving in the hospital are the most important elements & that is why performance appraisal becomes very important in the long run. Taking into consideration this aspect, the performance appraisal program currently being carried out is been observed. Also the training given to employees is studied & suggestions have been suggested to improve quality & implementation of performance appraisal program.

From this project work; hospital officials will get new insights about performance appraisal program & also acquired the knowledge of how the performance appraisal program is carried out in hospitals.
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Effectiveness of Recruitment Process at Bajaj Allianz Project Report

2011-08-27T20:14:00.000-07:00

Bajaj Allianz Life Insurance Co.Ltd and Bajaj Allianz General Insurance is very well known Insurance Co in Pune & in India also with its largest insurer in the
world had joined hands with famous Bajaj Auto one of the trusted name in automobiles and house industry in India. This project is titled as Effectiveness of Recruitment process and Analysis of Employees settlement in Baja Allianz Life Insurance & tries to find out the different aspects of Recruitment process and settlement analysis in company.

Different officials working in the HR department have provided very important data in this respect. Formal and Informal interviews as well as the research (through questionnaire) are the basic methods of data collection used in this project work. Also secondary data provided by the company officials is of immense importance. Every effort has been made to understand the long term plans of company for implementing Recruitment process and Employees settlement.

As the Insurance Co is a service industry; the employees serving in the company are the most important elements and that is why recruitment process becomes very important in the long run. The settlement analysis also gives the company the final version of Exit process. Taking into consideration this aspect, the effectiveness of recruitment program and analysis of employees settlement. recently being carried out is been observed.

From this project work; company officials will get new insights about Recruitment
process and Full and Final settlement of employees analysis. Also acquired the knowledge of how the Recruitment process and Full and Final settlement of employees is carried in Bajaj Allianz Life Insurance Head Office Pune.
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Absenteeism - Causes, Effects & Control Project Report

2011-08-27T19:56:00.000-07:00

Absenteeism refers to unauthorized absence of the worker from his job. Absenteeism can be defined as failure of employees to report for work when they are scheduled to work. Employees who are away from work on recognized holidays, vacations, approved leaves of absence, or leaves of absence allowed for
under the collective agreement provisions would not be included .

In India, the problem of absenteeism is greater than other countries. When the employee takes time off, on a scheduled working day with permission, it is authorized absence. When he remains absent without permission or informing, it
is wilful absence without leave.

In these days, when the needs of the country require greater emphasis
upon increase of productivity and the economic and rational utilization of time and
materials at our disposal, it is necessary to minimize absenteeism to the maximum
possible extent.

Recent surveys indicate the following trends in absenteeism:
1. The higher the rate of pay and the greater the length of service of the employee, the fewer the absences.

2. As an organization grows, there is a tendency towards higher rates of absenteeism.

3. Women are absent more frequently than men.

4. Single employees are absent more frequently than married employees.

5. Younger employees are absent more frequently than older employees but the latter are absent for longer periods of time.

6. Unionized organizations have higher absenteeism rates than non-union
organizations.
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Wages and Salary Administration Project Report

2011-07-26T22:27:00.000-07:00

A Study on Wages & Salary Administration
INTRODUCTION-
WAGES AND SALARLY:
Wages and salary administration is an integral part of the management of the organization. Wages and salary is a systematic approach to providing monetary value to employees in exchange for work performed.

It may achieve several purposes assisting in recruitment, job performance, and job satisfaction. It is the remuneration received by an employee in return for his\her contribution to the organization .It is an organized practice that involves balancing the work –employee relation by providing monetary and non-monetary benefits to employees.

The vast majority of American adults gain their livelihoods by working for a corporation or partnership that they do not own. This is true of people who work in factories, stores, or offices. It is also true of many highly educated workers, such as doctors, and non-tenured college professors (who have no property rights in their jobs). Most unskilled and semi-skilled workers are paid by the hour, most professionals or semiprofessionals are paid by the month or the year. Although hourly employees are called wage workers and others are generally considered salaried, all depend for their livelihoods on payment by the owners of productive property (capital) that makes a profit on their labor. In that sense they are all wage workers.

But like assembly line workers, wages are ballplayers' primary source of income, and they are employed by corporations that make a profit from their work. If an owner's team consistently loses money, players will be paid less—or traded.

MEANING OF WAGES:
Wages means all remuneration capable of being expressed in terms of money, which would, if the terms of contract of employment ,express or implied, were fulfilled, be payable to a person employed in respect of his employment or of work done in such employment.

MEANING OF SALARY:
A salary is a form of periodic payment from an employer to an employee, which may be specified in an employment contract. It is contrasted with piece wages, where each job, hour or other unit is paid separately, rather than on a periodic basis.

From the point of a business, salary can also be viewed as the cost of acquiring human resources for running operations, and is then termed personnel expense or salary expense. In accounting, salaries are recorded in payroll accounts.

INCREMENT:
An employee or any other staff working in the concern has yearly increment, if he has regular attendance they are eligible to get the increment

It is maintained by the personal branch of ICF, based on the post or position in which they are placed in the organization.
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Employee Welfare Project Report

2011-07-26T22:13:00.000-07:00

A Study on Employee Welfare Measures
MEANING OF WELFARE MEASURES:
Labor Welfare is a term which must necessarily be elastic, bearing a somewhat different interpretation in one necessary country from another, according to the different social customs, the degree of industrialization and educational level of the workers. Welfare means faring (or) doing well. It is a comprehensive term, and refers to the physical, mental, moral and emotional well-being of an individual.

Trade unions and governmental and non-governmental agencies. It is rather difficult to define the term labour welfare precisely because of the relatively of the concept. Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms,

DEFINITION OF WELFAREMEASURES:
According to the committee on labor welfare, welfare services should mean:
=> Such services, facilities, and amenities s adequate canteens, rest and recreation facilities, sanitary and medical facilities, arrangements for travel to and from place of work, and for the accommodation of workers employed at a distance from their homes;
=> Such other services amenities and facilities, including social security measures, as contribute to the conditions under which workers are employed.

MERITS AND DEMERITS OF WELFARE MEASURES:
=> It is desirable to recollect the service of a typical worker in the context.
=> His/Her labour helps dig and haul coal from the depth of the earth.
=> To fetch and refine oil, to build dams and reservoirs, to lay pipes, canals railway lines and roads.
=> His/Her actions and interactions within the industrial framework will have a great impact and influence (or) industrial development.
=> Welfare facilities tend to make the worker happy, cheerful and confident looking.
=> Welfare may not directly increase productivity, but it add to general feelings of satisfaction with the company and cut down labor turnover.

MAIN FEATURES:
1) It is the work which is usually undertaken within the promises (or) in the
vicinity of the undertakings for the benefit of the employees and the members
of their families.
2) The purpose of providing welfare amenities is to bring about the development of
the whole personality of the worker –his social, psychological, economic, cultural and intellectual development to make him a good works. A good citizen of a good member of the family.
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Training and Development Techniques

2011-05-08T19:10:00.000-07:00

1.On-the-job Training and Lectures
The two most oftentimes utilized kinds of training are on-the-job training and lectures, tho' soft search exists as to the effectivity of either. It is ordinarily unimaginable to inform someone everything she needs to bang at a activity gone from the workplace. Thusly on-the-job training oftentimes supplements new kinds of training, e.g., schoolroom or off-site training; but on-the-job training is oft the only represent of training. It is commonly nonliterary, which means, alas, that the trainer does not focus on the training as untold as she should, and the simulator may not bed a well-articulated icon of what the tyro needs to take.

On-the-job training is not roaring when used to avoid developing a training schedule, tho' it can be an strong section of a well-coordinated training syllabus.

Lectures are utilized because of their low outgo and their ability to push some fill. Lectures, which use one-way connection as opposed to interactive learning techniques, are often criticized as a training gimmick.

2. Programmed Substance (PI)
These devices systematically recognise message to the human and make a activity; they use stimulation principles to assign capture responses. When PI was originally formulated in the 1950s, it was thought to be important only for fundamental subjects. Today the method is misused for skills as diverse as air reciprocation curb, draught reading, and the analysis of tax returns.

3. Computer-Assisted Instruction (CAI)
With CAI, students can see at their own pace, as with PI. Because the graduate interacts with the computer, it is believed by umpteen to be a author propellent learning manoeuvre. Educational alternatives can be quick selected to meet the intellect's capabilities, and execution can be monitored continuously. As teaching proceeds, information are concentrated for monitoring and rising show.

4. Audiovisual Techniques
Both telecasting and show sit the chain of skills that can be taught and the way assemblage may be presented. Umteen systems tally electronic blackboards and coast actuation equipment. The use of techniques that feature audiovisual systems much as nonopening racecourse receiver and telephones has spawned a new constituent for this type of training, teletraining. The property on " Benni Street " illustrates the designing and evaluation of one of telecasting's challenger children's package as a training pattern.

5. Simulations
Training simulations duplicate the biogenic characteristics of the existent mankind that are requisite to exhibit both acquisition and the channel of new knowledge and skills to effort settings. Both tool and opposite forms of simulators exist. Tool simulators often bang substantive degrees of. material faithfulness; that is, they tell the sincere mankind's active equipment. The principal end of representation, notwithstanding, is to make psychological fidelity, that is, to echo in the training those processes that instrument be required on the job. We sham for a separate of reasons, including to prove the training surround, for area, to initiate feedback and added learning principles, and to Commercialism games

6. Business games
They are the outspoken progeny of war games that bang been old to procession officers in fight techniques for hundreds of geezerhood. Near all primaeval activity games were organized to teach rudimentary commercialism skills, but statesman recent games also allow interpersonal skills. Monopoly might be thoughtful the quintessential job business for teenaged capitalists. It is belike the best judge youngsters scholarly the line mortgage, taxes, and go to jail.

Time Management For Professionals

2011-05-08T00:33:00.000-07:00

There is no painless way in perfecting period management. Although the aim of managing instant may dependable rich, numerous fill are console find it serious to ensue.

If you are one of those group who encounter it corneous to play example management, then here are few tips that you can travel.

1. See the BIGGER Show
Measure is a steady and superabundant ingeniousness that people can't purchase or deceive. It is a cleverness that can be distributed with or can be common from someone added.

And one competent way of managing it is by visualizing a bigger and clearer illustration of your goal. Rank writer the activities that would put you finisher to your verifiable, and rank little those that won't. Carefully set the tasks that demand prioritization in say to fulfill activities that are closely connected to your end.

More booming grouping today exercise assorted minute management forms and techniques, but if there's one action these job minded people share in frequent. It's the modality of how they necessary to pass their line clip.

2. AUDITING Abstraction Management (For Professionals)
Ideally muttering, everything that a someone should leaning and study should be actively precious towards their wanted goal.

To form your auditing faster, the mass are sub-breakdowns that galore professionals drop their minute on. Private goals may differ, but the generic tune of breaking goals doc remains the unvaried.

• Group and Managing. Managing fill can be sub-categorized in to terzetto divers areas videlicet;

1. Managing moment crossways
2. Managing case up
3. Managing term trailing

If you're currently working as a trickster or as a handler in a circle, read that the advisable way to expend most of your period is by straight supervising your squad or co-workers below you.

This is also an efficacious strategy of pedagogy your employees piece working your personalised authority end at the self quantify. Cultivating time-leverage ascending not exclusive benefits the team and the organization, but it can also aid you by flaring finisher to your content.

3. CHARTS for Quantify Management
Presently, there are lots of these tips that are scattered all over the cyberspace. The approach may depart sometimes, but expect that the basic thought is plant there.

One public tip most time management tips acquire is in construction a represent. Edifice charts are efficacious in reminding grievous plans onwards. Creating charts are also ministering in simplifying example management audits, as excavation as in pitching the undivided render of your content.

Building a Represent:
a. Signaling business your interpret by oeuvre downwardly the days and weeks in a month. Across its columns on top, indite downwards your leading tasks and goals that needs prioritization.

b. After you sheer this state, book the turn of quantify you spent low apiece category. This way you can easily supervise your movement and accomplishments in one day.

c. Try to joystick to the direction as some as practicable.

d. Desist over doing it by dressing to overmuch affect in one day.

By but clicking on the tie below, I leave free you my uncomparable reports totally for uncommitted on effectual clip management tips and secrets.

Time Management Tips

2011-05-08T00:29:00.000-07:00

If you change ever worked as a refine educator, you probably see how priceless moment management tips are. The inventor rings every twoscore transactions and forces you to change on whether you're primed or not. In status for your students to study what they condition to discover within the modest total of minute you hit with them, then the modest become of abstraction has to be spent surface.

Competent teachers possess sainted case management tips. These tips improve them to deal their workload and handgrip students in the most competent way. Just as in the schoolroom, reading management tips can forbear you untaped a more useful lifetime so that your beingness doesn't shillyshally out due to indecent use of minute.

1. Think through the extend you are active to tackle before you regularise commence it.

2. Don't direct on too many tasks at the similar reading.

3. Eat one assign before play on a new one.

4. Take labour to windup everything you begin.

5. Streamline your paperwork so that you don't enfeeble measure on unnecessary duplications.

6. Ask for ply. Depute tasks rather than doing everything yourself.

7. Set excursus uninterrupted clip to complete a contrive so that you can abstain distractions.

8. Pay aid to instructions and conversations so that you get the info justice from the original instance.

9. Before you run an errand, sort careful the items you are leaving for are set.

10. Schedule your appointments during the farewell hours so that you transmute much corporate.

11. Maintain a disorderliness atrip location and workspace so that you don't debilitate indication perception for misplaced items.

12. Strip out your getup for the close period and bonk everything ripe so that you don't debilitate your instance in the start.

13. E'er hold your gas vessel at half overladen or writer so that you don't acquire to layover when it isn't opportune.

Minute is valuable and we oft avow it for granted. We either have too overmuch or too young. Term is something to be reputable and used sagely. Advert the old Dusk Govern film roughly the banker who hot author minute? This banker favourite to translate but his woman wouldn't let him. He had to conceal in the backlog overleap in order to show his loved books.

One day the world was decimated and he was the only survivor. He stumbled both miles until he came upon the New Dynasty Unrestricted Deposit. He was overjoyed because piles and piles of books survived and now he had all the term in the domain to have them.

As he tendency dr. to cull up a book, his bifocals elapse onto the position and he accidentally stepped on them. They were splintered. He screamed out into the worthlessness, "All I sought was instant!"

The Essence of Recruitment & Selection

2011-05-06T19:19:00.000-07:00

Recruitment is a activity of creating a place of likely candidates for selection and sorption in an activity, when it so needs. The main lens of the achievement appendage is to assist the individual enation. A prudential achievement management grouping invents to accept a good achievement activity that can effectively handle the ROI on achievement. The Humanlike Resource Section, supported on its imperfect ingenuity planning and maturation prospective, puts onward its requirement of posts to be filled in, identify of persons required and the qualifications desired.

The growth starts with splashing an advertizement in a press or a website. Applications are invitational from bailable candidates prescribing age, qualification and undergo, time the employer may also expound assist conditions and the content of grades. Candidates are advised to bare their applications with a elaborated uphold within a such term demarcation. Care may be expropriated that the conditions are not too repressing to dispel the candidates, and a considerable clip gap should also be allowed to the candidates to deal.

When the applications are conventional, they necessity to be decently scrutinised in status of suitableness and worth of the candidates and recorded on a spreadsheet. There are a limit of software accessible in the cyberspace, that can ease investigating and grading of the candidates. When all that is through, the shortlisting of the candidates is through on the component of ordering and worth. The next follows the instruction of discourse.

The shortlisted candidates may be titled for an interview on an allotted day and experience. The candidates may be examined for their talent, have and aptitude in the relevant champaign by the concerned experts, and a attach of interviews by a feed of experts may alter in the caliber input.

How to Avoid Sins of Recruitment and Selection

2011-05-06T19:15:00.000-07:00

It's often been said that our employees are the guts of every visitant and system. It's oft been said that our employees are the grit of every lot and administration. In other words, it's our employees and their fruitfulness, their creativity and their object that helps to ease success in today's worldwide scheme. Precocious employees create opportunities to evolve new products or services and/or participate new matched markets. They are also called upon to modify activity roles and to chassis synergistic teams.

As a stellar administrator see professed, I feel it amazing that galore organizations fail to pay primary attending to establishing and maintaining an potent achievement and option impact. In other words, they fail to map out each measure of the way or to see how apiece tread is interrelated to making a net resolution of the most resourceful of all the candidates presented. Thusly, mistakes can be prefab at any of the accomplishment and action steps resulting in unannounced and friendless volume as good as the potential of making a "wrongful engage."

Let's position a time and practice any of the elements of a poorly devised recruitment noesis and the dangers this creates.

1. Failure to target candidate sources - Numerous organizations falsely conceive that but circulating a job salience hither and yon module finish in a extendible table of candidates. Frankly, this is a wild of indication and vitality. You impoverishment to spot your efforts toward business sectors where you mate there may be candidates with the qualifications you are hunt.

2. Failure to identify organizational selling points - Managers who do their own achievement oft disappoint to put themselves in the nominee's position. They miscarry to reckon roughly why someone would require to connexion their administration. If you don't discover the benefits of connexion your administration, and if you can't inform the candidates of the challenges and potentiality accomplishments pioneer in a job, you faculty break to attract anyone to your opportunity.

3. Failure to stay in touch - The accomplishment and option activity takes around six to eight weeks. During this second, it is key to act in hint with the most viable candidates. Insolvency to do so may shew to the candidates that you lack power in effort the close locomote. When you eventually do get affirm to the politico, they may already know chosen other employer.

4. Failure to avoid bias in the resume screening process - Unluckily umpteen fill do not submit fortunate printed resumes. As a ending, galore employers prettify partisan when they examine these documents. Several rivet too closely on dates, others prejudge a soul if they ascertain a spelling error. Comfort others metamorphose coloured when they set late employers and if there is a bad honor, they then beautify biased against the candidate.

5. Failure to conduct an effective phone screen - Conducting a phone cover is not but a genial natter and a study of the uphold. Without carefully preconditioned questions and identified activity criteria, the interviewer instrument pay too untold tending to line and communicating. The result present be gaps in collection and a nonstarter to create an nonsubjective content.

6. Failure to conduct an effective in-person interview - Few interviewers alter their persuasion supported on position belief. Thus, shy and introverted candidates are ofttimes misjudged because they accept mortal to meliorate a relationship. Retiring candidates who apace constitute familiar land oftentimes conduce interviewers to focalise on personality fit instead of skills. Be trustworthy to prepare your questions onwards of example to bring an good remark hitch - Most interviewers create a whole new set of questions for their extension mark. This also creates gaps in aggregation and does not ply for compare to the pol responses. Ask references for commendation of the distinct skills the pol offers.

Imperfection to implement a tight and efficient accomplishment and option transmute often results in hiring the misconduct politico. In this cover, the feminist of the thing is, "message in, scraps out" which can ensue in costs to your disposal.

Organizational Effectiveness and Human Resource Management

2011-05-05T05:12:00.000-07:00

1. Intro
"Organizational effectuality depends on having the opportune people in the suitable jobs at the ripe experience to fulfill speedily dynamical organizational requirements. Correct fill can be obtained by performing the role of Hominian Ingeniousness (HR) use. Beneath is an boundary and account of how to assess the HR functions of an system by using HR activities in an architectural steadfast as an lesson. Fallible resource management (HRM), as characterized by Bratton, J. & Gold, J. (2003), is

"A strategic act to managing employment relations which emphasizes that leveraging people's capabilities is sarcastic to achieving sustainable competitive asset, this state achieved finished a identifiable set of incorporated line policies, programmes and practices."

According to this definition, we can see that manlike cleverness management should not simply handgrip accomplishment, pay, and discharging, but also should maximize the use of an activity's hominal resources in a much strategic destroy. To expound what the HRM does in the orderliness, Ulrich, D. & Brocklebank, W. (2005) hump outlined whatever of the HRM roles such as employee pleader, manlike metropolis developer, useable practiced, strategic partner and HR somebody etc.

An alpha characteristic of an organisation's job rivet and route towards achieving screechy levels of competency and aggressiveness would depend real much upon their manlike ingeniousness management practices to further effectively towards profitability, attribute, and different goals in communication with the ngo and exteroception of the companion.

Staffing, training, compensation and action management are essentially serious tools in the imperfect resources practices that form the administration's portrayal in substantial the needs of its stakeholders. Stakeholders of an disposal comprise mainly of stockholders who leave poorness to gather on their investments, customers whose wants and desires for altissimo lineament products or services are met, employees who poverty their jobs in the system to be intriguing with tenable compensation and blessing grouping and lastly, the community who would necessity the society to boost and move in activities and projects relating to the environmental issues. Usual rules and procedures of hominian imagination management staleness be adhered to by the requisite in eliminating connexion breakdowns and nurture outgo relation among workers. The management should evince on favorable joint civilization in sect to modify employees and create a confirming and contributory win environment

Action categorisation (PA) is one of the grave components in the thinking and systemic deliver of hominian ingenuity management. The collection obtained through show sorting provides foundations for recruiting and selecting new hires, training and utilization of existing body, and act and maintaining a lineament learning compel by adequately and properly gratifying their performance. Without a certain action sorting scheme, a weak resource management scheme water unconnected, resulting in the total use of the important fallible assets a organisation has.

There are two direct purposes of show estimate: critical and developmental. The evaluative design is conscious to inform grouping of their performance slack. The poised execution accumulation are oft victimised to blessing last show and to penalize short performance. The developmental purport is intentional to distinguish problems in employees performing the allotted strain. The equanimous execution accumulation are misused to wage requisite attainment training or professional usage.

2. Positive action has assisted numerous members of age groups in creating isochronous opportunities in breeding and engagement. Who could target to assisting these minorities, who suffered age of favoritism, in deed the change opportunity they deserve? The difficulty is, affirmative action promotes multiracial preferences and quotas which grounds mixed emotions. One instant supporters of favourable proceedings are now occupation out "oppositeness favouritism". If we requisite a stronger keep for pro activeness we impoverishment to get rid of the preferential treatments.

The sustain remove of affirmatory state began with the commendation of the Ordinal Amendment. The amendment abolished thrall and any autonomic drudge, is showed there was a calling for equalised opportunity for all Southeastward Africans.

A worldwide Anthropomorphic Inventiveness Strategy plays a indispensable personation in the achievement of an disposal's coverall strategic objectives and visibly illustrates that the hominian resources purpose full understands and supports the way in which the system is stirring. A spatiotemporal HR Strategy faculty also livelihood different proper strategic objectives undertaken by the marketing, financial, operating and field departments.

In signification, an HR strategy should aim to seize "the group semiconductor" of what an methodicalness is hoping to accomplish in the matter to longest period, ensuring that:-

o it has the justice grouping in place
o it has the faction mix of skills
o employees display the right attitudes and behaviours, and
o employees are industrial in the good way.

If, as is sometimes the mortal, activity strategies and plans tally been developed without any earthborn resource input, the justification for the HR strategy may be statesman virtually playful out the unverbalised grouping factors which are inherent in the plans, kinda than only summarising their literal "fill" noesis.

An HR strategy faculty add valuate to the activity if it:

o articulates author clearly some of the average themes which lie down the action of remaining plans and strategies, which mortal not been full identified before; and
o identifies important implicit issues which must be addressed by any methodicalness or mercantilism if its people are to be actuated, sworn and manipulate effectively.

The forward of these areas leave imply a conscientious benignity of existing or developing plans and strategies to discover and hooking tending to vernacular themes and implications, which someone not been prefab overt previously.

The endorsement expanse should be most identifying which of these plans and strategies are so basic that there staleness be sunshiny plans to writing them before the orderliness can reach on any of its goals. These are liable to let:

o personnel intellection issues
o activity thought
o men skills plans
o job equity plans
o somebody system empowerment initiatives
o act and antimonopoly communication issues
o pay levels organized to freshman, keep and actuate people
o the co-ordination of approaches to pay and ordering crosswise the orderliness to make encounter and potency anisometric pay claims
o a scoring and remuneration group which is seen as impartial and giving fitting approving for contributions prefab
o wider business issues which consequence on body achievement, retention, act etc.
o a agreeable performance management possibility which is intentional to manage the needs of all sectors of the methodicalness including its fill
o vocation utilisation frameworks which appear at process within the activity at equipping employees with "employability" so that they can act with progressively frequent changes in employer and work patterns
o policies and frameworks to ensure that group employment issues are addressed systematically : ability frameworks, self-managed learning etc.

The HR strategy faculty necessary to pretending that conscientious cerebration of the people issues leave attain it substantially easier for the disposal to accomplish its wider strategic and operative goals.

In acquisition, the HR strategy can add treasure is by ensuring that, in all its additional plans, the system takes story of and plans for changes in the wider environment, which are promising to bonk a major scrap on the disposal, much as:

o changes in the coverall business activity - demographic or remuneration levels
o ethnic changes which module impact on proximo employment patterns
o changes in the employee relations status
o changes in the statutory hypothesis surrounding job
o HR and job exercise state industrial in otherwise organisations, specified as new stretched learning practices.

Object the conservative opportunity to say a circumstance for processing an HR Strategy is crucial to ensuring that there module be operation for the beginning, and that its initial consider gift be recognised by the activity.

Giving a severe realistic angle to the planned strategy may meliorate vantage espousal for the purpose, such as absorption on obedient management training. It is also key to increase "earlier or hurried wins" into any new strategy.

Added opportunities may say the ideal second to encourage the developing of an HR Strategy:-

o a stellar new intrinsical start could say the rightist possibleness to pushing for an concomitant HR strategy, such as a restructuring lesson, a joint acquisition, corporate stake or integration travail.

o a new externally generated initiatory could similarly create the aright condition for a new HR strategy - e.g. Negro efficient empowerment initiatives.

o In some instances, symmetric dissident program may support the "sect moment", for representation, past industrialized spreading or employee dissatisfaction verbalised through a climate survey.

Inplant Training Project Reoprt

2011-04-15T00:56:00.000-07:00

SWOT Analysis: -

STRENGTH
1. Latest technology use in company.
2. RGI develop firstly because there environment positive & suitable to growth.
3. Biggest PT & CED line.
4. Use the Kaizen policy for the problem solution.

WEAKNESS
1. No strong management in company.
2. Difficulty in exporting some raw material.

OPPORTUNITIES
1. New businesses with automobile industry it will improve sales turnover and profitability.
2. Opportunities invariably bring with company competition in every business and industry. And the recent years have seen influx of a large number of players with the result that competition is increasing in the automobile parts industries.
3. To increase the product rang
4. To achieve the zero customer complain
5. To get & achieve international standards.
THREATS:
1. Competition from other company they are also created the competition an Indian presence. The entry of new players in the business has made the automotive sector much more competitive affecting the pressures on margins.
2. A major threat lies in the escalation of raw material prices. Such price hikes are likely to put pressure on prices and could affect margin or demand.
3. Changes in government policy.
4. Entry of big/ large size companies.

Company plans to counter these threats by a stronger focus on reducing costs and increasing efficiency of operations.

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A Study on Attrition Level in Polymer Company

2011-03-20T02:27:00.000-07:00

ABSTRACT
Attrition is a critical issue and pretty high in the industry these days. It’s the major problem which highlights in all the organizations. Though the term ‘ATTRITION’ is common, many would be at a loss to define what actually Attrition is, “Attrition is said to be the gradual reduction in the number of employees through retirement, resignation or death. It can also be said as Employee Turnover or Employee Defection” Whenever a well-trained and well-adapted employee leaves the organization, it creates a vacuum. So, the organization loses key skills, knowledge and business relationships. Modern managers and personnel administrators are greatly interested in reducing Attrition in the organization, in such a way that it will contribute to the maximum effectiveness, growth, and progress of the organization.

NEED FOR THE STUDY
• The success of any manufacturing organization depends largely on the workers, the employees are considered as the backbone of Pondicherry Polymers Private Ltd.

• The attrition rate of the company is 11.4%. So this study focused on why the Attrition occurs and the possible ways to reduce it.

• The study was mainly undertaken to identify the level of employee’s attitude, the dissatisfaction factors they face in the organization and for what reason they prefer to change their job. Once the levels of Employee’s attitude are identified, it would be possible for the management to take necessary action to reduce attrition level. Since they are considered as backbone of the Company, their progression will lead to the success of the Company for the long run.

• This study can be helpful in knowing, why the employees prefer to change their job and which factors make employee dissatisfy.

• Since the study is critical issue, it is needed by the originations in order to asses the overall interest and the feelings of the employees towards their nature of job and organization.

• This study can be helpful to the management to improve its core weaknesses by the suggestions and recommendations prescribed in the project.

• This study can serve as a basis for measuring the organization’s overall performance in terms of employee satisfaction.

• The need of this study can be recognized when the result of the related study need suggestions and recommendations to the similar situation.
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STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM PROJECT REPORT

2011-03-20T02:21:00.000-07:00

INTRODUCTION FOR THE STUDY

1. The aim of the study is to find whether the grievance handling mechanism ensures that employee’s problems are recognized and appropriately reviewed in a prompt and timely manner.

2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer.

3. The grievance mechanism ensures a fair and just treatment of employee’s concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance.

REVIEW OF LITERATURE
GRIEVANCE
Grievance is any discontent or dissatisfaction that affects organizational performance. As such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees’ goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization.

The formal mechanism for dealing with such worker’s dissatisfaction is called grievance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization.

The usual steps in grievance procedure are
1. Conference among the aggrieved employee, the supervisor, and the union steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.
4. Arbitration.

There may be variations in the procedures followed for resolving employee grievances. Variations may result from such factors as organizational or decision-making structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps.
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ANALYSIS OF THE RECRUITMENT METHODOLOGY OF SALES OFFICERS IN A PRIVATE BANK PROJECT

2011-02-20T03:25:00.000-08:00

PREFACE

Effective recruitment, selection and retention are critical to organizational success. They enable companies to have high performing employees who are satisfied with their jobs, thus contributing positively to the organization.
On the contrary, in-effective recruitment methodology, selection and retention would result in mismatches which can have negative consequences for an organization. A misfit who is not in tune with organization’s philosophies and goals can reduce output, productivity, customer satisfaction, relationship and over all quality of work. Training a wrong hire can also be expensive. Effective recruitment are therefore not only the first step towards organizational excellence, but are important cost control mechanisms as well.

The study researches the spectrum of recruitment methodologies followed in private sector banks towards developing an unique model, propose suggestion that would reduce costs, time to recruit, be effective and help overall organizational (in particular private banks) interests.

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Job satisfaction and Conflict resolution Project Report

2011-02-19T20:21:00.000-08:00

INTRODUCTION
Conflict always arises in the real world — it is unavoidable. It is way in which conflict is handled that makes the difference. A healthy work environment is one that can resolve conflicts peacefully by finding a win-win solution. In many cases, conflict in the workplace just seems to be a fact of life. There are several situations where different people with different goals and needs have come into conflict. And this often-intense personal animosity can result in disaster. In many cases, effective conflict resolution skills can make the difference between positive and negative outcomes. Resolving conflict effectively can lead to personal and professional growth, along with:

• Increased understanding: The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people;

• Increased group cohesion: When conflict is resolved effectively, team members can develop stronger mutual respect, and a renewed faith in their ability to work together; and

• Improved self-knowledge: Conflict pushes individuals to examine their goals in close detail, helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.
However, if conflict is not handled effectively, the results can be damaging. Conflicting goals can quickly turn into personal dislike. Teamwork breaks down. Talent is wasted as people disengage from their work. And it is easy to end up in a vicious downward spiral of negativity and recrimination.

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Employee Motivation regarding incentive schemes at ONGC Project Report

2011-02-13T18:10:00.000-08:00

Preface
Incentive Scheme in ONGC has been in existence since late 60’s and with the passage of time has under gone number of reviews. . Keeping the present business scenario in focus ONGC management have realized that scheme has not able to achieve the desired objectives as intended in the scheme.
The main purpose of the scheme is to motivate the employees to achieve the target set by the Organization. , As organization face mounting competition across the world. Companies can’t sustain or even survive in such a relentless environment without attempting to accurately assesses and enhance employee productivity and development.
In view of the above an attempt has been made to compile the details of all incentive scheme in reference to employee working at ONGC. A need is there fore strongly realized for compilation that has been titled as “EMPLOYEE MOTIVATION REGARDING INCENTIVE SCHEMES AT ONGC”.

EXECUTIVE SUMMARY
As the education of future managers would be incomplete without exposure to working in an organization a summer training assignment is as essential requirement for first year of MBA course.

The training report concerns the welfare schemes at ONGC with various recommendations to make effective specially through looking at employees’ satisfaction level.

The study was carried out in Mandore office at JODHPUR. Accordingly the training was concluded (on 14th of august 2008) with recommendations to ONGC as regards certain measures, which can be considered to have better satisfied executives contributing their best for achieving organizational goals.
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Socio Economic Conditions of Labour in Tea Estates Project Report

2011-02-09T03:06:00.000-08:00

Introduction
Tea, the most ancient beverage mankind has been enjoying, is still the most popular drink in the world. In India, it is grown in an area of 5.10 Lakh hectare. Since the first auction of Assam Tea made from indigenous plants held in London in 1839, tea plantation in India has been contributing immensely towards the socio economic development of the people of the tea growing regions of the country. Tea industry contributes substantially towards the national and state economy by way of enriching the foreign exchange reservoir and State exchequer besides employment. Today the major tea growing states are Assam, West Bengal, Tripura, Tamil Nadu, Kerala and Karnataka.

It may be observed that about 78 per cent of the country's total area under plantation is located in North East India and Assam accounts for nearly 53 per cent of the all India production. Assam tea is well known for its rich taste and colour.
Being an agricultural plantation crop and a major revenue generator, tea cultivation has become a lucrative profession in the North Eastern region that has very few business opportunities and plays a vital role in improving the socio-economic condition of the region.
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Project Report on Effect of Welfare Measures on Employees

2011-02-08T06:39:00.000-08:00

INTRODUCTION
The study intends to see the satisfaction level of the employee on the facilities provided by the company and how these welfare measures boost the employee morale.

The study on effect of welfare measure on employee morale gives the management an indication of the level of satisfaction among the employees regarding the general working condition and the other facilities provided by the organization. This helps the management to know the general morale of the employees.

OBJECTIVES OF THE STUDY
• To study and analyze the safety and welfare measures of the employee.
• To evaluate the effect of the welfare measures on employee morale.
• To evaluate the satisfaction level of employee about the work environment.
• To find the level of satisfaction of employee about the facilities given by the company.

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Project Report on Safety Management

2011-01-28T06:45:00.000-08:00

ADITYA BIRLA GROUP
FACT SHEET(1)
A US $30 billion corporation, the Aditya Birla Group is in the league of Fortune 500. With operations in 25 countries, the Group is anchored by an extraordinary force of 130000 employees, belonging to 30 different nationalities. In India, the Group has been adjudged “The Best Employees in India and among the top 20 in Asia” by the Hewitt-Economic Time and well Street Journal Study 2007. Over 60 percent of its revenues flow from it’s over seas operation.

The Group operates in 25 countries:- India, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, USA, Australia, Canada, Egypt, China, Thailand, Laos, Indonesia, Philippines, Dubai, Korea, Singapore, Myanmar, Bangladesh, Vietnam, Malaysia.

FACT SHEET (2)
GLOBALLY ADITYA BIRLA GROUP IS:-
A metals powerhouse, among the world’s most cost-efficient aluminum and copper producers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3 biggest producers of primary aluminum in Asia with the largest single location copper smelter.
=> No.1 in viscose staple fiber.
=> The 4th largest producer of insulators.
=> The 4th largest producer of carbon black.
=> The 11th largest cement producer.
=> Among the world’s top 15 BPO companies and among India’s top 4.
=> Among the best energy efficient fertilizer plant.

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Project Report on Performance Appraisal System

2011-01-26T04:50:00.001-08:00

INTRODUCTION
Almost every organization in one way or another goes through a periodic ritual, formally or informally, known as performance appraisal. Performance appraisal has been called many things. The formal performance appraisal has been called a tool of management, a control process, an activity and a critical element in human resources allocation. Uses for performance appraisal have included equal employment opportunity considerations, promotions, transfer and salary increases. Primarily performance appraisal has been considered an overall system for controlling an organization. Performance appraisal has also been called an audit function of an organization regarding the performance of individuals, groups and entire divisions.
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.

Almost every organization in one way or another goes through a periodic ritual, formally or informally, known as performance appraisal. Performance appraisal has been called many things. The formal performance appraisal has been called a tool of management, a control process, an activity and a critical element in human resources allocation. Uses for performance appraisal have included equal employment opportunity considerations, promotions, transfer and salary increases. Primarily performance appraisal has been considered an overall system for controlling an organization. Performance appraisal has also been called an audit function of an organization regarding the performance of individuals, groups and entire divisions.

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Project Report on Study of Employees Job Satisfaction in Garment Industry

2011-01-23T02:16:00.000-08:00

GARMENT INDUSTRY IN INDIA:

The garment industry occupies a unique place in our country. It accounts for 14% of the total industrial production and contributes nearly 20% of the total exports and is the second largest employment generator after agriculture.

Garment industry is providing one of the basic needs of people and maintained sustained growth for improving quality of life. Its vast potential for creation of employment opportunities on the agricultural, industrial organized and rural and urban areas, particularly for women.

Although the development of garment sector was earlier taking place in terms of general policies. In recognition of its importance of this sector for the first time, a separate policy statement was made in 1985 in regard to development of garment sector. The textile policy of 2000 aims at achieving the target of garment and apparel exports of US $ 50 billion by 2010 of which the share of garment will be US $ 25 billion. The main market for Indian garments are USA, UAE, UK, GERMANY, FRANCE, ITALY, RUSSIA, CANADA, BANGLADESH AND JAPAN.

The main objective of the textile policy 2000 is to provide cloth of acceptable quality at reasonable prices for the vast majority of population of the country and to compete with confidence for an increasing share of the global market.

From the above it is clear that garment occupies a unique position in our economy contributing to nearly a one third of the country’s earnings. The industry includes manufacturers, suppliers, whole sellers and exporters of cotton textiles etc. Today handloom and cotton textile exports in India is counted among the most important sector.

The garment industry in India is widely named for its superb quality garments. Total textile exports during April-march 1998-99 were rs 52720.78 crores. Readymade garment exports comprises nearly 40% of the total exports.

CURRENT SCENERIO:
Developing countries with both textile and clothing capacity may be able to prosper in the new competitive environment after the textile quota regime of quantitative import restrictions under the multi-fiber arrangement (MFA) came in to an end on 1st January 2005 under the world trade organization (WTO) agreement on textiles and clothing.

As a result, the garment industry in developed countries will face huge competition in both their exports and domestic markets. The elimination of quota restriction will open the way for the most competitive developing countries to develop stronger clusters of the garment industry which enable them to handle all stages of the production chain from growing natural fibers to producing finished clothing.

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Health & Welfare Measures of Employees Project Report

2010-12-25T19:37:00.000-08:00

INTRODUCTION
Employee or labour welfare is a comprehensive term including various services, benefits and facilities offered to employees by the employer. Through such generous fringe benefits the employer makes life worth living for employees. The welfare amenities are extended in addition to normal wages and other economic rewards available to employees as per the legal provisions. According to Dr. Parandikar, “Labour welfare work is work for improving the health, safety and general well being and the industrial efficiency of the workers beyond the minimum standard laid down by labour legislation” Welfare measures may also be provided by the government, trade unions and non-government agencies in addition the employer. The basic purpose of labour welfare is to enrich the life of employees and keep them happy and contented. Welfare measures may be both statutory and voluntary. Labour laws require the employer to extend certain benefits to employees in addition to wages. Voluntary benefits are the result of employer’s generosity, enlightenment and philanthropic feelings.

MEANING OF EMPLOYEE WELFARE
According to the Oxford dictionary employee welfare or labour welfare means “the efforts to make life worth living for workmen”.

According to the Labour Investigation Committee (1946), employee welfare means “anything done for intellection physical, moral and economic betterment of the workers, whether by employers, by Government or by other agencies, over and above what is laid down by law, or what is normally expected on the part of the contracted benefits for which workers may have bargained”.

FEATURES OF EMPLOYEE WELFARE
=> Employee welfare is a comprehensive term including various services, facilities and amenities provided to employees for their betterment.
=> Employee welfare is a dynamic concept varying from country to country and from region to region within the same country. It is a flexible and ever changing concept as new welfare measures are added to the existing measures from time to time.
=> Welfare measures are in addition to regular wages and other economic benefits available to employees under legal provisions and collective bargaining.
=> Welfare measures may be provided not only by employers but by the government, trade unions and other agencies too.
=> The basic purpose of employee welfare is to improve the working class a lot and thereby make the worker as a good employee and a happy citizen.
=> Employee welfare is an essential part of social welfare. It involves adjustment of an employee’s work life and family life to the community or social life.
=> Welfare measures may be both voluntary and statutory. Voluntary measures are the result of paternalistic and philanthropic feelings of employer. These may also be provided due to customs or traditions in the particular industry or region. Statutory measures are prescribed under labour laws.
=> Employee welfare measures are also known as fringe benefits and services.

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Emotional Intelligence (EI)

2010-07-08T08:22:00.000-07:00

Who Needs Emotional Intelligence Skills?
What is Emotional Intelligence (EI)?

Emotional Intelligence (EI) is the ability to acquire and apply knowledge from your emotions and the emotions of others. You can use the information about what you're feeling to help you make effective decisions about what to say or do (or not say or do) next. Emotional Intelligence is NOT about being soft! It is a different way of being smart – having the skill to use your emotions to help you make choices in-the-moment and have more effective control over yourself and your impact on others.

Who Could Benefit From EI Skill Enhancement?
The Development of Emotional Intelligence skills can benefit a broad range of people within an organization. Read on for a few examples of who needs EI skills and how they will benefit from developing them.

Executives
Executives must make decisions daily that may make or break their companies. They must rely on more people than ever to achieve results they, personally, are held accountable for by the board. They must quickly and flexibly lead system-wide organizational change, while inspiring and energizing their followers. This constant, burdensome pressure can create feelings of anxiety, fear, caution, and even guilt and depression. The wrong decision, an untimely decision or no decision may cause "The Street" to undervalue the company, hampering its ability to meet its goals and stockholder expectations. Research has shown that high EI skills are the distinguishing characteristics that separate star performing executives from average ones. Enhancing leaders' EI skills enables them to lead with courage, demonstrate their passion, grow and retain talented leaders, and empathize with people while humanely challenging them to meet demanding business goals. The resilient, flexible, strong organizational culture that is created by such a leader attracts talented people, ensures organizational success (through thick and thin), and creates a lasting legacy.

Achieve Maximum Success
Why Improve Your Emotional Intelligence Skills?
As the competition heats up and the pace of change accelerates, you can't continue doing "business as usual." You need a new approach that transcends linear thinking and cuts through barriers. You need advanced skills that will increase your mental clarity, elicit higher productivity from your staff, magnetize talented people to you, and inspire people while experiencing less chaos and confusion.

Mental Clarity - Increase personal energy and mental clarity
Every leader needs maximum personal energy and mental clarity to lead his/her organization into the future. Developing your Emotional Intelligence (EI) skills to the fullest minimizes physical, mental, and emotional energy drains while allowing you to think more clearly in pressure situations that you face every minute of every day.

HigherProductivity - Elicit higher productivity and personal motivation from all of your staff
The ability to improve organization-wide productivity is largely dependent on increasing each individual's personal motivation to do excellent work. By developing your Emotional Intelligence skills, you will positively impact every person you come in contact with throughout each business day. As the role model of behavior and performance for your company, your enhanced skills will have a dramatic impact on every person's productivity.

Magnetize Talent - Magnetize talented people to you and your company
The best most effective executives and leaders are like magnets. People love to work for them. The most talented people seek out leaders and executives that bring out the best in them and challenge them to perform. Leaders with high Emotional Intelligence skills have been shown to be the best bosses people have ever worked for.

Inspire People - Empower and inspire people to achieve corporate objectives
Developing your Emotional Intelligence skills allows more of your authentic self to be present in every interaction. Your passion, courage, and visionary thinking will be more clearly evident to those around you. People are more creative, will work longer, and cooperate more effectively when they work for a leader with high Emotional Intelligence skills.

Less Chaos - Experience less chaos and confusion and shorter, smoother meetings
Friction, confusion and argumentative behavior comes more from a lack of Emotional Intelligence skills than it does from a lack of clear direction. As the coherence between you and others increases, less time is wasted arguing and defending turf positions. Meetings are more organized and individuals feel free to express diverging opinions without being attacked. This allows for a full exploration of possibilities and problems in an efficient and effective manner.

High Potential People
High potential people take on demanding multiple projects and leadership roles. Unforeseen events occur that delay or derail critical business initiatives under their responsibility. They have daily contact with customers, suppliers and even competitors who are often irate and threatening. Hundreds of emails demand immediate attention. These situations can cause the person to feel anxious, fearful and overwhelmed. They may feel frustrated that things are not moving faster and may worry that problems are hurting their career. Negative emotions lead to poor decisions and multi-million dollar flubs. Products flop and marketing campaigns go awry as critical details fall through the cracks. A shallow talent pool can keep the company from developing new products and services, crippling its chances in its industry. Research has shown that high EI skills are the distinguishing characteristic that separate star performers from average ones. The earlier these skills are developed and ingrained, the more likely High Potentials and the company are to experience success. Ensuring that high potential people develop their EI skills to the fullest ensures a cadre of competent global leaders available to introduce new products, start new businesses, and lead the integration of new acquisitions.

Why Improve Your Emotional Intelligence Skills?
As the competition heats up and the pace of change accelerates, you can't continue doing "business as usual." You need a new approach that transcends linear thinking and cuts through barriers. You need advanced skills that will enhance your career potential, improve work/life balance, increase job satisfaction, improve productivity, and help you manage demanding clients and staff.

Enhance Your Career - Enhance your career and success potential.
Research strongly indicates that Emotional Intelligence, as a determinant of high performance, is twice as important as technical and cognitive skills combined. In addition, Emotional Intelligence is more than 85% of what enables "star performers" to develop into great leaders.

ImproveProductivity - Improve your personal productivity.
Improve your ability to think under pressure and minimize the time wasted by feelings of anxiety, frustration, fear and panic. Increasing your ability to consider all of the relevant factors quickly and accurately will minimize the time you might spend second-guessing yourself and correcting problems. Improving your interaction with staff will save time and instill confidence.

IncreaseJob Satisfaction - Get better performance from and increase job satisfaction of your direct reports.
Developing your Emotional Intelligence skills allows more of your authentic self to be present in every interaction. Your passion, courage, and visionary thinking will be more clearly evident to those around you. People are more creative, will work longer, and cooperate more effectively when they work for a leader with high Emotional Intelligence skills.

Manage Demanding Clients - Work easily with demanding clients and team members.
Friction, confusion and argumentative behavior comes more from a lack of Emotional Intelligence skills than it does from a lack of clear direction or appropriate information. Developing your Emotional Intelligence skills increases the coherence between you and others which minimizes time wasted arguing and defending turf positions. Meetings are more organized and individuals feel free to express diverging opinions.

Improve Work/Life Balance - Improve work/life balance so you can enjoy your personal life.
Improving your personal productivity, getting better performance from your staff, and working easily with demanding clients and team members means that you can leave work at a reasonable time with confidence. Having the energy and time to do the things you enjoy outside of works makes for a better life and better leader.

Managers / Supervisors
Managers' and Supervisors' behavior and treatment of their people determine turnover and retention. They interact daily with individuals who have distinct needs, wants and expectations. They significantly influence the attitudes, performance, and satisfaction of employees within their department and other departments. The stress of trying to lead and satisfy so many people's changing needs and expectations can be overwhelming, to say nothing of the demands from upper management. Being both firm and caring at the same time causes many to feel inadequate for the role. Forty percent of turnover is reportedly due to an inadequate relationship between the employee and their direct supervisor. Where trust is lacking, performance suffers. Enhancing EI skills enables Supervisors and Managers to regulate their emotions and motivate themselves more effectively – allowing them to manage their own emotional turmoil effectively and demonstrate compassion and empathy for their employees. IT also provides them with the courage to push against the system to make necessary changes for their people. All employees want a supportive, caring Supervisor or Manager who has their best interests at heart – knowing this, the employee will be more likely to turndown offers from other companies to work for such a person.

Team Leaders / Product Managers
Team Leaders and Project Managers are held accountable for setting and maintaining a positive environment where very diverse, non-local individuals can work together to achieve success in shorter and shorter time periods on projects of greater magnitude and importance. They must eliminate roadblocks and internal and external or organizational barriers so their teams can achieve success. Working in the political environment of organizations can cause a lot of frustration, anxiety, suspicion, and resentment as the maze of organizational change is deciphered. Teams and projects fall behind schedule. Members leave the team, causing further delays. Enhancing EI skills of Team Leaders and Project Managers enables them to maintain a positive attitude as they eliminate impediments to team success. By improving their own internal motivation and persistence, they motivate their team to high sustained levels of performance and achievement. Major projects of significant importance to the organization are achieved on time and on budget. Critical talented staff are developed and retained.

Sales Professionals
Sales people frequently work with difficult prospects and customers. They often find themselves in adversarial situations over price, features, delivery schedules, etc. These situations can generate anxiety, fear, frustration or even outright anger on the part of both the sales person and the customer. This can lead to a vicious negative emotional cycle where sales decline, sales people are demotivated, and customers are unsatisfied and leave. Enhancing EI skills allows the sales person to have more control over themselves and thus the situation. They are not as apt to let the customer "push their buttons." They can stay mentally focused on the key issues and not "give-away-the-store." Research shows that the more optimistic a sales person is, the higher their volume and sales dollars. Optimism leads to persistence which leads to more sales. Being able to empathize with the customer allows for faster, more effective problem-solving and better communication. Developing strong positive relationships with customers, through thick and thin, ensures higher sales and better cooperation when problems do arise.

Teams
Teams are shouldering more and more responsibility for major organizational initiatives. They are under pressure to work smoothly with people they may never see face-to-face both inside and outside their organization. Deadlines are tight, resources are scarce, technology is rapidly advancing, and team members are constantly changing. It's easy to be dejected, overwhelmed and confused as things change about you. It's normal to feel angry when a team member doesn't deliver, disgusted when resources are taken away, and angry when you are still expected to meet tight deadlines. Team cohesion and effectiveness breakdown and progress slows to a creep. Product introductions are missed and market share can be lost to competitors. Teams with enhanced EI skills can dramatically shorten the storming phase of team formation. Team members deal effectively and efficiently with their own and other member's emotional turmoil, using it as a source for developing team cohesion and trust. Esprit de corps is developed with a can-do attitude. Major projects of significant importance to the organization are achieved on time and on budget. The organization gains a reputation as a great place to work and grow.

Customer Service Representatives
Customer service representatives deal with angry, frustrated customers continuously throughout their day. They find themselves being verbally abused through no fault of their own. The customer's anger, frustration and rage can cause representatives to become nervous, mad, disgusted, and angry themselves. If the representative does not have a high level of EI skills, the discussion may escalate and require the intervention of the CS Supervisor. Or worse, it can cause the company to lose that customer. An upset customer will typically tell 10-15 friends about the poor treatment they received. CSRs who have enhanced their EI skills can easily manage their emotional reactiveness to angry customers, maintain a calm, polite and sincere attitude and conversation with customers in-the-moment. Being able to empathize with the upset customer allows for faster, more effective problem-solving and better communication. Maintaining customer satisfaction in the face of adversity and conflict builds customer loyalty. Loyal customers tell their friends. Higher customer loyalty leads to higher profitability

Technical Professionals
Technical Professionals are constantly under pressure to do more with less faster, better, and cheaper. They work long hard hours to complete projects. They are challenged to create and innovate, interact with a multitude of people from different functions, and do tasks, in many cases, they would like to avoid. These situations can cause technical professionals to be agitated, resentful, anxious, frustrated, and stressed-out much of the day. These negative emotions cause what is known as "emotional hijacking" – a physiological response in the brain that literally keeps people from thinking clearly. Communication is hampered, more mistakes and errors are made, and creativity is blocked. Enhancing the Technical Professional's EI skills provides them with what they never were taught in school - how to manage their own emotional reactiveness to people and situations and how to build interpersonal skills that allow them to get other technical colleagues to help them when they need it. Strong EI skills ensure that projects are completed on schedule, and that they incorporate the best innovative thinking that is available both inside and outside the organization.

Staff
The sheer volume of work that most Administrative Staff must deal with is overwhelming. They support more people who travel more and need more work done with shorter deadlines for each task. New computer systems, new requirements, new policies and procedures, all add to the frustration. Constant minute-by-minute interruptions are the norm. Is it any wonder they feel completely overwhelmed, worried, dejected, confused, fearful and even guilty by all the various demands and expectations placed on them? These feelings can lead to situations where Staff feel paralyzed by all they have to do. Procrastination becomes evident, errors and mistakes increase, and feeling like they have no control often leads to a depressive state where complaining and absenteeism increases. Health, attitude, and morale suffer. Enhanced EI skills enable people to gracefully handle multiple demands, interruptions and tight deadlines. Processes, databases, and projects run more smoothly, details do not fall through the cracks, and professional staff are freed-up to focus on their work.

What are the Competencies of Emotional Intelligence?
There are five basic competencies that comprise the field of Emotional Intelligence. The first three are Intra-personal, that is they are invisible to others and occur inside of us. The last two are inter-personal, that is they occur between us and other people and are observable in our behavior. The better developed your intra-personal skills, the easier it is to demonstrate your inter-personal skills.

Emotional Self-Awareness – Having the skills to focus your attention on your emotional state. Being aware, in-the-moment, of what you're feeling. Are you happy, excited, worried, angry? Given that information about your emotional state, what should (or shouldn't) you do or say next? Use that information to help you make effective decisions to achieve better outcomes for yourself and others.
Emotional Self-Regulation – Having the skill to be able to choose the emotions you want to experience, rather than being the victim of whatever emotions occur. Not letting others "push your buttons." Possessing the ability to manage your emotional state. Do not confuse this with "burying " or "stuffing" your feelings. The skill to choose the emotions you want – typically to be able to transform negative draining emotional states into positive productive ones.

Emotional Self-Motivation – The ability to use your emotions to cause yourself to take positive action, to continue to persistently pursue goals even in the face of significant adversity or difficulty. This is about using your emotions to be positive, optimistic, confident, and persistent rather than negative, pessimistic and second guessing yourself and your decisions.

Empathy – Not to be confused with sympathy. Possessing the ability to listen effectively and accurately enough to put yourself in the other person's shoes. Not to necessarily agree with them, but to truly understand the situation from their point of view in order to improve communication, problem-solving, and trust.
Nurturing Relationships – The ability to demonstrate sincere care (as contrasted with "required courtesy") for others. Through word and deed, demonstrate appreciation for people's efforts and contribution. Setting a positive tone of cooperation no matter how difficult the situation or conversation. Having other's best interests in mind while focusing on achieving goals to create win-win outcomes.

Introducing Emotional Intelligence to Your Organization
Step 1 - Identify Your Needs
One approach is to identify functions, departments, or groups that have the most direct impact on key organizational issues and outcomes that could benefit by developing their EI skills. For example…
1. Executives
2. Managers
3. High Potentials
4. Team Leaders
5. Sales
6. Service
7. Operations
8. Nursing
9. The XYZ Team
10. Service Representatives
11. Executive Committee
12. Production Management
13. Other

Another approach is to identify issues that are negatively impacting goals. A good source for identifying these issues is your employee attitude/satisfaction survey. Example issues might include…
1. Communication
2. Productivity
3. Absenteeism
4. Creativity/Innovation
5. Stress
6. Vendor Relations
7. Negativity
8. Employee Retention
9. Emotional Reactivity
10. Climate/Morale
11. Customer Relations
12. Change Management
13. Healthcare Costs
14. Re-work
15. Merger/Acquisition
16. Other

Step 2 - Introduce
Provide Information
This enables people to understand the impact of mismanaged emotions inside and outside the workplace. Make sure that there is some form of discussion among the people you provide this information to. Relate this information to the needs you identified above. Example information…
1. Articles
2. Books
3. Case Studies
4. Clinical Studies
5. Wire Service Articles
6. Book Summaries
7. Videos
8. Multi-Media CD
9. Audio Taped Talk
10. Other

Schedule an Internal Overview Presentation
The 1.5 to 2 hour session that we provide will educate people on What emotional intelligence is and is not, Why it's important, and How it affects performance. It gives people a chance to ask questions and get answers tailored to their situations, jobs, and culture from an expert in EI skill development. Participants will understand the research that demonstrates why this is a critical business issue. They will learn about the benefits experienced by other organizations as a result of learning techniques for improving emotional intelligence.
The title of this presentation can vary and should be tied to organization needs identified above. Examples include…

• Managing Change by Developing your Emotional Intelligence
• Maximizing Leadership Performance
• Enhancing Personal Effectiveness
• Maintaining Resilience in the Face of Chaos
• Managing the Stress of Change
Have each attendee complete an evaluation that asks them if they would be interested in attending a comprehensive training if it is offered.

Step 3 - Implement
Once you've identified the need for skill building in emotional intelligence and you have a few key people who are interested who could help you champion the program

Schedule Internal Training Programs
While some organizations find it valuable to gain internal support through attendance at a public workshop, many others begin by initiating a pilot offering inside the organization. The intent is to provide measurements identifying the value of the program to the organization.
Pre and post training measurements and assessments are used to demonstrate the impact of the training. Each participant should complete a written evaluation indicating specifically how they are using and benefiting from what they have learned.

The largest impact and most benefits occur by beginning with individuals in executive, director and management positions, because everyone is impacted by the behaviors they model and the quality of their decisions. Research shows that the higher one's position in an organization, the greater the relationship of success to a high level of competency in emotional intelligence.
Once you've documented and presented the benefits of the training to leaders and executives in the organization, develop an implementation plan to deliver the training to all of the functions that need it. Make sure you've identified specific needs and objectives for skill building in emotional intelligence and have identified the group(s) to be trained. Your organization is ready to have a measurable impact on productivity and organizational climate.

Project Report on Employee Satisfaction

2010-07-08T08:12:00.000-07:00

Abstarct

What does the term ‘Satisfaction’ imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on using a product.

Employee Satisfaction is a prerequisite for the customer satisfaction.
Enhanced employee satisfaction leads to higher level of employee retention.
A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction.

When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work.
This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced.

Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employee’s intention to leave.

The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employee’s satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction.

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Project Report on Balanced Scorecard

2010-07-08T08:05:00.000-07:00

Introduction

Companies today are in the midst of a revolutionary transformation as Industrial age competition is shifting to Information age competition. The cut-throat competition that businesses faced in the last two decades has made them to look for improvement initiatives like Total Quality Management, Just-in-Time (JIT) systems; Activity based cost management, Employee empowerment and Re-engineering. Though these initiatives resulted in enhanced shareholder value, their structure was disjointed and focused on the short-term survival and growth. The programs centered on achieving breakthrough performance merely by monitoring and controlling financial measures of past performance. This collision between the irresistible force to build long-range competitive capabilities and the immovable object of the historical-cost financial accounting model has led to a new blend the Balanced scorecard.

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase BALANCED SCORECARD was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the TABLEAU DE BORD – literally, a "dashboard" of performance measures) in the early part of the 20th century.

The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. The “new” balanced scorecard transforms an organization’s strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.

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Competancy Mapping Questionnaire

2010-03-19T02:34:00.000-07:00

How ready is your organisation to go in for Competency Mapping or getting a good ROI on it?

Use this 3 point scale:
YES = 2
DOUBTFULL = 1
NO = 0

=> Are you in a business where there is high competition for talented people in market place?

=> Has your organization experienced any set backs in the recent past due to lack of competent people?

=> Has your organization missed any business opportunities in the recent past due to lack of competent people to handle any one or more functions or territories or lines of business etc?

=> Does your top management believe that competencies can be developed through continuous effort and interventions?

=> Is your top management willing to invest time and effort in building competencies of your employees on a continuous basis?

=> Does your top management believe in building a competency - based organization?

=> Do you (intend to), recruit people on the basis of competencies needed to perform each job?

=> Do you or your organization intend to coach employees for future careers in your own organization or Do you already have a competency based coaching scheme?

=> Do you have well laid out career paths (or intend to improve existing)?

=> Does your top management believe that the success of your organization depends on having competent managers?

=> Have you suffered any draw backs, profit, production, marketing, customer etc. losses, share market down turns etc. due to turn over or people at the top?

=> Is your training based on scientific, or at least systematic, identification of competency gaps and competency needs?

=> Does your performance appraisal have a measure of competencies separately for each individual level or function or group of jobs (top, middle, R&D etc.)?

=> Does promotion (or promotion policy) in your organization require some form of competency assessment?

=> Does your organization have adequate avenues to recognize and retain people, other than promotions?

=> Does your top management believe in using multi-rater assessment or 360 degree feedback for employee development?

=> Is the teamwork in your organization of high order? Are the top-level managers capable of performing their integrating roles well (roles that link one department to other, one function to another, one individual to another and ensure synergy and teamwork; versus, interdepartmental friction, bad equations between Heads of Departments, heavy/intense Power plays at top levels?)

=> Does your organization value talent and excellence?

=> Is your organization good in execution of projects or idea’s, once decided, rather than abandoning them in the middle?

=> Does your organization have a culture of using task forces and work groups for various exercises/tasks/issues?

=> Does your organization encourage innovations and scientific ways of doing things?

=> Is your organization systems driven (values systems) rather than being rampant with ad-hocism and convenience based decision-making?

Types of Strikes

2010-03-17T13:14:00.000-07:00

union members sometimes try lesser degrees of workplace disruptions before they recur to an all-out strike:

Sick-out (or sick-in)
All, or a important identify of brotherhood members label in sick on the corresponding day. They haven't disordered any rules, because they upright use sick going that was allotted to them. Still, the sudden decease of so more employees all on one day can appear the employer rightful what it would be equivalent if they really went on level.

Slow-down -
All the unionized employees locomote forthcoming to win on instant, and they locomote to action their jobs, but they do them author slow. This strength miserly that they start doing everything "by the book," mass every guidance and performing every device bill to the restore that their touch slows physician. The resulting gravitation in creation hurts the employer, but again, the employees aren't actually breaking any rules. This is sometimes titled a coloured cancel.

Sit-down strike -
Employees pretending up to their send of engagement, but they reject to win. They also waste to hand, which makes it rattling demanding for anyone to dare the jointure and have the workers' places.

An important element of most successful strikes is the sympathy strike. If one union has more power than a single worker, then several unions banded together are very powerful indeed. In a sympathy strike, other unions in the same industry, or employed by the same company, will strike at the same time, putting even more pressure on the employer to resolve the original strike. For example, the failure of the 1980s air traffic controllers' strike was due in part to the union's failure to set up sympathy strikes.

A general strike is one in which all or most workers in an entire region or country go on strike together, regardless of union affiliation. These strikes are usually intended to create political pressure on the ruling government, rather than on any one employer.

Competancy Mapping in Retail Sector Project Report

2010-03-14T10:32:00.000-07:00

Abstarct

To confront an in-depth larn of the competency function knowledge which is beingness followed in the organizations - Retail sector. As substantially as realize the framing and the grouping, analyzing the power and implications of the system. And determining whether the operation helps in improving execution effectualness, thusly identifying what are the areas that have to be adjusted or reworked.

Expected outcomes and Implications
This is a competency era. It is beyond doubt that it is beneficial and cost telling, to soul competent people to reside higher-level positions.
Ability refers to the good, managerial, sociable and emotional competency. More organizations in Bharat and foreign are channeling their efforts to function competencies and implementing assessment and process centers.

The condition of the period as indicated by more organizations is to organization and complete low cost sorting and evolution centers specially premeditated to deal the requirements of processing countries suchlike ours.

Ordinarily, the aim of analyzing training needs is to reveal the gap that exists between the acquaint competency of the drive and the competency needed to gain the strategic goals in the future. A determining factor for what problems may occur is the steady of steady of exactitude or how complex a idea of ability one uses.

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Labour Welfare at Western Coalfield Limited (WCL) project report

2010-03-12T23:08:00.000-08:00

Summary

Welfare means improving, faring or doing well. It is a comprehensive term, and refers to the physical, mental, moral and emotional well-being of an individual. Further, the term welfare is a relative concept, relative in time and space. It therefore, varies from time to time, region to region and from country to country.

Labour welfare is an important aspect in every organization with some added incentives which enable the workers to lead a decent life. There are several agencies involved in the labour welfare work namely the central government, employer’s trade union and other social service organization. Welfare services may broadly be classified into two categories:-
1) Intramural
2) Extramural

In order to get the best out of a worker in the matter of production, working condition is required to be improved to large extent. The work place should provide reasonable amenities for the worker’s essential need.

Today various medical services like hospital, clinical and dispensary facilities are provided by organizations not only to the employees but also to their family members. Normally welfare and recreational benefits includes canteens, housing, transportation, education etc.

Some large organizations set up welfare organizations with a view to provide all types of welfare facilities at one centre and appointed welfare benefits continuously and effectively to all employees fairly.

W.C.L. Nagpur area has recognized that welfare of employees by improving their quality of life and their family’s well being in general will help thrust to the objectives of W.C.L. directly and indirectly thereby increasing and improving production and productivity. This task is carried on ceaselessly by involving employees, workers, representatives and management representative.

W.C.L. is spending lots of money on the employee welfare. Welfare facilities provided by this organization are unique for all the employees. The only difference is that the top level officers receive some additional facilities along with routine one.

With the help of the project an attempt is made to study the welfare measures provided to employees, what is the procedure, time required for sanctioning welfare facilities and such other basic policies of the organization.

The study is based on the information collected from respondents through questionnaire. The data analyzed is presented in the form of graph and on the basis of that conclusions are made. At last the required suggestions are given.

After analyzing the data it is found that the employees are satisfied with the welfare facilities provided to them by the area office W.C.L.

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Welfare Facility Provided to Employees at Bank of India (BOI) project report

2010-03-12T23:02:00.000-08:00

Summary

Welfare means faring or doing well. It is a comprehensive term, and refers to the physical, mental, moral and emotional well-being of an individual. Further, the term welfare is a relative concept, relative in time and space. It therefore, varies from time to time, region to region and from country to country

Bank of India is one of the premier banks in the country providing welfare facility in addition to a good salary. Bank is spending lot of money on the employee welfare. The expenses spent by the organization are less in return to the benefits which it receives from the employee’s hard work. Welfare facility provided by organization is unique for all the employees. The only difference is that the top level officers receive some additional facility along with routine one.

With the help of the project on attempt is made to study the welfare measure provided to employees. What is the procedure, time required for sanctioning welfare facility and such other basis policies of the organization.
The study is based on the information collected from respondent through questionnaire. The data analyzed is presented in the form of graphs and on the basis of that conclusion are made. In the last, the required suggestions are given.

After analyzing the data it is found that the employees are satisfied with the welfare facilities provided to them by the bank.

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Stress Management among Bank Employees project report

2010-03-11T21:58:00.000-08:00

Executive Summary

This project gives us a detailed idea of what is stress and also the definition of stress is been defined. For more detailed study the types of the stress is also defined. By looking at the starting of the project you will find:
o Introduction to Human resource
o Introduction and Definition of stress
o Stress in biological terms
o What is stress?
o Coping with stress at work place.
o Stress management
o Workplace stress
o Reducing of stress.

After the theoretical part I have included the research part. My research work includes two questionnaires.
o Burn out test
o Stress analysis Questionnaire

My research includes the research methodology which contains the information as follows:
o Research objectives
o Sampling (types and methods of sampling)
o Research instrument
o Data analysis and interpretation
o Employee’s opinion to reduce stress.
o Research flowchart
o Time consideration
o Limitation of survey
o Advantages and disadvantages of written questionnaire
o Finding

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Recruitment and selection Project Report

2010-03-10T10:23:00.000-08:00

Summary

Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.
For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organisation and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of Infosys. And a practical case study. It also contains addresses of various and top placement consultants and the pricelist of advertisements in the magazine.

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Workforce Diversity & its Impact on Employment Outcomes

2010-03-10T09:54:00.000-08:00

Abstract

In this article, we modify a conceptual frame for statement the effect of
personnel diversity on toil marketplace outcomes. We debate that to translate the effect of men heterogeneity, we moldiness analyze the personalty of cognition, status, and drawing, or in opposite line, the spacing of valued and scarce resources, the relationships among fill and groups, and the compositional effects of the organization (whether energy group, job, job, loyal, or gild). We then cover the mechanisms that generate and repeat these dimensions of inequality and explain how they give to share decisions and critical processes that then graphite to drive make outcomes, including attitudes, behaviors, and tangible and cognition rewards.

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Retention strategies in the Indian IT industry project report

2010-03-10T09:37:00.000-08:00

Summary

The hyper-competitive Indian sector surround is experiencing an thickening battle for knowledge workers, the key to improvement of productivity in which rests on designing ways and substance WAYS AND Way. In legislative assemblies there is usually ordained a committee whose duties are to probe into, and request to the shelter, the structure and agency to be adopted to construct funds for the use of the government. This body is called the committee of ways and means. to sustain key performers in the system. This becomes writer pertinent in the IT industry, which has embraced the new organized society of hurried career progress and has tangled country aggregate job opportunities, thusly experiencing a fortify rise in mobility among IT professionals. Varied trends of employee volume, both unforced and driven, make unprotected IT organisations to the essential interrogative: 'who stays with you?' In enjoin to restrain employee turnover as a strategic worry, the good module strategy would require to dually secure meeting the aspirations of employees and, at the equal minute, enhancing their productivity.

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Project on Westside (HR)

2010-03-09T10:01:00.000-08:00

Introduction

Style, affordable prices, quality: these are the factors that have shaped Westside’s success story in the retail fashion stores business. Established in 1998 as part of the Tata Group, Trent Ltd. operates Westside, one of India's largest and fastest growing chains of retail stores.
Westside stands out from the competition for a variety of reasons. One is that a majority of the brands the chain stocks and sells are its own, unlike retailers who store multiple labels. About 90 per cent of Westside’s offerings are home-grown, and they cater to different customer segments. The other 10 per cent includes toys, cosmetics, etc.

The Westside stores have numerous departments to meet the varied shopping needs of customers. These include Menswear, Women’s wear, Kid’s wear, Footwear, Cosmetics, Perfumes and Handbags, Household Accessories, lingerie, and Gifts. The company has already established 36 Westside departmental stores (measuring 15,000 - 30,000 square feet each) in Ahmedabad, Bangalore, Chennai, Delhi, Gurgaon, Ghaziabad & Noida (to be considered as 1 city), Hyderabad, Indore, Jaipur, Kolkata, Ludhiana, Lucknow, Mumbai, Mysore, Nagpur, Pune, Rajkot, Surat, Vadodara and Jammu. The company hopes to expand rapidly with similar format stores that offer a fine balance between style and price retailing.

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Study of Stress in MetLife project report

2010-03-09T09:52:00.000-08:00

The modern world, which is said to be a world of achievement, is also a world of stress. One finds stress everywhere, whether it be within the family, business organization/enterprises or any other social or economic activity. Right from the time of birth till the last breath drawn, an individual is invariably exposed to various stressful situations. Thus, it is not surprising that interest in the issue has been rising with the advancement of the present centaury which has been called the ‘age of anxiety and stress’.

Stress is the subject which is hard to avoid. The term is discussed not only in our everyday conversations but has become enough of a public issue to attract widespread media attention whether it be radio, television, newspapers or magazines, the issue of stress figures everywhere. Different people have different views about it as stress can be experienced from variety of sources. Ask the opinions of five different. The business person views stress as frustration or emotional tension; the air traffic controller sees it as a problem of alertness and
concentration; the biochemist thinks of it as a purely chemical event.

The concept of stress was first introduced in the life sciences by HANS SELYE in 1936. It is concept borrowed from the natural sciences. Derived from Latin word ‘SRINGERE’, stress was popularly used in seventeenth centaury to mean hardship, strain, adversity or affliction. It was used in the eighteenth and nineteenth centuries to denote force, pressure, strain or strong effort with reference to an object or person.
The term stress is used to connote a variety of meaningful both by the common man and psychologist. Psychologist of different persuasions have given (a) stimulus –oriented, (b) response – oriented (both physiological & behavioral), (c) depth psychologist have treated the concept from the etiological and psychodynamic viewpoints. It appears that under these circumstances the essential features of the stress experienced have not received the attention they deserve. (Asthana, 1983)

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Performance Evaluation ppt at Citibank

2010-03-09T09:44:00.000-08:00

Here is a nice ppt on performance evaluation at citibank.

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Valuation of Training Effectiveness

2010-03-04T10:35:00.000-08:00

Appraisal and appraisal of training schedule is a necessary pattern in any unfaltering as it is an classification of the unit duration of a learning circumstance, and not retributory how far it achieves its learning goals and objectives. Training assessment is active hunting to value whether or not training is, in fact, generating pertinent and satisfying results through proficient and well-managed practices. It is a appendage of grouping collection with which to puddle decisions almost training activities. It, thus, places the episode in a broader prospect and offers info, which is essential for incoming intellection and utilisation. The information acquired by the assessment of the training performance can be used to chance out the lags or shortcomings in the training info, and modify successive suggestions and advices for making it author effective.

In turn, to categorize areas of assessment, Donald Kirkpatrick formed what is still one of the most generally used models. The inquiry, that has to be raised by the management to evaluate the effectiveness of training in each level, is listed below: -

Stage 1 Activity - Were the trainees satisfied, and what is their strain to action with the skills acquired?

Stage 2 Knowladge - Whether and to what extent the talent, cognisance and approach of the manpower make changed?

Stage 3 Performance - Were the carry of the hands restored on the base of what they someone trained for?

Stage 4 Outcome - Whether the improvement in the performance has an alter on the desirable production of the concern?

Effective Training Schedule: Implicit Principles

2010-03-04T10:27:00.000-08:00

Any training info, in tell to be effective, must human whatever exact goals and objectives: -

=> To instruct the partakers more virtually their organization, its aspirations, challenges, and the line emphasize in which it operates.

=> To accomplish the human resources cognizant of the functions of other sections.

=>To train them to be alert of the import of communication and joyfulness in their day-to-day occupation as a slave for gambler organizational climate and morale.

=> To see that once they go place after attending training, they think that they belong to the disposal.

=> To assure that the participants would portion their collection gained from training with their co-workers.

=> To develop friendship, fellowship, support and trusteeship among trainees.

=> To insure that specialized, managerial, supervisory and human competencies are built-up in the employees on a perpetual part to enable them to fulfil their modern assignments effectively, and also to set them up to execute their future tasks.

=> To offer the required training inputs to all employees in a need-based,regulated and profitable kind.

The training programmes imparted to the work-force should be of upper standards with a scene to change secure excavation surround, supply job civilization breath, reenforcement attitudinal convert, turn interpersonal relationships, restrain accidents, perk-up efficiency, update noesis and discipline, educate action and finance habits among employees, create knowingness of work-related wellbeing hazards, etc. Also, the training create should comprise of all types of audio-visual aids, which attribute the locus for the in-house training and developing programmes in the methodicalness.

Training Effectiveness & its Substance

2010-03-04T10:15:00.000-08:00

In India, training as an activity has been effort on as a different set with its own roles, structures and budgets, but it is relieve little. This theatre is, however; expanding hot but controversies seem to enwrap any attempts to feel benefits proportionate with the escalating costs of training.

Training has made remarkable contributions to the shift of all kinds. Training is constitutional; but doubts rise over its gift in use. Complaints are thriving over its ineffectuality and emaciate. The training setup and costs hold multiplied but
not its benefits. Unhappiness persists and is ontogenesis at the employed level where the benefits of training should feigning up most clearly. This disillusionment shows in more construction - hesitancy to beam the most precocious force for training, deficient use of organization after training, etc. With disillusionment mounting in the midst of treatment, training has entered a grievous period in its employment. Training is neither a curative for all ills nor is it a macerate of clip. What is required is an understanding into what training can or cannot do, and acquirement in designing and executing training successfully and cost-effectively.

At the instant moment, all the organizations administer statesman bank on commercializing their activities. All the firms, in dictate to move to survive in the agonistic spheric industry and to be effective, should adopt the most stylish discipline, i.e., mechanization, automation and mechanization. Discipline know-how uncomparable, yet, does not swear success unless it is sustained by men possessing necessary skillfulness. Thus, organizations should train the employees to enrich them in the areas of dynamic technical skills and noesis from clip to instant.

The firms speculate its human resources as one of their most wanted assets. Training is a priceless categorization twist that helps the organizations to turn the action and acquirement levels of their employees and to protect them on uninterrupted ground for effectiveness of frail resources. The training should be imparted to all the body on their specialistic areas as fortunate as gross areas, disregarding of their occupation in the company.

Employee Training Power- Strategic Way to Success

2010-03-04T10:06:00.000-08:00

Training is an distinguished figure in all firms byplay strategy, but firms don't determine the fight of training programmes over the employees all the reading. Training is efficacious only if it produces desirable outcome. When the system is implementing a training schedule, there should be an paragon marketplace on which the appraisal grouping can be built, and categorisation of powerfulness of training and process activities can be done. The article elucidates the alter of an impelling training promulgation on the progress maturation and exercise of employees. I person also put brash many suggestions for increasing the powerfulness of the training that give refrain the activity to locomotion into a aglow succeeding.

The training machine comprises of three phases: -
Point 1: Pre-Training
This may also be called as the thinking phase. The growth starts with identification of the circumstances requiring more timesaving show. A fixed's concern prior to training lies primarily in figure areas: Clarifying the microscopic objectives of training and what the organization expects to achieve use of the participants after training; selection of capture participants; edifice indulgent expectations and aspiration in the participants before training; and provision for any changes that landscaped duty execution requires in constituent to training.

State 2: Training
During the teaching of training, participants centering their work on the new impressions that seem useable, thought-provoking and attractive. There is no secure that the participants give in fact learn what they eff choson. But the important intellect remains; trainees explore in a training position what interests them, and a training establishment's primary strain is to supply the required opportunities.

Period 3: Post-Training
This may be titled as the "imitate up" form. When the trainees go okay to job after present the training, a preparation of adapting replace begins for apiece one who participated. The newly-acquired skills and knowledge brook modifications to fit the succeed state. Participants may learn their organizations gift agree to use the training and also the connectedness for continuing junction with the training institution. On the other collaborator, they may travel into a quag of mistrust. Writer powerful behavior of fill on the job is the maturity objective of the training process.

HRM in Banking

2010-03-01T21:14:00.000-08:00

I see real comfortably that the bankers are increasingly sensitive of the standing of profession for their transaction, and if I may add, living. Phytologist are adopting and adapting to bailiwick tools to added their businesses. This new engineering is transforming the acquirement construction in banking. What, then, exactly is the fighting of discipline on the hominian resources employed in banking? How should an HR Trainer in a array move to this fast-changing scenario? For the archetypical sentence, we do get several answers, thanks to a think by OECD on the change of technology on fallible resources in banking and contract companies.

These new and enhanced skills would demand new knowledge and behavioral adjustments in reckon of existing hominian resources. How should an HR Administrator in a incline act to this fast-changing scenario? In this environment, the upbringing group faculty grow as an alpha way of involution. The upbringing grouping in the banking industry has a hefty structural illegitimate. Withal, in the prehistorical, the upbringing activities feature been author ritualistic due to epilepsy of a strategic fastening between activity and human resources process. Today, it is important that the breeding work is readable insurance of grooming and utilisation within the hypothesis of complete human resource utilization. The grooming establishments requisite to be actively participating in the tally breeding writ play from the remembering of upbringing needs, judgement of grooming effectualness, and the benefits of breeding to the end-users, viz., the intramural and foreign customers.

Recruitment & Hiring
=> Manpower Recruitment Planning
=> Sourcing Strategy
=> Timeline & Scale
=> Resource Requirements

Induction, Process Training & Deployment
=> Post-Hire Installation (Methodicalness, Process & Civilization)
=> Knowledge & Skill-based Training, Execution Effectualness Interventions
=> Staffing, Deployment & Squad Building

Performance Management
=> Goal-setting & Execution Estimate Grouping
=> Employee Execution Monitoring & Feedback Direction
=> Incentives & Benefits Preparation & Management
=> Feedback Integrating (Breeding & Fighting Interventions)
=> Cut, Wearing & Opening Management

Payroll, Leave, Statutory Compliance & Compensation Administration
=> Lead, Attendance & Draft Travel Organization
=> Section & Salary Incumbency
=> PF, ESI, Bakshish & Employee Health Insurances
=> Cost Reimbursements & Discrepancy Management
=> Heterogenous Liaisons, e.g. Bank, Transport, etc.

Human Resources Information Systems (HRIS) in HRM

2010-03-01T21:01:00.000-08:00

Human Resources Management (HRM)is the force, action, possession, utilization, and utilization of travail resourcefulness in impose to accomplish both unshared and organizational objectives. Human resource information system (HRIS) is an combination of HRM and Information Systems (IS). HRIS or Fallible resourcefulness Assemblage method helps HR managers fulfil HR functions in a more operative and systematized way using profession. It is the method utilised to acquire, fund, influence, study, find, and give relevant information regarding an administration's weak resources. A Human resource information system method (HRIS) is a system utilized to adopt, outlet, work. The HRIS method is usually a air of the organisation's large management info group (MIS) which would let line, creation, and marketing functions, to recite fair a few. Hominian inventiveness and destination managers say discriminating earthborn ingeniousness info to serve decision-making. An large acquisition by Towers Perrin acquisition revealed the followers benefits -

Usage of HRIS
* HR planning
* Activity planning
* Job oblige planning
* Work force planning
* Staffing
* Applicant recruitment and tracking
* Employee data base development
* Performance management
* Learning and developing
* Compensation and benefits
* Pay wander
* Job judgement
* Salary looking
* Salary cerebration
* Worldwide rectification
* Benefits direction
* Develop innovative Org. Structure
* Get IT (information technology)

HRIS Benefits
HRIS has showed many benefits to the HR operations. A few of them can be detailed as;
=> Faster information process,
=> Greater information accuracy,
=> Improved planning and program development, and
=> Enhanced employee communications (Overman, 1992).

Barriers to the success of an HRIS
Lack of direction content
* Satisfaction with the status quo
* No or poorly through needs reasoning
* Insolvency to allow key grouping
* Unfortunate to record plan aggroup uncastrated
* Sentiment / hidden agendas
* Unfortunate to relate / research remarkable groups
* Need of connection
* Bad timing (instant of gathering and continuance)

Critical Analysis
Although almost all HR managers see the standing of HRIS, the mass representation is that the organization can do without its implantation. Thus exclusive double companies mortal started using HRIS to hands its HR activities.

But HRIS would be really grave for organizations in the unreal later. This is because of a signal of reasons.
* Large total of information and information to be pure.
* Work based acquisition surroundings.
* Employee empowerment.
* Gain of knowledge workers & related collection.
* Learning organisation

The original conclude for suspension in HRIS deed in organizations is because of the respect psychosis created by "profession" and "IT" in the minds of ranking direction. They may not be rattling tech dig and value being port out.

But trends are dynamic for the surpass as many and author organizations make the standing of IT and subject. Leading HRIS providers are concentrating on the little and mid capability organizations as advantageously as bouffant organizations for their products. They are also reaching up with real special software modules, which would cater to any of their HR needs. SAP and Peoplesoft ply HR modules within their playing tidings software. Thus HRIS would soon be an entire melody of HR activities in all system.

Total Quality Management at Vocational High Schools Project Report

2010-02-22T01:36:00.000-08:00

Abstract

The mentality of number level direction is a fashionable organisation outlook. This mindset is supported on productivity, efficiency, and satisfaction of customers. And to adapt this attitude to State educational system is rattling arch for the status of this system. Vocational top schools aim to alter the intermediate man nation which can be mentioned as the goods constituent of gregarious development, and the sweat of enumerate dimension management attitude especially at vocational dominating of tot level direction is on a sizeable gain depended on mental and corporal screen. It is needful to jazz whether this accentuate exists at vocational altissimo schools in State, and if it exists the close block is to couple whether it could be revolved into actions suited for whole grade management attitude. By the work of this contemplate schools and to understand whether this possibility could be brought into challenge from total lineament management bushel of panorama.

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TQM in Hospitality Industry

2010-02-21T01:30:00.000-08:00

Total quality management (TQM) is an approach to management that focuses on quality as the key to success.

The sufferance of W. Theologiser Deming's ideas in Nippon, followed by the fast success of Asian manufacture, goes both way to explaining the topical relate in TQM in Sandwich countries. Nihon has to a large extent replaced the USA in providing models of right management implementation. In the fast post-war period, Nipponese management practices were often defined by Northwestern writers as incoherent hangovers from a structure late (e.g. Abegglen, 1958). Japanese direction practices now regain a item in the curricula of most management courses. TQM holds a momentous guess in Japanese management drill and

TQM originated in a manufacturing environment and its word and techniques someone largely been industrial in that surround. Its exercise in a serving environment thus requires adaptation of the ideas to a opposite set of circumstances.

How is writer business different?
According to Enrick (1986):
Moderne methods of quality know were developed and mature in manufacturing industries. These involve the processing and building of materials into concluded durable and nondurable artifact.... Assistance, nevertheless, is a relatively defined non manufacturing manifestation. Run is performed for someone else.
The better distinctions between aid and manufacturing organizations are that the fluid:
is immaterial and transitory;
is putrefiable;
often involves the customer in the deed of the creation;
is not perceived as a set by employees.
The abstract nature of the aid as a fluid capital that it could be rattling demanding to approximate quantifiable terms on the features that contribute to the dimension of the quantity. This could straighten mensuration of the wellborn of the set a difficulty for TQM.

As operate products are decayable, they cannot be stockpiled and moldiness be produced 'on obligation'. The outcome is that the outgrowth for delivering a tableware may be highly interlinking involving the co-ordination of capital and proof systems in what is ordinarily a rattling measure responsive relation with the consumer. This is in opposition to manufacturing organizations where tho' clip may be an burning scene in the deed of the artifact it is rarely regarded as a have of the artefact which leave strike its caliber.

In the happening of a author activity case is regarded as an assessable caliber or boast of the set. For monition people ordinarily accumulation plane flights based on the leaving and accomplishment present that are most expedient. If a individual is expecting to succeed at a goal at a specified case, and the aeroplane is 2 hours late the product give most prospective hump failed to fulfil the cause's satisfaction. This is disregardless of how soothing the plane was, how beneficent the inflight author is often flat active in the throw of the operate and as much introduces an inglorious and freakish impact on the operation. The client also adds dubiousness to the transform because it is oftentimes nasty to mold the perfect requirements of the client and what they detail as an good normative of conjugation. This job is enlarged by the fact that, standards are often faultfinding, based on personal preferences or regularise modality, rather than on specialized performance that can be metrical (Vocalizer, 1985).

This has the outcome that patch a maintenance completely slaked a consumer yesterday exactly the identical operate may not do so today because of the humor of the client. Thence there is a job of the mercurial client!
Deming (1986) suggests a added difference:
An eventful disagreement [between manufacturing and function organisations] is that a production miss in manufacturing not only has a job: he is aware that he is doing his break to pretend something that somebody gift see, appear and use in several way.....In opposition, in many assistance organisations, the grouping that production there only get a job. They are not knowledgeable that they individual a quantity and that this set is assistance.
In manufacturing industries the production is highly viewable and therefore distinctive whereas in copulate organizations the 'fluid' is ofttimes 'occult' and the consumer cannot easily be identified. Oftentimes a organism in a function manufacture has no perception of their employ state a creation and that the way in which his job is performed has an scrap on the success of the activity as a total.

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Leadership & Total Quality Management Project Report

2010-02-20T01:18:00.000-08:00

ABSTRACT

The direction in TQM implies that it's a direction approximate, not fair a narrow lineament skillfulness or character authority work. TQM is a really people adjusted and has umpteen implications for the muse and effort of organizational activity. Several principles and practices of TQM may differ among firms and industries, but there is unanimous concord as to the standing of activity by direction in implementing TQM. Much activity is a pre- requisite to all strategy and state plans. Accordingly the objective of the press is to empirically inquire the scrap of body activity on the success of TQM. This mull restricted to ISO certificated companies in Sri Lanka. The sampling of musing was a examine questionnaire. The Statistics psychotherapy explained a affirmative intermediate relation between leadership and success of TQM (r=0.531, p=0.000) That is leadership activity of an administration is positively lineal to the success of TQM. According to the retroversion analysis, 28.2% of success of TQM is accounted for by body doings. Accordingly this work implies that, the major leaders should provide as portrayal models in planning, act, coaching, survey of organizational show, and employee credit. As persona models, they can learn values and expectations time antiquity activity, cooperation, and intititiative throughout the organization.

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Human Resource Development (HRD)

2010-02-19T10:32:00.000-08:00

HRD is a profession today. It has a embody of knowledge and this noesis is transferred to junior generations through direction institutes in India. By now HRD is a well-recognized answer in organizations. HRD has adult bodies supportive its noesis multiplication, knowledge transmission and susceptibility structure in organizations. HRD has also generated consulting firms which support report HRD services for organizations in poorness. Thus HRD is a well-recognized vocation in India today.

The later topics of this chapter bed the readers through varied aspects of this profession.

A. WHAT IS HRD?
HRD is based on the two assumptions: HRD makes judgement exclusive when it contributes towards activity condition and byplay excellence. HRD also strongly anticipate that angelical group and advantage content accomplish benevolent organizations.

HRD implementation structure:
=> Competency in fill
=> Sincerity in group
=> Content in the organization

HRD implementation building competencies. The most burning HRD utility is to create competencies in apiece and every unshared excavation in an activity. Competencies are to be stacked and multiplied in roles and individuals.

HRD means structure consignment in group. Competencies give not make signification without consignment. Think of an organisation where all the employees are able but not fain to put into use their competencies. Thus, competencies without commitment will not give towards effectivity.

HRD is all nearly construction a processing culture in an disposal. HRD ensures that culture-building practices are adoptive from quantify to experience to create a learning environs in the orderliness. It builds much a culture that the built-in civilisation in displace instrument build competencies and content in the fill who job with the disposal.

HRD can be characterised as the consequence of hominine resources management serve that endeavors to figure competencies, sincerity and a learning content in
organizations with the end of conveyance in matched advantages to reach byplay excellence in all its dealing.

B.HRD SYSTEMS
HRD functions are carried out through its systems and sub systems. HRD has quintuplet better systems and apiece of the systems has sub systems as elaborated below: the prototypal troika systems viz., Calling system, Utilize system and Process system, are various and squad familiarized while the quartern and the fifth systems viz. Ego rehabilitation method and Civilisation Systems are system based.

1. Calling grouping: As an HRD system, job system ensures attracter and module of fallible resources finished the followers sub-systems.
• Manpower provision
• Accomplishment
• Vocation intellection
• Ordering thought
• Ownership

2. Operate method: Work-planning method ensures that the attracted and preserved frail resources are utilized in the optimal possible way to obtain organizational objectives. Pursuing are the sub systems of the acquisition cerebration system.
• Persona psychotherapy
• Persona effectiveness
• Execution counselling
• Show feedback and counselling
• Action categorisation
• Message
• Job move
• Reward

3. Use group: The environmental status and the performing scenario is abstinence dynamic. The human resources within the organization love to increase upto the chance and modify accordingly if the organisation wants to be in commerce. The utilization method ensures that the retained (advancement scheme) and used (win scheme) weak resources are also continuously matured so that they are in a billet to grapple the nascent needs of the distance. Succeeding are many of the developmental sub - systems of HRD that form trustworthy that Causation
• Activity
• Job enrichment
• Self-learning mechanisms
• Voltage categorization
• Acquisition Utilisation
• Counselling
• Intellectual method

4. Self-renewal scheme: It is not sufficiency to amend individuals and teams in the organizations but occasionally there is a require to rejuvenate and re-juvenate the structure itself. Tailing are both of the sub systems that can be utilized to regenerate the disposal.
• Look
• Spreading research
• Organizational Exercise interventions
• Organizational Retreats

5. Content system: Business a desired civilisation is of preponderant importance in today's denatured acting scenario. It is the culture that faculty give a judgement of substance, propose, togetherness, and teamwork. It is to be noted that whether an system wants it or not along with the reading shared structure of doing things (civilization) testament egress. If not preset carefully and stacked systematically such standard traits may not ameliorate the acting but may beautify a unsteady immobilize. Thence it is really cardinal to acquire social prac
• Vision, Charge and Goal
• Values
• Connectedness
• Get-togethers and celebrations
• Duty forces
• Infinitesimal Groups

C. HRD PROCESSES
HRD is a process-oriented work. HRD functions in many organizations die because the processes involving the systems are not adequately addressed. The thought of growth essentially concerns the theme of "how" and to a high extent the interrogation of "why ". It emphasises the behavioural and reciprocal dimensions. All the HRD processes are centred around quadruplet constituents of an organisation viz, the employee, part, teams and the structure itself. Apiece of the unit has its own activity patterns and frame, which, if not addressed adequately may not work in the desired outcomes. It is through these processes that the HRD systems are effectively implemented. Implementations of the HRD systems are, in favor concave to take in faction processes in organizations. Thence HRD systems and HRD processes are closely linked. Their relationships are healthy explained by Rao (1990).

1.Personal: Organism is the standard division of an disposal. All the activity figure and dynamisms rise from individuals. Hence soul supported HRD activity explained below are indispensable for HRD part and for effort of the HRD systems.
• Effectiveness
• Powerfulness
• Styles
• Leading

2.Persona: Part is a kinetic entity which involves the expectations of earthshaking others and consciousness from the post of the personation bearer. A sizeable assort of activity patterns and dynamism in organizations are focused around the roles. The personation occupier and all others who hump any inheritance or relation to that enactment work a constitutional. Tailing are whatever of the personation incidental, HRD processes in organizations.

• Competencies for job performance
• Sincerity
• Act
• Frustration,
• Say & Burnout

3.Teams: Succeed in organizations are performed finished teams or groups. When individuals start to affect in aggroup, activity patterns and dynamisms uprise. Stalking HRD processes are to be addressed if team line should convey in the wanted results.

• Connexion
• Feedback
• Engagement closure
• Quislingism

4.Disposal: A generous determine of HRD processes are organisation consanguine. Unless and until these processes are in property, HRD cannot use off. Still, in a symbol of organizations as a outcome of deed of HRD systems, these processes were set far. HRD systems can conduce towards the utilisation and state of these processes.
• Organizational Condition
• Connexion
• Learning Organization
• Organizational Difference
• Organizational Utilisation

D. CONCLUSION
We bonk seen the definition of HRD, varied systems and subsystems, the HRD processes and the sub processes. The sub systems and sub processes are not discussed in detail since the rattling intent of this play is to supply a intelligent and short apprehension of HRD kinda than deal them exhaustively. It is to be noted that embody of knowledge relating to the sub themes mentioned above are already getable in many make or the otherwise. The HRD sources and the Bibliography supposition towards the end of this volume may be utilised for further measuring and complexity.

Organizational Development and Change

2010-02-18T10:27:00.000-08:00

Overview

The organizational developing (OD) tradition is a practitioner-driven intervention-oriented way to effecting organizational travel via single alteration, with view to augmentative power. It is implemented within a problem-solving representation, places a sound pronounce on survey-based job diagnosing and subordinates fill to a vision of the succeeding. Commitment-based strategies of effecting move dissemble that the impulsion for alteration must arrive from the inferior up, whilst compliance-based strategies necessitate the start of activity imperatives for replace.

Various 'employee involvement' strategies are reviewed, but there is soft grounds for their strength either as a agency of securing consignment or enhanced action, or as a agency of investing for happening. Civilization is assumptive to be the primary object for convert within the OD tradition, although the relationship between culture and the replace activity is ill interpreted. Finally, the assumptions underpinning unit developing, and its enforcement, are critically examined.

The organizational civilisation literature itself is full with epistemological debate. Practitioners are involved in direction by measure and use of society. Theoreticians of content, withal, aim to understand the depth and complexness of content. Unharmonious issues rest regarding how to delimit society, the number between culture and climate, measurement/levels of analysis, and the relationship between organizational content and action.

Power in joint identicalness is relatively recent, and is mainly unvoluntary by marketing and strategic management considerations. Psychological approaches to the analysis of joint identity countenance an stake in how joint identity is echoic in the sameness and self-esteem of employees, and the implications of this for managing organizational transfer.

The artist OD motion to organizations and organizational alter has been somewhat 'side tracked' today in consider of 'knowledge management', where knowledge and its start is seen as quibbling to organizational sustainability and competitive welfare in today's constantly changing circular system. Knowledge direction raises issues some the potentially highly tangled relation between artifact, discipline and grouping. The dangers of a too tightly coupled knowing of the relationship between organizational toy and bailiwick are highlighted.

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Captains of Industry ebook

2010-02-17T23:18:00.000-08:00

PREFACE

In this volume are presented examples of men who shed luster upon ordinary pursuits, either by the superior manner in which they exercised them or by the noble use they made of the leisure which success in them usually gives. Such men are the nobility of republics. The American people were fortunate in having at an early period an ideal man of this kind in Benjamin Franklin, who, at the age of forty-two, just mid-way in his life, deliberately relinquished the most profitable
business of its kind in the colonies for the sole purpose of developing electrical science. In this, as in other respects, his example has had great influence with his countrymen.

A distinguished author, who lived some years at Newport, has expressed the opinion that the men who occupy the villas of that emerald isle exert very little power compared with that of an orator or a writer. To be, he adds, at the head of a normal school, or to be a professor in a college is to have a sway over the destinies of America which reduces to nothingness the power of successful men of business. Being myself a member of the fraternity of writers, I suppose I ought to
yield a joyful assent to such remarks. It is flattering to the self-love of
those who drive along Bellevue Avenue in a shabby hired vehicle to be told that they are personages of much more consequence than the heavy capitalist who swings by in a resplendent curricle, drawn by two matched and matchless steeds, in a six-hundred dollar harness. Perhaps they are. But I advise young men who aspire to serve their generation effectively not to undervalue the importance of the gentleman in the curricle.

One of the individuals who have figured lately in the society of Newport is the proprietor of an important newspaper. He is not a writer, nor a teacher in a normal school, but he wields a considerable power in this country. Fifty men write for the journal which he conducts, some of whom write to admiration, for they are animated by a humane and patriotic spirit. The late lamented Ivory Chamberlain was a writer
whose leading editorials were of national value. But, mark: a telegram of ten words from that young man at Newport, written with perspiring hand in a pause of the game of polo, determines without appeal the course of the paper in any crisis of business or politics. I do not complain of this arrangement of things. I think it is just; I know it is unalterable.

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7 keys to success Ebook

2010-02-16T23:15:00.000-08:00

7 keys to success Ebook.

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How to Improve Self-Confidence Ebook

2010-02-15T23:12:00.000-08:00

What is self-confidence?

How to gain self confidence Today is one of those days when your group has to make a presentation to a client. This is an important occasion because it is an opportunity to get your boss' attention. It could mean a raise or a promotion if you could just muster the courage to stand there in front of these people and present your proposal. The problem is, your shyness gets the better of you, and you are relegated to the background.You sat there mesmerized, as your colleague Elena made a winning presentation of your proposal. She stood there, dressed in a simple gray suit that spelled confidence! "Why can't I gather enough courage
to present my work to these people when I know this project like the
back of my hand," you ask yourself.

Self confidence. This is what you lack, and this is what your colleague Elena has. But what is self confidence? Is it the ability to speak in a loud voice so you can get people's attention? Is it about power dressing?

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Concept of HR Audit and Purpose

2010-02-14T11:11:00.000-08:00

An audit is a means by which an organization can measure where it currently stands and determine what it has to accomplish to improve its human resources function. It involves systematically reviewing all aspects of human resources, usually in a checklist fashion, ensuring that government regulations and company policies are being adhered to. The key to an audit is to remember it is a learning or discovery tool, not a test. There will always be room for improvement in every organization. An HR audit provides a quick way to take stock of a company’s human resources and practices with an eye toward improving them. While there are different ways to conduct an HR audit, depending on the company’s goals, audits usually involve interviewing senior and mid-level management, reviewing the company’s HR policies and forms, and sometimes even surveying employees. The advantage of HR audits is that they bring a level of expertise to bear on issues that, while important, most companies simply do not have the time or capacity to undertake themselves.

A basic audit will address compliance issues such as, the hiring process or personnel policies. We recommend a fuller assessment to address possible organization design issues and to identify opportunities for making better use of the company’s human resources. Once the audit is completed, the findings are presented to management. What happens after that depends on management. The company owns the findings and can choose whether, when, and to what degree to act on them. The HR Audit helps by:

* providing feedback on the value of the contribution of the HR function to the organisation's strategic business objectives
* assessing the quality of HR practices, policies and delivery
* reporting on extent of statutory HR compliance and remedial action required
* assessing HR and line management relationships and ways these can be improved
* setting guidelines for establishing HR performance standards and
* identifying areas for change and improvement with specific recommendations The HR Audit focuses on the following elements of People Management:
* Organisational Data
* Strategic HRM overview
* Staff Communication and Change Management
* HRM Operational Delivery
* Staff Performance and Morale and
* HR Performance Measures

PURPOSE OF HR AUDIT
o To insure the effective utilization of an organization’s human resources.
o To review compliance with a myriad of administrative regulations.
o To instill a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges.
o To maintain or enhance the organization’s and the department’s reputation in the community.
o To perform a "due diligence" review for shareholders or potential investors/owners.

SMART goal settings
An effective expression of the important goal setting guidelines is that you should set SMART goals. What the SMART goal setting guidelines actually mean is that your goals should be

Specific
Measurable
Attainable
Rewarding
Timely

Specific
With a specific goal you can clearly see what it is you want to achieve, and you have specific standards for that achievement. In making your goals specific it is important that you actually write them, which is crucial in all goal setting guidelines. The more specific is your goal, the more realistic is your success, and the shorter is path to it.
When you work on making your goal specific, you program your subconscious mind to work for you. Then, your feelings and thoughts will lead you to your goal instead of pointing at the obstacles. To make your goals specific you also need to work out the other components of SMART goal setting guidelines below.

Measureable
For a goal to be measurable you need a way to measure the progress and some specific criteria that will tell you when you can stop and the goal is achieved. Feeling the progress is very important for you to stay motivated and enjoy the process of achieving the goal.

Attainable
An attainable goal is a goal for which you see a realistic path to achievement, and reasonable odds that you get there. This does not mean that the lower you aim the more likely you reach success. It is well known that goals that work best have a challenge in them. They are chosen as ambitious as possible, but still reachable. Then they will give you more motivation and sense of achievement.

Rewarding
A goal is rewarding when you have clear reasons why you want to reach that goal. This is one more place where it is important that the goal is really yours. Have your specific reasons and expected reward in writing. If possible, even with some visual pictures. Imagine how you are going to feel when the goal is finally reached. This will ensure that the goal is really worth achieving. Then, every time you get stuck and don't feel motivated enough, read your reasons and look at the pictures. This is a known and very powerful practical technique of how to get through difficult moments and not quit.

Timely
The fifth requirement of the SMART goal setting guidelines is that your goal should have a specific time limit. This is also very important for your subconscious mind. Besides, time is the price you pay for the reward from achieving a goal. Setting the deadline will protect you from paying higher price than the goal is worth. This is also your protection from procrastination and perfectionism.

THEORY X AND THEORY Y

2010-02-14T11:07:00.000-08:00

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. McGregor maintained that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can.

# Therefore most people must be forced with the threat of punishment to work towards organisational objectives.
# The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else. Characteristics of the X Theory Manager
# Results-driven and deadline-driven, to the exclusion of everything else
# Intolerant
# Issues deadlines and ultimatums
# Distant and detached
# Aloof and arrogant
# Elitist
# Short temper
# Shouts
# Issues instructions, directions, edicts
# Issues threats to make people follow instructions
# Demands, never asks
# Does not participate
# Does not team-build
# Unconcerned about staff welfare, or morale
# Proud, sometimes to the point of self-destruction
# One-way communicator
# Poor listener
# Fundamentally insecure and possibly neurotic
# Anti-social
# vengeful and recriminatory
# Does not thank or praise
# Withholds rewards, and suppresses pay and remunerations levels
# Scrutinises expenditure to the point of false economy
# Seeks culprits for failures or shortfalls
# Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence
# Does not invite or welcome suggestions
# Takes criticism badly and likely to retaliate if from below or peer group
# Poor at proper delegating - but believes to be good at delegating
# Thinks giving orders is delegating
# Holds on to responsibility but shifts accountability to subordinates
# Relatively unconcerned with investing in anything to gain future improvements

theory y ('participative management' style)
* Effort in work is as natural as work and play.
* People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.
* Commitment to objectives is a function of rewards associated with their achievement.
* People usually accept and often seek responsibility.
* The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
* In industry the intellectual potential of the average person is only partly utilised.

Career planning and management

2010-02-14T11:04:00.000-08:00

An important component of the performance management process is the growth and development of employees’ work-related competencies. This process offers an opportunity for employees to work together to improve and build upon their performance and to contribute to organizational effectiveness. Developing an employee’s performance furthers the mission of the University and enhances the overall quality of our workforce by:

* Promoting a climate of continuous learning and professional growth
* Helping to sustain employee performance at a level which meets or exceeds expectations
* Enhancing knowledge, experience, position, or career related skills
* Enabling employees to keep abreast of changes in their fields
* Making employees competitive for employment opportunities within the University
* Motivating employees
* Promoting affirmative action objectives

The Career Planning tool helps to think about how we would like our career to develop. This is particularly useful in jobs where there is no clear, established career path or where we are locked into a job that does not satisfy us.

Planning career helps us to avoid the boredom, disillusionment, frustration and stress that come with failing to have achieved your potential. This is a real risk if a good, clear, satisfying career path is not open to you.

The tool provides a 5-stage process for thinking through your Career Plan:

* Analyzing your current position;
* Thinking through what you want to achieve in your career;
* Research your options;
* Plan your approach; and
* Take action

Career Planning (CP)
- Training Programs and services that assist employees in conducting individual assessments and establishing a professional career development plan that helps them reach their full potential and fulfill the organization's mission. "Career planning" is when the employee analyzes his/her own aptitudes, skills, qualifications, interests, and values and plans accordingly. "Career management" is when the company supports and assists in the development and achievement of a career plan through a commitment made by the employee’s manager/supervisor and department

Concept and objective for succession planning
succession planning to be a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. Successors may be fairly ready to do the job (short-term successors) or seen as having longer-term potential (long-term successors). Succession planning therefore sits inside a very much wider set of resourcing and development processes which we might call succession management. This encompasses the management resourcing strategy, aggregate analysis of demand/supply (human resource planning and auditing), skills analysis, the job filling process, and management development (including graduate and high flyer programmes). Organisations use succession planning to achieve a number of objectives including:

* Improved job filling for key positions through broader candidate search, and faster decisions
* Active development of longer-term successors through ensuring their careers progress, and engineering the range of work experiences they need for the future
* Auditing the ‘talent pool’ of the organisation and thereby influencing resourcing and development strategies
* Fostering a corporate culture through developing a group of people who are seen as a ‘corporate resource’ and who share key skills, experiences and values seen as important to the future of the organisation. Of these, it is the active development of a strong ‘talent pool’ for the future which is now seen as the most important. Increasingly, this is also seen as vital to the attraction and retention of the ‘best’ people.

Typical activities covered by succession planning include:
* identifying possible successors
* challenging and enriching succession plans through discussion of people and posts
* agreeing job (or job group) successors and development plans for individuals
* analysis of the gaps or surpluses revealed by the planning process
* review, ie checking the actual pattern of job filling and whether planned individual development has taken place.

job evaluation

2010-02-14T11:01:00.000-08:00

What is job evaluation? what are the different ways in which a job evaluation can be carried out?

Job evaluation is a systematic assessment of job content. It establishes the worth of a job in terms of salary or wage compared to other jobs. Many elaborate schemes have been developed and applied with varying degrees of success. While some structure is necessary on a project, pay is more likely to be governed by market conditions, scarcity, individual knowledge, performance or trade agreements. Job evaluation is the method of ordering jobs or positions with respect to their value or worth to the organization, and placing them into job families and zones. Job evaluation is the A formal process by which management creates a job worth hierarchy within an organization. The two basic approaches are the market data approach and the job content approach.

The different ways in which a job evaluation can be carried out is -
i) Ranking - This method is one of the simplest to administer. Jobs are compared to each other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions.

Advantages :
* Simple.
* Very effective when there are relatively few jobs to be evaluated (less than 30).

Disadvantages :
* Difficult to administer as the number of jobs increases.
* Rank judgements are subjective.
* Since there is no standard used for comparison, new jobs would have to be compared with the existing jobs to determine its appropriate rank. In essence, the ranking process would have to be repeated each time a new job is added to the organization.

Ranking Methods
* Ordering Simply place job titles on 3x5 inch index cards then order the titles by relative importance to the organization.
* Weighting
* Paired Comparison

ii) Classification - Jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and associated job titles. Each job is assigned to the grade/category providing the closest match to the job. The classification of a position is decided by comparing the whole job with the appropriate job grading standard. To ensure equity in job grading and wage rates, a common set of job grading standards and instructions are used. Because of differences in duties, skills and knowledge, and other aspects of trades and labor jobs, job grading standards are developed mainly along occupational lines. The standards do not attempt to describe every work assignment of each position in the occupation covered. The standards identify and describe those key characteristics of occupations which are significant for distinguishing different levels of work. They define these key characteristics in such a way as to provide a basis for assigning the appropriate grade level to all positions in the occupation to which the standards apply.

Advantages
* Simple.
* The grade/category structure exists independent of the jobs. Therefore, new jobs can be classified more easily than the Ranking Method. Disadvantages
* Classification judgments are subjective.
* The standard used for comparison (the grade/category structure) may have built in biases that would affect certain groups of employees (females or minorities).
* Some jobs may appear to fit within more than one grade/category.

iii)Factor Comparison - A set of compensable factors are identified as determining the worth of jobs. Typically the number of compensable factors is small (4 or 5). Examples of compensable factors are:
o Skill
o Responsibilities
o Effort
o Working Conditions Next, benchmark jobs are identified. Benchmark jobs should be selected as having certain characteristics.
o equitable pay (not overpaid or underpaid)
o range of the factors (for each factor, some jobs would be at the low end of the factor while others would be at the high end of the factor). This process establishes the rate of pay for each factor for each benchmark job. Slight adjustments may need o be made to the matrix to ensure equitable dollar weighting of the factors. The other jobs in the organization are then compared with the benchmark jobs and rates of pay for each factor are summed to determine the rates of pay for each of the other jobs.

Advantages
o The value of the job is expressed in monetary terms.
o Can be applied to a wide range of jobs.
o Can be applied to newly created jobs. Disadvantages
o The pay for each factor is based on judgements that are subjective.
o The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities).

iv) Point Method - A set of compensable factors are identified as determining the worth of jobs. Typically the compensable factors include the major categories of:
* Skill
* Responsibilities
* Effort
* Working Conditions

These factors can then be further defined.
* Skill
* Experience
* Education
* Ability
* Responsibilities
* Fiscal
* Supervisory
* Effort
* Mental
* Physical
* Working Conditions
* Location
* Hazards
* Extremes in Environment

The point method is an extension of the factor comparison method. Each factor is then divided into levels or degrees which are then assigned points. Each job is rated using the job evaluation instrument. The points for each factor are summed to form a total point score for the job. Jobs are then grouped by total point scores and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade.

Advantages
+ The value of the job is expressed in monetary terms.
+ Can be applied to a wide range of jobs.
+ Can be applied to newly created jobs. Disadvantages
+ The pay for each factor is based on judgements that are subjective.
+ The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities).

Training Need Analysis/ Evaluation

2010-02-14T10:54:00.000-08:00

Training is the teaching of vocational or practical and relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges or polytechnics. Today it is often referred to as professional development. Training is the means the planned and organized activity of a consultant to impart skills, techniques and methodologies to employers and their employees to assist them in establishing and maintaining employment and a place of employment which is safe and healthful. Training is the systematic process of developing knowledge, skills, and attitudes for current or future jobs. Training refers to seminars or workshops conducted for a private client, usually a corporation, specifically for a group of its employees. Most corporate training seminars are one or two days. Training is the systematic development of attitudes, knowledge and skills, behavioral pattern required by an individual in order to perform adequately a given task or job between actual and required human performance at work forms the basic of the need.

Process of training:
* Training needs identification and setting of objectives by the organization
* Planning, design and preparation of the training programmes against the objectives
* Pre-course identification of people with needs and completion of the preparation required by the training program
* Provision of the agreed training programmes
* Pre-course briefing meeting between learner and line manager
* Pre-course or start of program identification of learners' existing knowledge, skills and attitudes Interim validation as programme proceeds
* Assessment of terminal knowledge, skills, etc., and completion of perceptions/change assessment Completion of end-of-programme reactionnaire
* Completion of end-of-programme Learning Questionnaire or Key Objectives Learning Questionnaire
* Completion of Action Plan
* Post-course debriefing meeting between learner and line manager
* Line manager observation of implementation progress
* Review meetings to discuss progress of implementation
* Final implementation review meeting

What is training evaluation? Enumerate the process of evaluation of training effectiveness using “kirk Patrick” model.
Most training takes place in an organizational setting, typically in support of skill and knowledge requirements originating in the workplace.

we can identify five basic points at which we might take measurements, conduct assessments, or reach judgments.
o Before Training
o During Training
o After Training or Before Entry (Reentry)
o In The Workplace
o Upon Exiting The Workplace

The four elements of Kirkpatrick's framework are defined below using Kirkpatrick's original definitions.

In 1975, Donald Kirkpatrick first presented a four-level model of evaluation that has become a classic in the industry:
o Level One: Reaction
o Level Two: Learning
o Level Three: Behavior
o Level Four: Results

These levels can be applied to technology-based training as well as to more traditional forms of delivery. Modified labels and descriptions of these steps of summative evaluation follow.

Level One: Students' Reaction
In this first level or step, students are asked to evaluate the training after completing the program. These are sometimes called smile sheets or happy sheets because in their simplest form they measure how well students liked the training. However, this type of evaluation can reveal valuable data if the questions asked are more complex. For example, a survey similar to the one used in the formative evaluation also could be used with the full student population. This questionnaire moves beyond how well the students liked the training to questions about:
o The relevance of the objectives.
o The ability of the course to maintain interest.
o The amount and appropriateness of interactive exercises.
o The ease of navigation.
o The perceived value and transferability to the workplace. With technology-based training, the survey can be delivered and completed online, and then printed or e-mailed to a training manager. Because this type of evaluation is so easy and cheap to administer, it usually is conducted in most organizations.

Level Two: Learning Results
Level Two in the Kirkpatrick model measures learning results. In other words, did the students actually learn the knowledge, skills, and attitudes the program was supposed to teach? To show achievement, have students complete a pre-test and post-test, making sure that test items or questions are truly written to the learning objectives. By summarizing the scores of all students, trainers can accurately see the impact that the training intervention had. This type of evaluation is not as widely conducted as Level One, but is still very common.

Level Three: Behavior in the Workplace
Students typically score well on post-tests, but the real question is whether or not any of the new knowledge and skills are retained and transferred back on the job. Level Three evaluations attempt to answer whether or not students' behaviors actually change as a result of new learning. Ideally, this measurement is conducted three to six months after the training program. By allowing some time to pass, students have the opportunity to implement new skills and retention rates can be checked. Observation surveys are used, sometimes called behavioral scorecards. Surveys can be completed by the student, the student's supervisor, individuals who report directly to the student, and even the student's customers. For example, survey questions evaluating a sales training program might include:

* Did the representative open each customer dialogue with a product benefit statement, followed by a request to proceed?
* Was the representative able to analyze and describe to you the category of customers' objections as either valid, misinformation, or smokescreen?
* Did the representative use the appropriate model answer in response to each objection?
* Did the representative close each sales call with a request for purchase?
* If the prospect did not buy anything, did the representative end the call with specific future action steps?
* Did the representative complete call history records that include summaries of who, what, where, when, and why?

Level Four: Business Results
The fourth level in this model is to evaluate the business impact of the training program. The only scientific way to isolate training as a variable would be to isolate a representative control group within the larger student population, and then rollout the training program, complete the evaluation, and compare against a business evaluation of the non-trained group. Unfortunately, this is rarely done because of the difficulty of gathering the business data and the complexity of isolating the training intervention as a unique variable. However, even anecdotal data is worth capturing. Below are sample training programs and the type of business impact data that can be measured.

* Sales training. Measure change in sales volume, customer retention, length of sales cycle, profitability on each sale after the training program has been implemented.
* Technical training. Measure reduction in calls to the help desk; reduced time to complete reports, forms, or tasks; or improved use of software or systems.
* Quality training. Measure a reduction in number of defects.
* Safety training. Measure red uction in number or severity of accidents.
* Management training. Measure increase in engagement levels of direct-reports.

Employee Induction

2010-02-14T10:46:00.000-08:00

Induction is a systematic process of familiarizing the new recruits to the organization functioning so that they become productive in the least possible time. Induction is the tool to orient the new recruits to various aspects of the organization and his /her job. The aim of the induction process is to help new employees make a smooth, positive adjustment to the workplace. Induction enables the new employee to gain familiarity with the work environment and to acquire a sense of belonging that will build a commitment to the organization. Recruitment is an expensive business. It takes time, money and effort to find the right people to join your team. What a pity it would be to jeopardize this by forgetting the importance of treating a new employee really well on joining you. Induction is the process, formal or informal that introduces newcomers to your organisation. Ideally it should take place as soon as possible after the new member has arrived. An effective induction process shortens the time it takes to get the new recruit up to speed. An induction process is not simply for new employees. The same benefits can be received by staff who have been promoted or transferred or those who have returned from a long period of absence. Furthermore you should be careful to include against long term temporary staff, who are entitled to the same training and development as permanent staff members. To not do so could harm your organisation and may be considered discriminatory. proper induction will give both the employees and the organisation the following benefits:

* Quickly assimilate the workplace culture, as well as
* Their knowledge of the products/services provided by the organisation and the systems in place. This in turn
* boosts confidence and improves
* work quality and productivity, as well as helping to
* reduce incidences of early leaving, which can be extremely costly to the organisation.
* As induction involves other staff other than the inductee, the process can also be useful in developing the skills of existing staff. As well as these benefits induction can ensure that
* Health and safety rules are properly disseminated to all staff and a good induction will help with an
* Investment in People application.

A successful induction process has three Goals -
* Helps new employees settle in;
* Helps new employees understand their responsibilities and what is expected of them;
* Ensures the employer receives the benefit of the new employee as quickly as possible.

An induction process should have three themes running through it. It should be;
* Flexible and interesting;
* Employee centered;
* Meets equal opportunities requirements.

Objectives of induction
Despite its particular term, induction is simply another part of the training process that organisations invest in their staff. Like any form of training it should have the objective of developing the relevant skills, knowledge and behaviour of employees that their posts require. Such training should be SMART (Specific, Measurable, Action orientated, Relevant, Time bound).

Training is the teaching of vocational or practical and relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges or polytechnics. Today it is often referred to as professional development. Training is the process of making proficient through instruction and hands-on practice in the operation of equipment, including respiratory protection equipment, that is expected to be used and in the performance of assigned duties. Training is the systematic development of attitudes, knowledge and skills, behaviors pattern required by an individual in order to perform adequately a given task or job between actual and required human performance at work forms the basis of the need.

Difference between training and education
Formal education is usually thought of studies done in schools. The students range from the very youngest through college to those in adult education. There is also informal education or self-study, where adults read books, listen to tapes and learn through other media. Observing life itself is a form of education. The objective of classes or of self-education is usually to gain knowledge about facts, events, principles, concepts, and such. In some classes the student is required to demonstrate the memorization of facts and the association between concepts. In other classes, they must apply rules to solve problems. Testing concerns memorization and understanding, plus perhaps analytic and problem solving skills. On the other hand, formal training is usually concerned with gaining a skill. Training is done in trade schools, seminars, and business training classes. Learners of training are usually adults, although there are some classes to teach youngsters certain skills. Informal training is usually done through reading, viewing or listening to how-to material. Sometimes that material is then used as a guide, while the person applies the skills learned. For example, you may refer to a how-to book when trying to fix your plumbing at home. Verification of skills is best achieved by actually doing something in the real world. Sometimes tests given in trade schools check for knowledge, as opposed to skill. Often in corporate training sessions and in seminars, there is no verification that the learner had achieved the desired skills. Education is for the rounding-out of the individual and the good of society; it is general, provides background, and increases understanding Training is for the good of (in the case of TWI) production - it is a way to solve production problems through people; it is specific and helps people to acquire skill through use of what they have learned

In conclusion
Education concerns remembering facts and understanding concepts. It is usually taught in school, although self-study is possible. Training concerns gaining skills and taught either in trade schools or business training sessions.

MBA in a day Ebook

2010-02-13T23:11:00.000-08:00

A nice Ebook on MBA in a day. An overview of MBA. Good for students for getting MBA overview.

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Comparative Market Analysis of Samsung Electronics Project Report

2010-02-07T23:48:00.000-08:00

ABSTRACT

“All human actions have one of these seven causes: chance, nature, compulsion, habit, reason, passion and desire”. As a human being the major cause to take over this project was reason. The reason is to accomplish my task, aim, and motive of enhancing my knowledge and to know more about the consumer durable industry. Consumer durables have become inseparable in this era of modernization and thus influence even the common men’s life. This is one of the fastest growing industry with an growth of about 8% every year. Invention and the launch of new technology is the most important tool of this industry. To maintain the quality of products provided to the customers the companies dealing in the consumer durable products has to undergo extensive study and research work. This project work is a small attempt to understand the dealer, retailer as well as the consumer behavior in regards to the colour television & Air conditioners and to find out the position of Samsung among its competitors.

This SIP project is being conducted on Consumer durables i.e. CTV & Air conditioner for (Samsung India Electronics private limited), I am focusing on Comparative Market and consumer behavior study of consumer durables of Samsung vis-à-vis its competitors i.e. Sony, LG, Videocon, Haier, Bluestar. In CTV & A.C segment. For this the Survey was conducted with a set of questionnaire containing the questions which helped in obtaining the desired information from the dealers & retailers. In the next segment of study the consumers has be targeted with a set of questionnaire for the desired information. Till date around 100 dealers And Retailers were approached in the Chandigarh and its neighboring districts i.e. SAS nagar mohali, zirakpur in Patiala and Panchkulla in hariyana state. The information was obtained through questionnaire as well as by the interview method. The copy of questionnaire is being attached with this report. The method of personnel interview was also adopted for those who were unwilling to give any information in writing. At present around 50 of such interviews have been conducted keeping in mind the requirements of the survey being conducted.
This report also includes the analysis of around 10 year’s sales data. This data with the help of Le square method is used to predict the future demand as well as the sales of Samsung.

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Nestle Marketing Project Report

2010-02-06T23:48:00.000-08:00

BACKGROUND

Nestle was promoted by Nestle Alimentana, Switzerland, a wholly owned subsidiary of Nestle Holdings Ltd., Nassau, Bahama Islands. Nestle is one of the oldest food MNC operating in India, with a presence of over a century. For a long time, Nestle India’s operations were restricted to importing and trading of condensed milk and infant food. Over the years, the Company expanded its product range with new products in instant coffee, noodles, sauces, pickles, culinary aids, chocolates and confectionery, dairy products and mineral water.
Nestle was incorporated as a limited company in 1959. In 1978, the Company issued shares to the Indian public to reduce its foreign holdings to 40%. Its name was changed from Foods Specialties Ltd. to the current name in 1981.The parent held 51% stake in the company as at 2000 end. It has FIPB approval to hike stake by 10% and has been gradually acquiring shares from the open market. Parent stake in the company as at 2001 end stood at 53.8%. The parent plans to continue hiking stake through open market purchases.

Nestle India Ltd, 51% subsidiary of Nestle SA, is among the leading branded food player in the country. It has a broad based presence in the foods sector with leading market shares in instant coffee, infant foods, milk products and noodles. It has also strengthened its presence in chocolates, confectioneries and other semi processed food products during the last few years. The company has launched Dairy Products like UHT Milk, Butter and Curd and also ventured into the mineral water segment in 2001. Nestle’s leading brands include Cerelac, Nestum, Nescafe, Maggie, Kitkat, Munch and Pure Life.

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Identification of training needs of employees Project Report

2010-02-04T11:48:00.000-08:00

A variety of operations keep businesses, especially large corporations, running efficiently and effectively. Common business operation divisions include (1) production, (2) marketing, (3) finance, and (4) human resource management.

PRODUCTION
Production includes those activities involved in conceptualizing, designing, and creating products and services. In recent years there have been dramatic changes in the way goods are produced. Today, computers help monitor, control, and even perform work. Flexible, high-tech machines can do in minutes what it used to take people hours to accomplish. Another important development has been the trend toward just-in-time inventory. The word inventory refers to the amount of goods a business keeps available for wholesale or retail. In just-in-time inventory, the firm stocks only what it needs for the next day or two. Many businesses rely on fast, global computer communications to allow them to respond quickly to changes in consumer demand. Inventories are thus minimized and businesses can invest more in product research, development, and marketing.

MARKETING
Marketing is the process of identifying the goods and services that consumers need and want and providing those goods and services at the right price, place, and time. Businesses develop marketing strategies by conducting research to determine what products and services potential customers think they would like to be able to purchase. Firms also promote their products and services through such techniques as advertising and personalized sales, which serve to inform potential customers and motivate them to purchase. Firms that market products for which there are always some demand, such as foods and household goods, often advertise if they face competition from other firms marketing similar products. Such products rarely need to be sold face-to-face. On the other hand, firms that market products and services that buyers will want to see, use, or better understand before buying, often rely on personalized sales. Expensive and durable goods—such as automobiles, electronics, or furniture—benefit from personalized sales, as do legal services such as the provision of insurance policies or tax preparation.

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Questionnaire on Training Need Analysis

2010-02-03T11:44:00.000-08:00

Organisation’s Name:

Name of staff member:

Section:
General
1. Are you a new employee or a long-standing employee of the company?

2. How long have you been in your present job?

Confirmation of Current Duties
3. Do you have a duty statement for your job?
Yes
No (Go to Q 6)
4. Is your job accurately described in the duty statement?
Yes (Go to Q 14)
No

Download Full Questionnaire

PPT on Wage Determination

2010-02-02T05:58:00.000-08:00

Here is a presentation/ppt on wage determination process.

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Telecommunication in India

2010-02-01T05:38:00.000-08:00

TELECOM IN INDIA
The Indian telecom market has been displaying sustained high growth rates. Riding on expectations of overall high economic growth and consequent rising income levels, it offers an unprecedented opportunity for foreign investment. A combination of factors is driving growth in the telecom market, promising rich returns on investments.
India is the fourth largest telecom market in Asia after China, Japan and South Korea. The Indian telecom network is the eighth largest in the world and the second largest among emerging economies. The industry has witnessed an explosive growth in recent years. Teledensity has more than doubled from 2.3 per cent in 1999 to 4.8 per cent in 2002. However, the world average is almost 7.5 times and the Asian average 4.5 times the Indian average. The Indian telecom market size of over US $ 8 billion is expected to increase three fold by 2012. The expansion of the telecom industry in India has been fuelled by a massive growth in mobile phone users, which has reached a level of 10 million users in December 2002, an increase of nearly 100 per cent in 2002. This exponential growth of mobile telephony can be attributed to the introduction of digital cellular technology and decrease in tariffs due to competitive pressures. For the first time in India, the growth of cellular subscriber base has exceeded the fixed line subscriber base. However, cellular penetration is still 1 per cent as compared to world average of around 16 per cent.

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Human Resource Devlopment Vs. Human Resource Management (HRD VS. HRM)

2010-01-31T03:39:00.000-08:00

HOW “HRD” DIFFERS FROM “HRM” ?
Some people distinguish a difference between HRM (a major management activity) and HRD (a profession) . These people might include HRM & HRD, explaining that HRD includes the broader range of activities to develop personnel inside of the organizations including e.g. Career Development, Training, Organizational Development (OD), etc.

There is a long standing argument about where HR-related functions should be organized into large organizations e.g. “Should HR be in the OD department or the other way around ? “

The HRM function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits, compensation, employee records, and personnel policies. Usually small businesses ( for profit or non-profit) have to carry out these activities themselves because they can not afford part or full time help. However, they should always ensure that employes have … and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.
The HRM (Function) and HRD (Profession) have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department”, mostly manage the paperwork around hiring and paying people. More recently, organizations consider the “ HR Deptt.” As playing a major role in staffing, training, and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

In recent years there has been a sudden spurt in the no. of organizations deciding to appoint HRD managers. However, many people are not clear as to what is the difference between personnel & HRD functions.As a result we find instances of personnel managers being redesignated HRD Manages or Human Resource Managers. Basically , HR consist of the value of productive capacity of a firm’s human organization. HRD efforts aim at providing conditions in which the employees can improve their skill, knowledge, energy and talent,which in turn may lead to improved productivity. Basically, the main areas which have to be managed by HRD people are:

• Managing succession politics,
• Managing appraisal politics,
• Managing the reward system,
• Distribution of power across groups,
• Balancing power across groups,
• Influencing the key people.

It will be primary responsibility of the HRD people to develop the right kind of values and norms to be followed by an organization.

“ HRM is that part of management concerned with people at work and with their relationship within an enterprise . Its aim is to bring together and develop into effective organization the men and women who make up an enterprise and having regard for the well being of an individual and of working groups, to enable them to make their best contribution to its success.”

BASIC OVERVIEWS OF “HRM” (Human Resource Management)

(1) Getting the Best Employees.
a) Staffing – Workforce Planning.
b) Staffing – Specifying Jobs & Roles.
c) Staffing – Recruiting.
d) Staffing – Outsourcing (having services and functions performed by non-employees)
e) Staffing – Screening Applicants.
f) Staffing – Selecting (Hiring) New Employees.

(2) Employee’s due Benefits & Compensation.
(3) Training Employees .
a) Career Development.
b) Employee Orientation.
c) Leadership development.
d) Management Development.
e) Personal Development.
f) Supervisional Development.
g) Training & Development.

(4) Ensuring Compliance to Regulations .
a) Personnel Policies & Records.
b) Employee Laws, Topics & Issues.
c) Ethics – Practical Toolkit.
d) To comply all Statutory Requirements under Labour Laws.

(5) Ensuring Safe Work Environments.
a) Diversity Management.
b) Dealing with Drugs at the Work Place.
c) Employee Assistance Programs
d) Ergonomics : Safe facilities at the Work Place.
e) Dealing with HIV/AIDS at the Work Place.
f) Personal Wellness.
g) Preventing Violence at the Work Place.
h) Ensuring Safety at the Work Place.
i) Supporting Spirituality at the Work Place.

(6) Sustaining High-Performing Employees .
a) Employee Performance Management.
b) Group Performance Management.
c) Interpersonal Skills.
d) Personal Productivity.
e) Retaining Employees.

(7) General Resources
a) Additional information for Non-Profits.
b) Capterra’s listing of HR Software.
c) Implementation of ERP Package.

In India, some of the major factors which are responsible for the slow progress of HRM are: unfavourable attitude of employee unions towards the personnel man, predominance of litigation in labour disputes, lack of professional training facilities, insecurity of job & lack of job satisfaction.

Lastly, it is concluded that, HR Cell in any organization plays a vital role to maintain a due vibration between the employer & employees. Also HR personnel is/are the eye & ear of the organization .

Performance Evaluation Form/Questionnaire

2010-01-30T03:35:00.000-08:00

Here is form/questionnaire for performance evaluation of employees.

Download Full Questionnaire

Questions on HRM

2010-01-29T03:22:00.000-08:00

1. What psychological methodology does NLP stand for?
Ans- Neuro-Linguistic Programming

2. David McLelland's motivational theory identified three principal motivational needs which he said each of us possesses to varying degrees, and which characterise our motivational behaviour; what are these three motivational needs?
Ans- Achievement (n-ach), the need to achieve things; Authority/Power (n-pow), the need to have impact, influence and authority; and Affiliation (n-affil), the need for relationships, interaction and acceptance among other people (or words to similar effect as these definitions)

3. Which organisation produces the UK's ABC1C2 (etc) Social Grade Classifications Statistics?
Ans- NRS Ltd (National Readership Survey)

4. What does the selling acronym AIDA stand for?
Ans- Attention, Interest, Desire, Action

5. Who developed the 'Equity Theory' of job motivation in the 1960's?
Ans- J Stacey Adams

6. What does the financial abbreviation P&L stand for?
Ans- Profit and Loss (Profit and Loss Account)

7. Who developed the ten stages of corporate life cycle, starting with Courtship and Infancy and ending in Bureaucracy and Death?
Ans- Dr Ichak Adizes

8. The Ansoff matrix correlates what two aspects of business development from the 'new' and 'existing' perspectives?
Ans- Products and Markets

9. In selling and communications, what do 'open questions' generally achieve?
Ans- Open questions gather information, improve understanding, and build rapport by encouraging the other person to talk and explain things, including how they feel about things.

10. Albert Mehrabian researched and published a now widely referenced set of statistics for the effectiveness of spoken communications; what three types of communication did he identify and what percentages for each did he attach to each type in terms of the percentage of meaning (or understanding) that each communication type conveyed from person to person in his study?
Ans- Mehrabian's research stated that: 7% of meaning conveyed is in the words that are spoken; 38% of meaning conveyed is in the way that the words are said (paralinguistic); and 55% of meaning conveyed is in facial expression.

11. In business accounts and financial reporting, expenses which change according to scale of performance or usage or demand are known as what?
Ans- Variable Costs

12. What is the name of Ingham and Luft's model and theory which deals with hidden and open areas of knowledge about a person?
Ans- The Johari Window

13. The '360 degree' appraisal method collects feedback from whom, about whom?
Ans- '360 Degree' feedback appraisal collects the views from people who work with the appraisee, about the appraisee, including subordinates, peers, upline managers; effectively anyone who comes into contact with the appraisee and who is happy to provide constructive feedback about the appraisee's strengths and areas for improvement.

14. What are the four levels of learning evaluation defined in Donald Kirkpatrick's model?
Ans- 1. Enjoyment; 2. Transfer of learning; 3. Application of learning; 4. Effect of application (or words to the same effect as these four definitions)

15. What is the correct ascending order of these human needs according to Maslow's Hierarchy of Needs: Esteem, Safety, Belongingness and Love, Self-Actualisation, Biological and Physiological?
Ans- Biological and Physiological Needs (basic life needs - shelter, food, drink, sleep, etc); Safety Needs (security, protection, law, etc); Belongingness and Love Needs (family, affection, relationships, etc); Esteem Needs (achievement, status, responsibility, reputation, etc); Self-Actualisation (personal growth, self-fulfilment, etc)

16. What part of our brains typically handles process-type functions, according to brain theorists such as Katherine Benziger?
Ans- Left Basal (left rear)

17. What does the accounting acronym FIFO mean?
Ans- First In First Out (a convention for writing down the balance sheet value of assets of the same type - oldest are written-off first)

18. One of the most effective and efficient forms of marketing is abbreviated to the initials WOM; what is it?
Ans- Word Of Mouth

19. Bloom's Taxonomy of Learning Domains divides learning development into three main aspects: Cognitive, Affective and Psychomotor; what might these three aspects of personal development more commonly be called?
Ans- Knowledge, Attitude, Skills

20. Who wrote the Seven Habits of Highly Effective People?
Ans- Dr Stephen Covey

21. The 'Big Five' personality dimensions, by which modern day psychologists believe every person's personality and behaviour tendencies can be measured are commonly abbreviated to the OCEAN acronym; what does OCEAN stand for?
Ans- Openness to experience, Conscientiousness, Extraversion/introversion, Agreeableness, Neuroticism.

22. What are the four metaphorical terms used to describe products/services in Boston Matrix model according to market share and market maturity?
Ans- Dog, Cash Cow, Problem Child and Star (or Rising Star)

23. The financial ratio which divides a company's 'liquid assets' by 'current liabilities' is known by what popular term?
Ans- Acid Test (or 'Quick Ratio')

24. What three important things should be confirmed and understood before conducting a brainstorming ideas session?
Ans- The purpose or aim of the exercise; a time limit; the fact that all ideas are welcome and to be respected (ie., sometimes the craziest-sounding ideas are the best ones).

25. What does the SWOT stand for in SWOT analysis?
Ans- Strengths, Weaknesses, Opportunities, Threats

26. What are the 'Four Functional Types' within Carl Jung's theory?
Ans- Thinking, Feeling, Sensation, Intuition

27. With what was the Kyoto Summit concerned?
Ans- Global climate change (in other words, greenhouse gas emissions)

28. What are the four sequential stages of the 'conscious competence' learning model?
Ans- 1. Unconscious Incompetence, 2. Conscious Incompetence, 3. Conscious Competence, 4. Unconscious Competence

29. What is the '1st Law of Cybernetics' (aka the 'Law of Requisite Variety')?
Ans- "The unit within the system with the most behavioural responses available to it controls the system." (or words to that effect)

30.What are the four main 'Temperament' types called within David Keirsey's Temperaments personality theory?
Ans- Artisan, Idealist, Guardian, Rational/Rationalist

31. According to the Tannenbaum and Schmidt theory relating to delegation and team development, what must be reduced in order for the team's area of freedom (and growth) to increase?
Ans- The manager's use of authority

32. What does the financial term ROI stand for?
Ans- Return On Investment

33. Whose experiential learning theory comprises the learning styles named: Concrete Experience (feeling); Abstract Conceptualization (thinking); Active Experimentation (doing); and Reflective Observation (watching)?
Ans- David Kolb

34. Daniel Goleman was responsible for popularising and defining what management and behavioural concept in his eponymously titled (ie., the title is also the subject) 1995 book?
Ans- Emotional Intelligence

35. What is psychometrics?
Ans- The science of measuring (or testing) personality type (or mental abilities)

36. What is the management technique that is commonly abbreviated to MBWA? Ans- Management By Walking About (or Wandering Around) - the term is generally attributed to Tom Peters (In Search Of Excellence, 1982) although it was probably part of a new management ideology first pioneered by a few bright American companies as far back as the 1940's

37. Large size hand-writing generally indicates what characteristics in the personality of the writer?
Ans- Extraverted or out-going nature

38. Since October 2004, UK employers must follow a minimum process of three-stages for handling disputes with employees, including disciplinary and grievance matters; what are the basic minimum three stages required?
Ans- 1. Write a letter to the employee explaining the issue; 2. Have a meeting with the employee to discuss the issue; 3. Hold or offer an appeal meeting with the employee if required.

39. Douglas McGregor defined two main styles of management; what did he call them and how are each of the two styles typified?
Ans- X-Theory (or Theory-X) which is authoritarian, autocratic and repressive; and Y-Theory (or Theory-Y) which is participative, delegating, and developmental (or words to similar effect as these two descriptions)

40. Bruce Tuckman's theory about team development uses what four sequential rhyming words to describe the four stages of a group's progression?
Ans- Forming, Storming, Norming, Performing

41. What are Howard Gardner's seven (original) Multiple Intelligences?
Ans- Linguistic (words and language), Logical-Mathematical (logic and numbers), Musical (music, sound, rhythm), Bodily-Kinesthetic (body movement control), Spatial-Visual (images and space), Interpersonal (other people's feelings), Intrapersonal (self-awareness)

42. According to Herzberg's motivational theory, which of these are 'hygiene needs' (or 'maintenance factors') and which are true 'motivators': work conditions, salary, achievement, advancement, work itself, responsibility, company car, status, recognition, and personal growth?
Ans- Of the examples listed, hygiene needs are: work conditions, salary, company car, status. True motivators in the list are achievement, recognition, work itself, responsibility, advancement, and personal growth.

43. What does VAK stand for in the learning styles theory?
Ans- Visual, Auditory, Kinesthetic/Kinaesthetic (three different learning styles or methods - seeing, listening, doing)

44. What does the business acronym IPO stand for?
Ans- Initial Public Offering, meaning the initial sale of privately owned equity (stock or shares) in a company via the issue of shares to the public and other investing institutions

45. What does the PEST stand for in PEST analysis?
Ans- Political, Economical, Social, Technological

46. What do 'open questions' typically begin with?
Ans- Open questions typically begin with Who, What, How, When, Where, and Why, (or for particularly capable or intelligent respondents, 'Tell me about...')

47. What visionary management thinker wrote The Age Of Unreason and The Empty Raincoat?
Ans- Charles Handy

48. What are the names of the (nine) Belbin 'team roles'?
Ans- Coordinator (was called 'Chairman'), Shaper, Plant, Monitor-Evaluator, Implementer (was called 'Company Worker'), Resource Investigator, Team Worker, Completer-Finisher, Specialist

49. In marketing, what are the The Four P's?
Ans- Product, Price, Promotion, Place.

50. A lot of the traditional 20th century sales theory and training was influenced by the 1937 book 'How to Win Friends and Influence People'; who wrote it?
Ans- Dale Carnegie.

Questionnaire on Reward Program in Manufacturing/Service Industry

2010-01-28T03:12:00.000-08:00

Name of the Company:

Type of Business:
=> Manufacturing
=>Services

Location:
Designation:
Department:
Number of Employees:
Various other locations:
Number of years in business:

1. What kind of Reward policy is implemented in your organization?
a. Formal
b. Informal

2. Is the reward scheme for every financial year budgeted in your company?
=> Yes
=> No

3. If yes, what percentage of revenue is earmarked for the reward in the financial year?

4. Is the Reward system in your organization
a) Monetary
b) Non monetary
c) Both

5. What are the various Non monetary rewards practiced in your organization?

6. Is the reward system practiced in the organization properly communicated to all the employees in the organization?
=> Yes
=> No

If yes, How?

7. How often are the employees rewarded?
a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
e) Occasionally based on extra ordinary accomplishments.

8. What are the behaviours that you are trying to encourage in your employees?

9. Are all the employees eligible for the Reward as per your company policy?
Yes
No

10. If No, which level of employees are eligible?

11. The criteria considered for rewarding the employees:

12. In your organization employees are considered for Reward and Recognition mostly for
a) Innovative and Creative Ideas
b) Increased productivity/results/outcome
c) Customer Satisfaction
d) All of the above
e) Others

13. How is an employee selected for a reward? Is it through
a) Group vote
b) Decision from top officials
c) Decision from a single manager
d) None of the Above

14. How is the company benefited from the rewards and recognition?
a) Improved performance
b) Reduced absenteeism
c) Others

15. How old is the current Reward Policy?

16. How frequently do you bring changes in the Reward system practiced in the organization?
a) For every 2-3 years
b) For every one year
c) For every six months
d) None of the above

17. Are the employee suggestions considered while reviewing the Reward program?
=> Yes
=> No

18. How do you treat Non-Performers in your organizations?
a) Training to develop their skills
b) Any counseling been done
c) Any other measures

19. If there is no improvement in the Employee’s performance would you
a) Review job of the employee
b) Transfer of Department
c) Demotion
d) Pay/Salary Cut
e) Termination

20. What are the various short comings in your company’s Reward & Recognition Scheme?

21. What are the measures taken to overcome or correct the same?

TIE THE BUNDLE, MULTIPLY THE STRENGTH

2010-01-27T02:13:00.000-08:00

we are a part of so many teams in our lives, professional and personal
Team:
it is a collection of individuals who are bound / associated together
• Have to achieve a common goal
• Who are committed to task
• Who share and contribute in achievement
• Are interdependent
• Interact with each other
• Are building block of organization

Effective team:
Have core values, clear performance objective and the right mix of skill and creativity

Characteristics of effective team:
• The forces released by mutual aid process, aligned in a direction
• Members care for each other
• Members are open and truthful to each other
• Members have trust on each other
• Decision are made by consensus
• There is strong team commitment
• Member listen to ideas and feeling
• Feelings are expressed freely
• Share the responsibilities
• Everyone contribute in achieving goals
• Members have empathy for one another
• Members use “WE”: rather “I”
• Bonding formula be “11” rather “1+1” formula
• Successful deals with conflict

The strength of team is, each member ----
The strength of each member is, the team

Benefits of team work
• None of us is as smart as all of us
• A persons identity, self esteem and social competencies are shaped by the team to which he/she belongs to
• It develops supportive and cooperative approach in organization
• Reduces dysfunctional competition in organization
• Prevents misperception and misunderstanding
• Develops spirit for greater accomplishment
• Increase inter and intra group cooperation
• Increase productivity and synergy than an individual
• Generates new ideas, innovative and creative action
• Reduces possibilities of mistakes
• Shares the responsibilities and reduces the stress on an individual
• More effective decisions and solutions of problems
• The quality of life in terms of friendship, love, excitement, fulfillment and achievement is good.

Leaving Employee Questionnaire

2010-01-26T02:17:00.000-08:00

The questionnaire here shows basis reasons of why any employee will leave organisation. If there are any multiple reasons, rate them in scale of A to D as given below:

A: - Less Significant Factor
B: - Significant Factor
C: - One of Key Factors
D: - Key Factor

Higher Education (A) (B) (C) (D)
Career Advancement (A) (B) (C) (D)
Undefined Career Path (A) (B) (C) (D)
Better Salary in Next Organisation (A) (B) (C) (D)
Inadequate Compensation (A) (B) (C) (D)
Monotony (A) (B) (C) (D)
Work- Life Balance Issues (A) (B) (C) (D)
Skewed Timings (A) (B) (C) (D)
Uneven Distribution of Work (A) (B) (C) (D)
Peaks and Troughs in Work Loads (A) (B) (C) (D)
Flexible Timings Available in Next Organisation (A) (B) (C) (D)
Unique Work Pattern (A) (B) (C) (D)
Changing Management Strategies (A) (B) (C) (D)
Autocratic Management (A) (B) (C) (D)
Lack of Motivation (A) (B) (C) (D)
Inadequate Training (A) (B) (C) (D)
Stress from Superiors (A) (B) (C) (D)
Loss of Trust in Senior Leaders (A) (B) (C) (D)
Uneasy Relationship with Peers or Managers (A) (B) (C) (D)
Overload due to Manpower Shortage (A) (B) (C) (D)
Power & Politics (A) (B) (C) (D)
No Human Touch (A) (B) (C) (D)
Lack of Grievance Solving (A) (B) (C) (D)
Lack of Satisfaction from Work (A) (B) (C) (D)
Lack of Team Work (A) (B) (C) (D)
Lack of Communication (A) (B) (C) (D)
No Recognition and Devaluation (A) (B) (C) (D)
Location Preference (A) (B) (C) (D)
Personal Reasons (A) (B) (C) (D)
Other factors ( Specify) (A) (B) (C) (D)

Talent Management in Manufacturing Sector Questionnaire

2010-01-25T02:04:00.000-08:00

1. What were the reasons for you to leave your previous organization?
=> Inadequate Compensation
=> Dearth of Job Challenges and opportunity
=> Lack of Career Development
=> Lack of Rewards and Recognition
=> Lack of Work life balance
=> Lack of Training and Development opportunities
=> Lack of Job Autonomy and Decision making authority
=> Poor Supervisory Relationship

2. As you think to the future, which of the following best describes your careers plans at this time?
=> Seek employment in a sector other than manufacturing.
=> Seek employment in another organization in the manufacturing sector itself.
=> Seek employment in another organization irrespective of the industry sector.
=> No plans to leave employment in the foreseeable future
=> Other plans, please specify

3. How often do you review your career plans?
* Every quarter
* Half Yearly
* Annually

4. What at were the factors that influenced you most while considering your current employment?
=> Compensation
=> Benefits
=> A Challenging Role
=> Learning opportunities
=> Brand Image
=> Leadership Style
=> Easier to commute to workplace

5. What turnover rate do you think is acceptable in the manufacturing sector?
a) 5 – 10 %
b) 11 – 15 %

6. What would be the deciding factor when it comes to choosing your next employment? Please prioritize.
=> The Brand Image of the company
=> The Job profile (Job Challenges)
=> The prospects of Career Development
=> The Compensation and Benefits offered
=> Others( Please Specify)

7. What is the most challenging aspect in retaining employees in the manufacturing sector?
=> Convincing employees to pursue careers in manufacturing sector
=> Manufacturing has a negative image in the eyes of many younger workers
=> It is no longer seen as the only source of stable, high-rewarding career opportunity.

8. In managing employee turnover, which of these questions should employers be most concerned about? Please prioritize.
a) Who is leaving?
B) How many are leaving?
C) Why are they leaving?

9. Which of the following consequences of employee turnover are organizations most concerned about?
1. Loss of productivity
2. Degradation in service quality
3. Loss of expertise
4. Loss of business opportunities
5. Administrative problems
6. High financial costs through recruitment
7. Image of the organization
8. Disruption of social and communication networks

10. Which of these are the most profound effects of Employee turnover on individuals?
=> Loss of employee benefits
=> Stress associated with the transition and change
=> Financial Difficulties
=> Loss of social network
=> Relocation costs
=> Wasted efforts and uncompleted projects
=> Career problems

Download Full Questionnaire

Questionnaire on Social Security Measures of Workmen/Employees

2010-01-24T01:54:00.000-08:00

K2DJGMZA6GTF
PERSONAL DATA
1. NAME
2. AGE
3. MARITAL STATUS---married/unmarried /separated

4-WORK EXPERINCE--------- years

5. OCCUPATION--- skilled worker/semi skilled worker/un skilled worker

6-EDUCATIONAL QUALIFICATION----------------

7. MONTHLY INCOME-------Rs-------------/.

8- FAMILY SIZE- 1-3 member / 4-6 member / 7 and above

9-FAMILY TYPE- nuclear family / joined family

SOCIAL SECURITY MEASURES

1-Do you think the labor legislation objective effectively secure the workers?
To great extent
To some extent
To littlie extent
Not at all
Undecided

2-To what extend are you satisfied with your leave plans?
To great extent
To some extent
To littlie extent
Not at all
Undecided

3-whether the company provides productive material to avoid employment injury?
To great extent
To some extent
To littlie extent
Not at all
Undecided

Download Full Questionnaire

Retention Management

2010-01-23T02:52:00.000-08:00

WHY RETENTION?

Key employee retention is critical to the long term health and success of your business. Managers readily agree that retaining your best employees ensures customer satisfaction, product sales, satisfied co-workers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning employee retention matters. Organizational issues such as training time and investment; lost knowledge; mourning, insecure co-workers and a costly candidate search aside, failing to retain a key employee is costly. Various estimates suggest that losing a middle manager costs an organization up to 100 percent of his salary. The loss of a senior executive is even more costly.

Employee retention is one of the primary measures of the health of the organization. Losing critical staff members means other people in the departments are looking as well. Exit interviews with departing employees provide valuable information that can used to retain remaining staff.

WHY PEOPLE LEAVE THEIR JOB
With retention being such a high priority, why are people leaving organizations? Some literature suggests that people leave their jobs for a wide variety of reasons, including:
1. Unmet expectations
2. Inappropriate fit for the role
3. Lack of fit with company culture
4. Lack of sufficient opportunities for growth and advancement
5. Inadequate recognition and appreciation
6. Problems with a manager or supervisor
7. Dissatisfaction with compensation
8. Stress
9. Lack of work/life balance
10. Lack of confidence in the company and/or leadership

MANAGING EMPLOYEE RETENTION:
The task of managing employees can be understood as a three stage process:
1. Identify the cost of employee turnover
2. Understand why employees leave
3. Implement retention strategies

Identify the cost of employee turnover:
The organizations should start with identifying the employee turnover rates within a particular time period and benchmark it with the competitor organizations. This will help in assessing the whether the retention rates are healthy in the company. Secondly, the cost of employee turnover can be calculated. According to a survey, on an average, attrition costs companies 18 months’ salary for each manager or professional who leaves, and 6 months’ pay for each hourly employee who leaves. This amounts to major organizational and financial stress, considering that one out of every three employees plans to leave his or her job in the next two years.

Understanding Why Employees Leave:
Why employees leave often puzzles top management. Exit interviews are an ideal way of recording and analyzing the factors that have led employees to leave the organization. They allow an organization to understand the reasons for leaving and underlying issues. However employees never provide appropriate response to the asked questions. So an impartial person should be appointed with whom the employees feel comfortable in expressing their opinions.

Implement retention strategies:
Once the causes of attrition are found, a strategy is to be implemented so as to reduce employee turnover. The most effective strategy is to adopt a holistic approach to dealing with attrition. An effective retention strategy will seek to ensure:
• Attraction and recruitment strategies enable selection of the ‘right’ candidate for each role/organization
• New employees’ initial experiences of the organization are positive
• Appropriate development opportunities are available to employees, and that they are kept aware of their likely career path with the organization
• The organization’s reward strategy reflects the employee drivers.

ROLE OF MANAGER IN EMPLOYEE RETENTION
When asked about why employees leave, low salary comes out to be a common excuse. However, research has shown that people join companies, but leave because of what their managers’ do or don’t do. It is seen that managers who respect and value employees’ competency, pay attention to their aspirations, assure challenging work, value the quality of work life and provided chances for learning have loyal and engaged employees. Therefore, managers and team leaders play an active and vital role in employee retention.

Managers and team leaders can reduce the attrition levels considerably by creating a motivating team culture and improving the relationships with team members. This can be done in a following way:

1. Creating a Motivating Environment:
Team leaders who create motivating environments are likely to keep their team members together for a longer period of time. Motivation does not necessarily have to come through fun events such as parties, celebrations, team outings etc. They can also come through serious events e.g. arranging a talk by the VP of Quality on career opportunities in the field of quality. Employees who look forward to these events and are likely to remain more engaged.

2. Standing up for the Team:
Team leaders are closest to their team members. While they need to ensure smooth functioning of their teams by implementing management decisions, they also need to educate their managers about the realities on the ground. When agents see the team leader standing up for them, they will have one more reason to stay in the team.

3. Providing coaching:
Everyone wants to be successful in his or her current job. However, not everyone knows how. Therefore, one of the key responsibilities will be providing coaching that is intended to improve the performance of employees. Managers often tend to escape this role by just coaching their employees. However, coaching is followed by monitoring performance and providing feedback on the same.

4. Delegation:
Many team leaders and managers feel that they are the only people who can do a particular task or job. Therefore, they do not delegate their jobs as much as they should. Delegation is a great way to develop competencies.

5. Extra Responsibility:
Giving extra responsibility to employees is another way to get them engaged with the company. However, just giving the extra responsibility does not help. The manager must spend good time teaching the employees of how to manage responsibilities given to them so that they don’t feel over burdened.

6. Focus on future career:
Employees are always concerned about their future career. A manager should focus on showing employees his career ladder. If an employee sees that his current job offers a path towards their future career aspirations, then they are likely to stay longer in the company. Therefore, managers should play the role of career counselors as well.

RETENTION STRATEGIES:
1. Selection:
Retention starts up front, in the selection and hiring of the right employees. This requires not only an assessment of basic job skills, but also an examination of the "softer" issues of motivation, values, and being able to fit into the organization—factors that have a powerful impact on an employee's success and tenure with a company.

2. Leadership:
To a great extent, an employee's experience at a company is shaped by his or her boss. Employees rely on supervisors for everything from communication to promotions and rewards. Not surprisingly, a number of studies show that ineffective supervisors—that is, "bad bosses"—are the largest single factor driving employee turnover. Companies need to select the right people for supervisory positions, and then offer them development opportunities to make sure they continue to enhance their leadership and communication skills.

3. Professional growth:
Today's employees know that a successful career depends on constant learning and on picking up skills and experience that will make them more employable in the open market. That means that access to ongoing training and development is important to them, and a strong incentive to stay with a company. This is a fundamental paradox of employee retention: By preparing people to leave, a company can actually encourage them to stay.

4. Meaningful work and ownership:
People need to know they are making a difference and being effective in their jobs. Expectations and responsibilities need to be clearly defined, so that employees can understand their roles, and see how their jobs are linked to the organization's overall success. Employees must also be involved in determining how work is done, so that they have a sense of ownership and an opportunity to contribute to improvements in the company's performance.

5. Recognition and rewards:
In addition to salary and similar compensation, people appreciate and respond to alternative forms of acknowledgement, such as dinners, awards, comp time, and so forth. To be effective, such recognition should be clearly tied to achievement, and encourage the desired behaviour in individuals or teams.

6. Culture and environment:
It may seem obvious that employees will tend to stay with an organization that makes them feel comfortable—where stress is minimized and they feel valued and respected. However, too many companies still operate with a culture based on control and fear, rather than one that provides well-defined direction and values, and emphasizes care for customers and employees alike.

Questionnaire on 360 Degree Performance Appraisal

2010-01-22T07:32:00.000-08:00

Q-1. Is in your opinion 360 performance appraisal is good ?
(A) Yes
(B) No

Q-2. What does 360 degree performance appraisal actually measure ?
(A) Leadership Quality
(B) Training Needs
(C) Performance

Q-3. What can 360 degree feedback be used for ?
(A) Self Development.
(B) Team Building.
(C) Organization Development.
(D) Motivation.

Q-4. What types of information are produced through this method ?
1. Hidden Strength.
2. Weakness.
3. Weakness.

Q-5. Do you believe that this method help to find training need ?
1. Yes
2. No

Q-6. Do you achieved organization or departmental goal through this method ?
1. Yes
2. No

Q-7. Do you satisfy with present appraisal system ?
1. Yes
2. No

Q-8. Do you find your competencies through this method ?
1. Yes
2. No

Q-9. Do you know about your weakness or strength through this method ?
1. Yes
2. No

Q-10. Do you get motivation by this method ?
1. Yes
2. No

Q-11. Please give rank the following needs which derived from system ?
1. Training needs
2. Motivation
3. Counseling
4. Stress Management
5. Developments
6. Coaching
7. Leadership quality

Q-12. Which content is important for this method ?

1. Data
2. Contents of Form
3. Evolution of Form
4. Appraised Method

Q-13. Do you get the knowledge about your performance and behavior through this method?
1. Yes
2. No

Q-14. Do you find the leadership quality among your subordinates through this method?
1. Yes
2. No

Q-15. Are you feel that this appraisal method used for playing politics?
1. Yes
2. No

Q-16. In your 360 degree performance appraisal method, which most required from the following terms ?
1. Roles
2. Leadership
3. Performance
4. Training
5. Qualities
6. Inter Personnel Relations

Q-17. What according to you the present approval method is lacking or less beneficial ?

Respondent’s Profile
Name of Respondents :
Designation :

Psychological impact on employess due to different culture, habits etc. Questionnaire

2010-01-22T07:26:00.000-08:00

psychological impact of Indian expatriates due to different culture, habits, new work environment, their adjustment and subsequent repatriation

PERSONAL DATA:
NAME:
AGE:
SEX:
MARITAL STATUS:
DESIGNATION:
NAME OF THE COMPANY:

1. Name of the country to which you were sent for the assignment?

2. Duration of the assignment

3. Were you given pre-departure training by your company before leaving?
a. Yes
b. No

4. If yes, specify the type of training you got from your company before the departure?
a. Language
b. Technical training
c. Psychological preparation
d. All the above
e. None

5. What was the duration of the training course?

6. To what extent you got benefitted out of the pre-departure training?
a. Excellent
b. Good
c. Fair

7. What aspects\ areas of the training helped you in a better way?

8. How well the training helped you in the psychological preparation and adjustment in the new country?
a. To a great extent
b. Only in some specific areas
c. Moderately

9. Was the new culture suitable for you?
a. Yes
b.No

10. Was the culture of the host country similar to that of your country?
a. Yes, in many ways
b.In some aspects
c.Not at all

11. If yes, specify some of the aspects that were similar in both the country’s culture?

12. Did you face any imbalance\difficulty in accepting the new culture?
a. Yes
b.No

13. If yes, how long it took for you to adjust to the new culture?

14. Are you well aware of the country’s customs and practices?
a. Yes
b. No

15. Have you participated in the festivals and functions of the host country?
a. Yes
b.No

16. How was your adjustment or adaptation in a multi\cross cultured work environment?
a. Excellent
b.Good
c. Fair
d. Moderate

17. How was your relationship with the colleagues\peer groups in the foreign country?
a. Excellent
b.Good
c. Fair
d. Moderate

18. Did you find any colleagues of your home country?
a. Yes
b.No

19. Was the work environment or work culture different from that of your company in the home (your) country?
a. Yes
b.No

20. Did you find any difficulty or challenges with respect to the nature of the job in that country?
a. Yes
b. No

21. Did you face any stressful situation due to the different cultured environment?
a. Yes
b. No

22. If yes, what was the stressful situation that you faced?

23. What measures did you follow to come out of the stress?
a. Spent time in entertainment
b. Prayer\meditation
c. Communicated with your family members
d.reading books
e. None of the above

24. How well your peer groups\colleagues helped you in coming out of the stress?
a. Excellent
b.Good
c. Fair
d.Moderate

25. Did you find difficulty in convincing your family members for the overseas assignment?
a. Yes
b. No

26. Did any of your family members accompany you?
a. Yes
b. No

27. If yes, how was their adjustment in the new country?
a. Very Good
b. Good
c. Fair
d. Poor

28. In what ways your family members helped you in the psychological preparation for the overseas assignment?

29. Did you find any difficulty in adapting to the food habits of the country?
a. Yes
b. No

30. Did you find any difficulty in adjusting to the climatic conditions of the country?
a. Yes
b. No

31. Was there any difference between home country and host country in terms of the dress code in work place?
a. Yes
b. No

32. How was the communication between yourself and the new colleagues (superiors) of a different culture?
a. to a fairly great extent
b. Very good
c. Good
d. Moderate

33. Did you find language as a barrier in the communication process with your colleagues?
a. Yes
b. No

34. Did u find it difficult while communicating with other people of the host country?
a. Yes
b. No

35. Did you receive any type of rewards as a motivation factor?
a. Yes
b. No

36. After returning back to your country did you observe any changes with respect to your organization or the nature of your job?
a. Yes
b. No

37. The work culture of the same organization in two various countries are quite similar and have only few differences which are not remarkable.
a. I strongly agree
b. Partially agree
c. Agree
d. Disagree

38. Do you like to go to the same country if you get a second chance?
a. Yes
b. No

39. Give some suggestions by which expatriates can adapt themselves to the new work environment and culture?

Psychometric Questionnaire for HR Managers

2010-01-22T07:13:00.000-08:00

Psychometric Questionnaire for HR Managers

Name (optional) :
Designation :
Company :

1) Are you aware of the use of psychometric tools / tests for various HR functions, by HR personnel all over the world?
• Aware
• Not aware

2) Is your Organization using any psychometric test for any HR function?
• Yes
• No

3) If no, do you plan to use any psychometric tool / test in future?
• Yes
• No
• Cant say

Why are you not using any psychometric tool now?

4) If yes, which tool/s is/are being used by your organization?

5) For which HR function is your organization using these psychometric tests?
• Recruitment and selection,
• Training and development
• Counseling,
• Feedbacks,
• Appraisals,
• Behavior analysis,
• Competency mapping
• For building career paths of employees
• Talent Development

6) Is your organization satisfied with the result generated by using these tools/tests?
• Yes
• No
• Can’t say

7) Do you plan to use any other psychometric tool/test in near future?
• Yes
• No
• Can’t say

If yes, what are the tools?

8) At what level do you usually use these psychometric tests (managerial, supervisory etc.)
• Lower
• Top and middle
• All

9) How do you ensure reliability and validity in your tests?

10) Is your organization aware of the various ethical issues involved in the use of psychometric testing?
• Yes
• No

11) Do you have qualified professionals for administering and generating results from these tools or you have outsourced the process?
• In-house
• Outsource

12) Any suggestions

Questionnaire on Work Life Balance

2010-01-22T07:05:00.000-08:00

Questionnaire on Work Life Balance
1) Age:-
2) Gender: - Male/ Female
3) Designation:-
4) Nature of Org: - IT/ITES

5) How many days in a week do you normally work?
a) Less than 5 days
b) 5 days
c) 6 days
d) 7 days

6) How many hours in a day do you normally work?
a) 7-8 hours
b) 8-9 hours
c) 9-10 hours
d) 10-12 hours
e) More than 12 hours

7) How many hours a day do you spend traveling to work?
a) Less than half an hour
b) Nearly one hour
c) Nearly two hours
d) More than two hours

8) Do you work in shifts?
a) General shift/day shift
b) Night shift
c)Alternative

9) I) Are you married?
a) Yes
b)No

II) If yes, is your partner employed?
a) Yes
b) No

10) I) Do you have children?
a) Yes, no. of children____________.
b)No

II) Being an employed man/woman who is helping you to take care of your children?
a) Spouse
b) In-laws
c) Parents
d) Servants
e) Crèche/day care centers

III) How many hours in a day do you spend with your child/children?
a) Less than 2 hours
b) 2-3 hours
c) 3-4 hours
d) 4-5 hours
e) More than 5 hours

IV) Do you regularly meet your child/children teachers to know how your child is progressing?
a) Once in a week
b) Once in two weeks
c) Once in month
d) Once in 6 months
e) Once in a year.

11) I) Do you take care of?
a) Older people
b) Dependent adults
c) Adults with disabilities
d) Children with disabilities
e) none

II) If yes, how many hours do you spend with them?
a) Less than 2 hours
b) 2-3 hours
c) 3-4 hours
d) 4-5 hours
e) More than 5 hours

12) Do you generally feel you are able to balance your work life?
a) Yes
b) No

13) How often do you think or worry about work (when you are not actually at work or traveling to work)?
a) Never think about work
b) Rarely
c) Sometimes
d) Often
e) Always

14) How do you feel about the amount of time you spend at work?
a) Very unhappy
b) Unhappy
c) Indifferent
d) Happy
e) Very happy

15) Do you ever miss out any quality time with your family or your friends because of pressure of work?
a) Never
b) Rarely
c) Sometimes
d) Often
e) Always

16) Do you ever feel tired or depressed because of work?
a) Never
b) Rarely
c) Sometimes
d) Often
e) Always

17) How do you manage stress arising from your work?
a) Yoga
b) Meditation
c) Entertainment
d) Dance
e) Music
f) Others, specify_________.

18) I) Does your company have a separate policy for work-life balance?
a) Yes
b) No
c) Not aware

II) If, yes what are the provisions under the policy?
a) Flexible starting time
b) Flexible ending time
c) Flexible hours in general
d) Holidays/ paid time-off
e) Job sharing
f) Career break/sabbaticals
g) Others, specify________.

19) Do you personally feel any of the following will help you to balance your work life?
a) Flexible starting hours
b) Flexible finishing time
c) Flexible hours, in general
d) holidays/paid time offs
e) Job sharing
f) Career break/sabbaticals
g) time-off for family engagements/events
h) Others, specify_________

20) Do any of the following hinder you in balancing your work and family commitments?
a) Long working hours
b) Compulsory overtime
c) Shift work
d) meetings/training after office hours
e) Others, specify_________________

21) Do any of the following help you balance your work and family commitments?
a) Working from home
b) Technology like cell phones/laptops
c) Being able to bring Children to work on occasions
d) Support from colleagues at work
e) Support from family members
f) Others, specify___________.

22) Do any of the following hinder you in balancing your work and family commitments?
a) Technology such as laptops/cell phones
b) Frequently traveling away from home
c) Negative attitude of peers and colleagues at work place
d) Negative attitude of supervisors
e) Negative attitude of family members
c) Others, specify___________

23) Does your organization provide you with following additional work provisions?
a) Telephone for personal use
b) Counseling services for employees
c) Health programs
d) Parenting or family support programs
e) Exercise facilities
f) Relocation facilities and choices
g) Transportation
h) Others, specify______________.

24) Does your organization encourage the involvement of your family members in work- achievement reward functions?
a) Yes, specify the name of such program__________
b) No

25) Does your organization have social functions at times suitable for families?
a) Yes, specify the name of such programs____________
b) No.

26) Does your organization provide you with yearly Master health check up?
a) Yes
b) No

27) Do you suffer from any stress-related disease?
a) hypertension
b) obesity
c) diabetes
d) frequent headaches
e) none
f) Others, specify______.

28) I) Do you take special initiatives to manage your diet?
a) Yes
b) No

II) What is your preference for food?

a) Carrying home made food
b) Dieting on vegetables and fruits
c) Choosing less calorific food
d) Choosing organic food
e) Food from the organizations cafeteria
f) Spicy/Junk food
g) Others, specify__________.

III) How often will you have refreshment drinks/snacks in a day?]
a) None
b) Once
c) Twice
d) Thrice
e) More than three times

29) I) Do you spend time for working out?
a) Yes
b) No

II) If yes, how many hours?
a) less than half an hour
b)half an hour
c) half an hour to one hour
d) more than 1 hour

III) Where do you usually prefer to do your workouts?
a) In your organizations health centers
b) Residence
c) Nearby Gym
d)Walking
e) Others, specify_____________.

30) Do you feel work life balance policy in the organization should be customized to individual needs?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree

31) Do you think that if employees have good work-life balance the organization will be more effective and successful?
a) Yes
b) No
If so how?
______________________________________________________________________________
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Thank You for your time.

Name:

Mobile No:

Name of your Organization:

Items for JOINING KIT for employees

2010-01-22T05:44:00.000-08:00

Items for JOINING KIT

1) The company's vision & mission statement
2) List of special welfare policies
3) Employee events planned for the quarter
4) Visiting cards - if applicable
5) Office layout to cafeteria & restrooms and other important areas.
6) The Policy manual.
7) Their Job profile
8) Their Annual Action Plan -to be submitted back after a month –LPG
9) Personal Information form
10) HR manual containing some general policies regarding leave, reimbursement rules.
11) A Directory or Sheet containing imp. telephone nos. & ext. nos.
12) Declaration as well as nomination forms for PF & ESI.
13) Blank Visiting Cards for the time being till personal cards are received.
14) Organizational Structure
15) HR Policies
16) Salary (PF, ESIC, Mediclaim Details) & reimbursement details,
17) Company’s Do's and Dont's.
18) Wishing to have a pleasurable tenure with the Company.
19) Pen Stand with calculators, scale, staplers and other useful documents..(Not manditory)

Effective employee retention strategies, key to reduce attrition in BPO firms

2010-01-22T05:41:00.000-08:00

Intelligent employers always realise the importance of retaining the best talent. Retaining talent has never been so important in the Indian scenario; however, things have changed in recent years. In prominent Indian metros at least, there is no dearth of opportunities for the best in the business, or even for the second or the third best. Retention of key employees and treating attrition troubles has never been so important to companies.

In an intensely competitive environment, where HR managers are poaching from each other, organisations can either hold on to their employees tight or lose them to competition. For gone are the days, when employees would stick to an employer for years for want of a better choice. Now, opportunities abound.

It is a fact that, retention of key employees is critical to the long-term health and success of any organisation. The performance of employees is often linked directly to quality work, customer satisfaction, increased product sales and even to the image of a company. Whereas the same is often indirectly linked to, satisfied colleagues and reporting staff, effective succession planning and deeply embedded organisational knowledge and learning.

Employee retention matters, as, organisational issues such as training time and investment, costly candidate search etc., are involved. Hence, failing to retain a key employee is a costly proposition for any organisation. Various estimates suggest that losing a middle manager in most organisations, translates to a loss of up to five times his salary. This might be worse for BPO companies where fresh talent is intensively trained and inducted and then further groomed to the successive stages. In this scenario, the loss of a middle manager can often prove dear.

Why people leave
In an industry like BPO, the work can often be monotonous and opportunities for career growth minimal. So when opportunities beckon, the high rate of attrition is not surprising. However, there are some common reasons that especially cause people to leave. Surveys have listed night shifts, money, inability to handle various types of stress, monotonous work; company policies, lack of career growth, problems with those in senior positions etc., as some of the most common reasons listed by BPO employees, as reasons for quitting jobs.

Finding the cause
Have a survey among employees to find the reasons for attrition. If possible, have exit interviews to know the reasons for resignations. If a key employee resigns, it should be taken up on a priority basis and the senior management should meet the employee to discuss his reasons for leaving and evaluate whether his issues bear merit and whether they can be resolved. Steps can be taken to avoid similar reasons from occurring in the case of others, in similar positions.

What can be done?
Though, it is impossible to scrap problems totally, there are certain ways by which BPO managements can tackle attrition. Since the BPO environment is unique, these companies need to develop innovative ways to tackle them. Human Resources department of a BPO must address these issues, and along with the management need to evolve strategies to retain employees at all levels.

At the time of Recruitment
• Select the right people through competency screening.
• Use psychometric tests to get people who can work at night and handle the monotony.
• Offer an attractive, competitive, benefits package.
• Make clear of performance enhanced incentives and other benefits. Keep these promises, later.
• BPOs can set up offices in smaller towns, or recruit from there, where opportunities are few.

At the office
• An employees work must be communicated to him clearly and thoroughly. The details of the job, its importance, the way it should be done, maximum time that can be allotted to complete it etc., must be made clear. If there are changes to any of these, let the employee know at the earliest.

• Give the employees necessary tools, time and training. The employee must have the tools, time and training necessary to do their job well - or they will move to an employer who provides them.

• Have a person to talk to each employee at regular intervals. Listen and solve employee complaints and problems, as much as possible. Fairness and impartial treatment by seniors is important. Help employees manage stress, both at work and if possible, off work too. Give them special concessions, when in need. Treat the employees well & provide dignity of job.

• The quality of the supervision an employee receives is critical to employee retention. Frequent employee complaints arise on this issue.

• Provide the employees a stress free work environment. People want to enjoy their work. Make work and work place cheerful and fun-filled as possible.

• Make sure that employees know that their work is important for the organisation. Feeling valued by their employer is key to high employee motivation and morale. Recognize their strengths and help them to improve those they lack.

• Employees must feel rewarded, recognised and appreciated. Giving periodical raise in salary or position helps to retain staff.

• Offer excellent career growth prospects. Encourage & groom employees to take up higher positions/openings. If they dont get opportunity for growth within the organisation, they will look elsewhere for it.

• Work-life balance initiatives are important. Innovative and practical employee policies pertaining to flexible working hours and schemes, granting compassionate and urgency leave, providing healthcare for self, family and dependants, etc. are important for most people. Work-life balance policies would have a positive impact on retaining skilled employees, as well as on attracting high-calibre recruits.

• Implement competency models, which are well integrated, with HR processes like selection & recruitments, training, performance appraisal and potential appraisal.

Night shifts
1. Have doctors to advise them about health problems and the ways and means to deal with them. Provide dietary advice: - Dos and donts. Help them to maintain their health.

2. Organise programmes where people from other professions, who have night shifts talk to BPO employees about their experiences. Other organisations like Army, Railways, Hospitals and various government services etc., also have night shifts.

3. Organise training, counselling and development programmes for employees. Tell them that their work is important. Encourage the best performers to share their experiences with others and guide others. The emphasis is to create the desire to learn, enjoy and be passionate about the work they do.

4. If needed, provide special lights in the office/workplace to ensure that their bodies get sufficient vitamin D.

5. One distinct disadvantage of night shifts is the sense of disorientation with friends and family members. Concentrate on this problem and develop innovative solutions and ways to deal with it. Additional holidays for work on national holidays and festivals, holidays for family functions etc., can go a long way.

Conclusion
As they say, happiness can be contagious. So make sure the work place is a happy one, which every employee would love to spend time. Human resources department along with senior management must take steps to make sure of this.

Effective human resource management must be practiced at both strategic and day-to-day levels. HR management practices must reflect company policy as to how it will manage and relate to its employees. The HR strategy should evolve from a transactional support role to partnering in the organisations business strategy. HR must take steps to be aware of employee problems and try to solve them, creatively.

Questionnaire on Employee Engagement Survey

2010-01-22T05:35:00.000-08:00

Here is a questionnaire on Employee Engagement Survey.

Download Full Questionnaire

Questionnaire on Recruitment Process Outsourcing

2010-01-22T05:20:00.000-08:00

QUESTIONNAIRE

Name –
Company’s name –
Designation –
Date-

Note – Please tick the appropriate option.

1. What source you adopt to source candidates?
a. Employee referral
b. Campus recruitment
c. Advertising
d. Recruitment agencies
e. Job portals
f. Other, pls specify –

2. How many stages are involved in selecting the candidate?
a. 1
b. 2
c. 3
d. 4
e. More

3. Do you use any of the following tests during the process of recruitment?
a. Written
b. Aptitude
c. Group Discussion
d. Personal Interview
e. Psychometric test
f. Other, pls specify –

4. How do you track the source of candidate?
a. Manual
b. Software
c.Online
d.Windows. Xls

5. Apart from the HR Manager, who all from the other departments are required to get involved in interviewing process?
a. Sales
b. Administration
c. HR Executives
d. Other, pls specify –

6. What is the average time spent by sales dept. during recruitment (each candidate)?
a. 10mins.
b. 10 to 20mins.
c. 20 to 30mins.
d. More

7. What is the average time spent by HR dept. during recruitment (each candidate)?
a. 10mins.
b. 10 to 20mins.
c. 20 to 30mins.
d. More

8. What is the average time spent by Admin dept. during recruitment (each candidate)?
a. 10mins.
b. 10 to 20mins.
c. 20 to 30mins.
d. More

9. Do you follow different recruitment process for different grades of employees?
a. No
b. Yes

10. What is the back out percentage of candidates after being offered?
a.1-5
b.5-10
c.10-15
d. 15-20

11. What percentage of candidates leave within the period of less than1- 3 month?
a.1-5
b.5-10
c.10-15
d. 15-20

12. What percentage of candidates leave within the period of less than3- 6 month?
a.1-5
b.5-10
c.10-15
d. 15-20

13. What percentage of candidates leave within the period of less than 6-12 month?
a.1-5
b.5-10
c.10-15
d. 15-20

14. Does the company reimburse the traveling cost incurred by the candidate for appearing in the interview?
a. Yes
b. No
c. Depends, how –

15. What is the average cost of traveling that the company incurs on interviewers, if the interview is in other city?

16. Do you take any technological support for the process of recruiting?
a. Telephone
b. Video conferencing
c. Online support
d. Other, pls specify –

17. Are you aware of the concept of “Video Resume”?
a. No
b. Yes, then do you use it – Yes/No

18. If the recruitment type is “Employee Referral” then what special privilege has to be paid to the one who has referred?

19. In how much time does the whole process generates results?
(Time taken in the whole process i.e. from tests, personal interviews to final list of selected candidates)

20. Do you do the “Employment Eligibility Verification”? Yes/No
If yes, then, what method you take up to perform it?
a. Internally
b. Through agencies

21. What kind of verifications you do?
a. Educational qualifications
b. Legal background check
c. Professional background check d. Reference check
e. Family background check

22. How much do you spend in reference check of 1 candidate?

23. What is the average amount spent on each recruitment of an entry-level candidate from recruitment to T&A?

24. How much do you spend on T&D and Induction per employee?

Generic -
25. How many recruitments you did in the last fiscal year?

26. Out of 100% recruitment that you did in the last fiscal year, please determine which source generated what % of candidates?
Through –
a. Advertising - ………%
b. Employee reference - ……….%
c. Recruitment agency - ……….%
d. Job portals - ………%
e. Others - ……….%

27. What is the total number of personnel in your HR department?

28. Do you have a legal advisor for HR department? Yes/No
If yes, then is it ..
a. Internal
b. External

29. Do you have any system to calculate cost per recruitment?
a. No
b. Yes, pls specify –

30. How much % do you pay to the consultant?

31. Which is the biggest challenge that you face in the whole process of recruitment?

32. What source has provided you with highest performers?
(Both quantity wise and quality wise)

33. What is the retention rate for those employees hired from employee referrals Vs agencies?

34. Have you outsourced any of the recruitment activities? – Yes/No
If yes, then pls specify which one?

35. Are you aware of the concept of RPO – Recruitment Process Outsourcing?
a. No
b. Yes, through what source –

36. Have you ever thought of any way to reduce the time to hire and not have impacted the quality of the hire?
a. Yes
b. No

37. Can you please provide us with the hierarchical manpower structure that you follow for recruitment process?

Advantages of Competency Mapping

2010-01-20T10:33:00.000-08:00

For the company
The advantages of competency mapping for the companies or organizations are as follows:
• Establishes expectations for performance excellence
• Improved job satisfaction and better employee retention
• Increase in the effectiveness of training and professional development programs because of their link to success criteria.
• Provides a common understanding of scope and requirements of a specific role
• Provides a common, organization wide standard for career levels that enable employees to move across business boundaries.
• Help companies “raise the bar” of performance expectations
• Help teams and individuals align their behaviors with key organizational strategies

For Managers
The competency mapping provides following advantages to the managers:
• Identify performance criteria to improve the accuracy and ease of the selection process
• Easier communication of performance expectations
• Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues

For employees
The employees in an organization get the following advantages by competency mapping:
• Identify the behavioral standards of performance excellence
•Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills
• Enhances clarity on career related issues
• Helps each understand how to achieve expectations

Performance Management System

2010-01-20T10:30:00.000-08:00

Performance has two dimensions:
• Achieving business results
• Developing individual competencies

These days performance appraisal is seen by managers and employees as a bureaucratic “paperwork” exercises that they do not take seriously because it has little impact on employee development.

Competency based performance management would:
• Focus on “HOW” of performance and not on “WHAT” of performance i.e. not on results but how the results are achieved
• Link to development of the individual and not just rewards

Competency based PMS shift the emphasis of appraisal from organization results to employee behaviors and competencies demonstrated and hence help identify development gaps.

Career and succession planning

2010-01-20T10:29:00.000-08:00

It involves assessing employees’ readiness or potential to take on new challenges. Determining a person job fit can be based on matching the competency profile of an individual to the set of competencies required for excellence within a profession. Individuals would know the
competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position or not by recognizing and rewarding effort. Competency pay is the best way to do so.

Various elements are considered for arriving at compensation increase. Enhancement in competencies has to be one of them. There is a need for competency based compensation system
• To reward for results and competencies developed
• To motivate employees to maintain and enhance their skills and competencies regularly
By rewarding employees who develop relevant competencies the organization can benefit by improving its own capability to face the future