Assignment on Role of Human Resource in an Organization

8/9/2019 Assignment on Role of Human Resource in an Organization

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Softpro Systems Inc

A PROJECT REPORT

ONAssignment on Role of Human Resource in an

Organization

Organization: Softpro Systems Inc

A proect su!mitte" to Osmania #ni$ersity in partial fulfillment of

t%e re&uirement for a'ar" of t%e "egree of

MASTER OF BUSINESS ADMINISTRATION

(y

G.HARITHA RAJ

(ROLL NO.098-06- 144)

ST.PAULS P.G COLLEGE,OSMANIA UNIVERSITY, HYDERABAD

(2006-2008)

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Softpro Systems Inc

DECLARATION

I %ere!y "eclare t%at t%is Proect Report title"

****************************************** su!mitte" !y me to

t%e +epartment of (usiness ,anagement- O.#.- Hy"era!a"- is a !onafi"e

'or/ un"erta/en !y me an" it is not su!mitte" to any ot%er #ni$ersity or

Institution for t%e a'ar" of any "egree "iploma 0 certificate or pu!lis%e"

any time !efore.

Name an" A""ress of t%e Stu"ent Signature of t%e Stu"ent

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Softpro Systems Inc

INDEX

Page No: 2Organizat ion Prof i le 3Sof tpro Systems

Inc4

Page No: 567

Organizat ion St ructure

Page No: 86)9

Jo! tas/s for $ar ious people in$ar ious "epar tments

Page No: 1618Jo! tas/ for Human Resource

,anager

Page No: 1;6<2

Train ing an" +e$elopmentProgrammes in t%e Organizat ion

Page No: <562Performance appraisa l sys tem an" t%e

appraisa l sys tem fo l lo'e" in Sof tproSystems Inc

Page No: 2)627

Performance appraisa l =orm

Page No: 2865

,oti$at ional T%eories an" t%e

,oti$at ion t%eory fo l lo'e" in Sof tpro

Page No: 5)657

+eterminat ion of 'ages - sa lar ies an"compensat ion in Sof tpro

Page No: 58

(i!l iograp%y

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Softpro Systems Inc

. ORGANI!ATION STRUCTURE

SOFTPRO S"STEMS INC

C#$%& E'%*$+% O&&$% (CEO)

T%e CEO of t%e organization reports to t%e !oar" of "irectors of t%e Company. He is t%e o$erall in6

c%arge of t%e organization. All functional %ea"s report to %im "irectly.

M/%%* R%%2%**$+% (MR)

,R %as t%e o$erall responsi!ility for t%e entire spectrum of acti$ities in t%e Buality Assurance area

as per t%e ISO 9) re&uirements.

C2*3% R%*$32 E'%*$+% (CRE)

T%e responsi!ility of CRE is to communicate 'it% t%e client time to time "uring t%e e?ecution of t%e proect.

5$* $ C#/% (5I)

T%e BI is responsi!le for t%e implementation of t%e B,S an" e?ten"s all t%e support re&uire" for t%e

proects to a"%ere to t%e BA acti$ities. He reports to t%e CEO.

A7$* $ C#/% (AI)

He manages t%e Au"it =unction. He is supporte" !y t%e Au"it Coor"inator an" a pool of traine"

Au"itors. He reports "irectly to t%e CEO. His main responsi!ilities inclu"e planning- sc%e"uling-con"ucting t%e Internal Au"its.

P3%* M/% (PM)

He is nominate" !y t%e CEO an" is t%e o$erall in c%arge for t%e proects. He manages t%e proect

teams- proect e?ecution an" customer interactions an" is supporte" !y t%e Proect ea"er 3P4-

Team ,em!er 3s4 an" Proect Buality In c%arge 3PBI4. He reports to t%e CEO.

H R%23%2 $ C#/% (HRI)

He is nominate" !y t%e CEO an" pro$i"es t%e re&uire" "irection to HRPA an" Training Droups/eeping t%e o$erall !usiness goals in focus. He is supporte" !y t%e Training In c%arge 3TI4 an"

Human Resource Planning an" Allocation In c%arge 3HRPAI4.

F$$*$%2 M/%%* $ C#/% (FMI)

He is nominate" !y t%e CEO. He is o$erall responsi!le for planning procuring t%e Har"'are an"

Soft'are resources for t%e organization ensuring t%at relia!le resources are a$aila!le for meeting t%e

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Softpro Systems Inc

proect nee"s in a timely manner. He is supporte" !y t%e Purc%ase In c%arge 3PI4 for purc%asing

acti$ities- System A"ministration In c%arge 3SAI4 for allocating an" maintaining t%e resources in

goo" con"ition- P%ysical =acilities In c%arge 3P=I4 for pro$i"ing re&uire" 'or/space- seatingarrangement an" ot%er a"ministrati$e ser$ices.

A3*2 $ C#/% (AAI)

He is responsi!le to maintain accounts for t%e organization relate" tas/s li/e payments- !illing t%e

proects etc.

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Softpro Systems Inc

. JOB TAS:S FOR ;ARIOUS PEOPLE IN ;ARIOUS DEPARTMENTS

A) C#$%& E'%*$+% O&&$% (CEO)

Appointe" !y ,anaging +irector.

Reports to (oar" of "irectors- Softpro Systems t".Han"les t%e responsi!ilities of ,R an" %ea"s of ot%er functional units

in t%e a!sence of "esignate" persons for t%ese roles.

R%232$<% &3

• Setting o$erall Buality O!ecti$es- metrics an" Policy.

• Organizational "e$elopment an" management controls.

• Re$ie'ing Buality System implementation for effecti$e implementation an"

ac%ie$ement of t%e Buality O!ecti$es- t%roug% regular ,anagement Re$ie's of all

t%e functional units an" t%e proects.

• Ensuring t%at correcti$e an" pre$enti$e actions are ta/en as an" '%en necessary.• ,aintaining customer relations an" initiate steps to impro$e t%e customer satisfaction

le$els

• Di$ing inputs to Customer Relations Inc%arge on customer complaints recei$e"

"irectly !y t%e management.

• Participating as au"itee Inc%arge in t%e Internal Au"its.

• Nominating t%e committee@s an" personnel %ol"ing t%e roles "efine" in t%e B,S.

A*#3$=%7 *3

• Nominate t%e staff '%o 'ill play t%e roles s%o'n in t%e organizational structure

an" "isc%arge t%e responsi!ilities prescri!e" for t%e roles. In t%e e$ent of a!senceof any suc% nominate" staff CEO or any ot%er person "esignate" !y CEO 'ill

%an"le t%eir responsi!ilities.

• Nominate someone to represent %im in %is a!sence- to "isc%arge t%e specific

responsi!ilities as per B,S re&uirements.

• Appro$e Buality System ,anuals- an" t%e "istri!ution list for issue of copies of

Buality System +ocuments 0 ,anuals.

• I"entify an" appoint appropriate personnel for management- performance of 'or/-

$erification an" $ali"ation acti$ities in t%e organization.

• +elegate proect management- contract re$ie' operations an" Buality System relate"

responsi!ilities to appropriate personnel.

• Appro$e initiation of Proects Assign proect3s4 to Proect ,anager3s4.

• Appro$e 'or/ a%ea" '%en nee"e".

• #ltimate aut%ority for gi$ing t%e appro$als in t%e e$ent of t%e "esignate" person not

!eing present or %appens to !e t%e re&uest originator.

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Softpro Systems Inc

B) MANAGEMENT REPRESENTATI;E (MR)

Nominate" !y CEO.

O$erall responsi!ility for "e$elopment- implementation an"

continuous impro$ement of t%e B,S

Reports to CEOEnsures !uil"ing up of customer focus an" t%e importance of meeting

customer re&uirements an" impro$ing customer satisfaction le$els at

all le$els in t%e organizationConsoli"ates t%e performance metrics of t%e B,S at organization

le$el an" reports to CEO to initiate t%e re&uire" correcti$e an"

pre$enti$e actions.

Sc%e"ules an" coor"inates t%e ,anagement Re$ie' meetings.

R%232$<% &3>

•Acting as ,anagement Representati$e un"er ISO 9):1 Stan"ar"s

• =ormulating Buality Policy an" Buality Plan in consultation 'it% ,anagement 3CEO4

• Esta!lis%es t%e processes for impro$ement of Buality A'areness in t%e organization.

• +e$eloping an" maintaining B,S ,onitoring t%e effecti$e implementation of

Buality System

• Di$ing t%rust to t%e areas t%at are i"entifie" as focus areas in ,RC, or are i"entifie"

as 'ea/ in t%e organization

• Participating in t%e Internal Au"its.

• Initiating an" con"ucting ,anagement Re$ie's

• Pro$i"ing fee"!ac/ on Buality ,etrics in t%e ,anagement Re$ie's.

•=urt%er analysis of t%e Internal Au"it Reports an" B,S Implementation Reportsrecei$e" from AI an" BI respecti$ely to i"entify t%e nee"s of t%e B,S an" initiating

t%e necessary actions an" process impro$ements.

• Ensuring t%at t%e correcti$e an" pre$enti$e actions agree" upon "uring ,RC,

re$ie's are ta/en at organization le$el in processes- proce"ures an" t%e "ocumente"

Buality System.

• iaison 'it% E?ternal !o"ies on matters relate" to B,S.

• Re$ie'ing t%e effecti$eness an" continue" suita!ility of t%e Buality O!ecti$es- Plan

an" up"ating t%em '%en nee"e".

A*#3$=%7 *3>

• Appro$e c%anges to an" release of B,S "ocuments.

• I"entify re$ie'ers for B,S +ocuments.

• Interact 'it% t%e proect teams on matters relate" to B,S Implementation.

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Softpro Systems Inc

C) 5UALIT" INCHARGE (5I)

Nominate" !y CEO

Hea"s t%e BA Droup

Is supporte" !y t%e Buality Coor"inator 3BACO4 nominate" !y

HRPAIReports to CEO.

R%232$<% &3>

• In$ol$ing in "e$elopment of B,S

• Implementation of t%e B,S.

• Ensuring t%at all personnel %a$e !een traine" on t%e Buality System an" t%e

stan"ar"s.

• Pro$i"ing gui"ance an" support in implementing t%e Buality System to proects an"

support acti$ities.

• Con"ucting organization 'i"e causal analysis ta/ing inputs from implementation

fee"!ac/- au"its an" re$ie' meetings.

• Initiating correcti$e an" pre$enti$e actions for pro!lems "etecte".

• Pro$i"ing fee"!ac/ on Buality System implementation an" effecti$eness in t%e

,anagement Re$ie' meetings- perio"ic re$ie' meetings an" t%roug% reports to D,an" ,R.

• Han"ling t%e EBA re&uirements for t%e proects.

• ,aintaining B,S &uality recor"s an" "ocument control system.

• Participating in t%e Internal Au"its.

• Collecting- analyzing- an" reporting on Customer Complaints- Satisfaction reports-

an" effecti$eness of customer interaction at t%e organization le$el in t%e a!sence ofany ot%er person "esignate" for t%e purpose.

• Participating in t%e P,R@s to re$ie' t%e Proects '.r.to Buality relate" Issues.

A*#3$=%7 *3>

• Assign t%e tas/s relate" to t%e BA Droup B,S to BACO.

• Issue a""itional %ar"copies of controlle" B,S "ocuments.

• Di$e recommen"ations for For/ a%ea" re&ueste".

• I"entify re$ie'ers for EBA re&uirements recei$e".

D) AUDIT INCHARGE (AI)

Nominate" !y CEO

,anages t%e au"it function

Is supporte" !y t%e Au"it Coor"inator 3A#CO4 nominate" !yHRPAI- an" a pool of traine" au"itors.

Reports to CEO

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Softpro Systems Inc

R%232$<% &3

• Planning an" sc%e"uling t%e internal au"its for all au"it areas.

• Con"ucting Internal Au"its 'it% t%e %elp of traine" internal au"itors.

• Re$ie'ing action ta/en on t%e reporte" non6conformities from internal an" e?ternal

au"its an" closing t%em formally.• Analyzing t%e non6conformities reporte" across t%e organization.

• Reporting t%e status of au"it fin"ings to t%e management.

• Pro$i"ing au"it fin"ings as inputs for management re$ie's.

• Pro$i"ing fee"!ac/ on au"it process as inputs for process impro$ement.

• Participating in t%e internal au"its.

A*#3$=%7 *3

• Nominate t%e ea" Au"itors an" Au"itors for t%e Internal Au"its sc%e"ule"

• Assign t%e tas/s relate" to t%e au"it function to A#CO.

D) CUSTOMER RELATIONS E?ECUTI;E (CRE)

Nominate" !y CEO

Prefera!ly an in"epen"ent person '%o "oes not "irectly in$ol$e in proect

acti$ities.Reports to CEO.

Responsibe !o"#

• Promotes t%roug%out t%e organization t%e importance of meeting customerre&uirements- impro$ing customer satisfaction le$els

• Re$ie's customer satisfaction from time to time see/ing inputs "irectly from t%e

customer.

• Ensures t%at customer complaints are a""resse" satisfactorily.

• Pro$i"es inputs on customer complaints- customer satisfaction an" relate" metrics in

t%e management re$ie' committee meetings.

• Re$ie's customer interactions from time to time to pro$i"e inputs on impro$ing t%e

same.

A*#3$=%7 *3>

• Ha$e access to all c%annels of customer interactions in proects

• Recei$e a copy of t%e customer complaints an" customer satisfaction reports from all

proects.

F) PROJECT MANAGER (PM)

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Softpro Systems Inc

Nominate" !y CEO

Hea"s a set of proects an"0or lines of !usiness as assigne" !y CEOO$erall responsi!le for meeting proect commitments an" customer

satisfaction.

,anages t%e proect teams- proect e?ecution an" customer

interactions.Is supporte" !y t%e P an" team mem!ers.

Reports to CEO

R%232$<% &3

• Planning an" initiating process for ac&uisition of resource an" s/ill re&uirements for

proects.

• Han"ling t%e responsi!ilities of Proect ea"er 3P4 till suc% a time a P is "esignate".

• =inalizing t%e roles an" responsi!ilities of P,0P0PBI specifically for t%e proect in

consultation 'it% t%e P an" re$ie'ing an" up"ating t%e same "epen"ing on t%e

c%anging status of t%e proect or c%ange in personnel %ol"ing t%ese positions in t%e

proect.• Suggesting met%o"s- tools- met%o"ologies- an" tec%ni&ues to impro$e t%e process in

consultation 'it% t%e client '%en nee"e".

• Ensuring t%at t%e proects are meeting t%e contractual commitments.

• Ensuring effecti$e implementation of Buality System in t%e proects.

• Esta!lis%ing t%e processes for collecting t%e proect metrics- analyzing t%e collecte"

metrics- an" ac%ie$ing t%e organizational targets in t%e metrics i"entifie" for t%e

proect.

• Re$ie'ing t%e training re&uirements for t%e proects.

• Reporting on t%e status of t%e proects an" issues to t%e management.

•=or'ar"ing- follo'6up- an" trac/ing t%e 'or/6a%ea"s issue" for t%e proects.

• Initiating an" Participating in t%e Joint re$ie's 'it% t%e Clients.

• Ensuring t%at t%e causes for non6conformities in t%e proects 3!ot% internal an" fiel"

complaints4 are analyze" an" correcti$e an" pre$enti$e action are initiate".

• Participating in t%e ,RC, to gi$e fee"!ac/ on Buality relate" issues in t%e proects.

• Di$ing inputs to Customer Relations E?ecuti$e on customer complaints- customer

satisfaction reports- an" oint re$ie' meetings from time to time.

• Participating in t%e internal an" e?ternal au"its P,R@s.

• (ringing t%e proects to a formal closure an" %an"ing o$er t%e proect relate" &uality

recor"s- soft'are an" ot%er material to t%e CEO@s Office or any ot%er entity "esignate"

!y CEO.• Participating in t%e performance appraisals of t%e personnel in$ol$e" in t%e proect.

A*#3$=%7 *3

• Coor"inate 'it% t%e customer.

• Initiate formal process for allocation of t%e Proect ea"er 3P4.

• Assign0"elegate responsi!ility an" aut%ority to t%e P.

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Softpro Systems Inc

• Re$ie' an" appro$e t%e "etaile" plans for t%e proect.

• Appro$e c%anges in re&uirements after "ue e$aluation of t%eir impact.

• Appro$e t%e proect6relate" "ocuments an" "eli$era!les.

• Appro$e a non6conforming Item for "eli$ery t%roug% proper c%annel.

• #se an" pro$i"e access rig%ts for use of t%e =TP- Email etc. for proect purposes.

• Con"uct progress re$ie's 'it% t%e P.

• Initiate t%e oint re$ie's0 conference calls 'it% t%e client.

• ,aintain re&uire" le$el of customer liaison for t%e proects.

G) PROJECT LEADER@PROJECT INCHARGE (PL)

Nominate" !y HRPAI

Plans an" e?ecutes t%e proect in compliance 'it% t%e plan- ensuring

t%e re&uire" pro"uct &uality an" process compliance is maintaine".

Di$es t%e re&uire" tec%nical support to t%e team.

Is supporte" !y proect team in carrying out t%e proect.

R%232$<% &3

• Planning t%e proect in consultation 'it% t%e P, at re&uire" "etail an" re&uesting t%e

re&uire" resources for t%e proect.

• E?ecuting t%e proect as per t%e plan.

• Ensuring t%at t%e training re&uirements for t%e proect are i"entifie" an" re&uire"

training is gi$en. E$ery mem!er is in"ucte" into t%e proect after !riefing t%em on t%e

proect@s processes- stan"ar"s to !e follo'e" an" plans.

• Implementing t%e Buality System in t%e proect.

• ,aintaining t%e configuration management in t%e proect.

• Pro$i"ing tec%nical support to t%e team.

• Interacting 'it% team continuously an" con"ucting t%e team meetings as planne".

• Allocating t%e tas/s to t%e team an" monitoring t%e sc%e"ules for t%e tas/s allocate".

• Ensuring $erification an" maintenance of proect &uality recor"s.

• Ensuring use of tools an" tec%ni&ues in t%e proects.

• Coor"inating client acti$ities inclu"ing acceptance.

• Analyzing t%e cause for non6conformities 3!ot% internal an" fiel" complaints4 'it%

Proect Buality Inc%arge an" ta/ing t%e re&uire" correcti$e an" pre$enti$e actions !y

initiating c%ec/lists- 'or/ instructions etc. an" up"ating t%em on continuous !asis.

• Analyzing t%e c%anges re&uire" for proect "ocumentation an" "eli$era!les

• Re$ie'ing t%e proect relate" "ocuments an" 'or/ "one !y t%e team.

• (ringing t%e issues in t%e proect to P,@s notice for furt%er escalation to t%e

management.

• Reporting to t%e P,- client- an" ,anagement on t%e status of t%e proect.

• Collecting an" analyzing t%e planne" metrics for t%e proect an" reporting to t%e

management.

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Softpro Systems Inc

• Participating in t%e oint re$ie's for t%e proect.

• Participates in internal au"its an" P,R@s- an" oint re$ie's of t%e proect.

• Participating in t%e performance appraisals of t%e personnel in$ol$e" in t%e proect.

• Fin"ing up t%e proects an" %an"ing o$er t%e recor"s an" "ocuments to P, for furt%er

action.

A*#3$=%7 *3

• Assign0"elegate responsi!ility an" aut%ority to t%e team.

• Co6or"inate 'it% t%e customer.

• Represent t%e proect in t%e internal an" e?ternal au"its P,R@s.

• Re$ie' t%e roles an" responsi!ilities of t%e proect team mem!ers an" re&uest a

reorganization- if foun" necessary "epen"ing on t%e status of t%e proect.

• Initiate t%e oint re$ie's0 conference calls 'it% t%e client to resol$e t%e tec%nical

issues in t%e proect.

• #se an" pro$i"e access rig%ts for use of t%e =TP- Email etc. for proect purposes.

H) PROJECT 5UALIT" INCHARGE (P5I)

Nominate" !y P, after allocation !y HRPAI

+irectly reports to P.Ensures pro"uct an" process compliance in t%e proect.

Is supporte" !y t%e team mem!ers in carrying out t%e BA acti$ities.

Is supporte" !y t%e BI 3on re&uest4 in esta!lis%ing t%e processes fort%e proect.

R%232$<% &3

• Planning t%e Buality Assurance acti$ities- processes- an" control mec%anisms to

ensure pro"uct &uality assisting t%e P in t%e preparation of Soft'are BualityAssurance Plan for t%e proect.

• Planning t%e process control mec%anisms to ensure compliance 'it% t%e planne"

processes.

• Esta!lis%ing t%e processes nee"e" 'it% support from BA Droup if nee"e".

• Implementing t%e &uality plans as planne" for t%e proect.

• Preparing t%e in"uction manual for t%e proect.

• Pro$i"ing t%e re&uire" gui"ance an" support for t%e team mem!ers in follo'ing t%e

esta!lis%e" processes.• Ensuring t%at t%e personnel are follo'ing t%e esta!lis%e" processes an" are ma/ing

use of t%e c%ec/lists etc. acti$ate" as a pre$enti$e an" correcti$e measure an"

up"ating t%e processes '%ere nee"e".

• Pro$i"ing inputs on &uality relate" issues in t%e team meetings.

• Assisting in collecting an" analyzing t%e "efect relate" metrics for t%e proect.

• (eing a'are of t%e !aselines of all t%e configura!le items in t%e proect- t%eir

"epen"encies etc. so t%at t%ey can in"i$i"ually $isualize t%e impact of c%anges in t%e

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Softpro Systems Inc

items.

• Release control in t%e proect !y ensuring t%at all effecte" items are $erifie" after

e$ery c%ange an" only t%e controlle" copies are release" for use.

• Participates in t%e internal an" e?ternal au"its.

• Coor"inating all t%e planne" re$ie's inspections in t%e proect at all stages.

A*#3$=%7 *3

• Propose to P- any BA acti$ity for allocation to ot%er team mem!ers in t%e proect.

• Coor"inate 'it% e?ternal BA Droup for all EBA re&uirements for t%e proects.

• Initiate correcti$e an" pre$enti$e actions in t%e proect.

• Represent t%e proect in t%e PBI meetings 'it% t%e BI.

• Appro$e t%e c%anges "one on proect items.

• #se t%e =TP- Email etc. for "ata transfer an" uploa"ing an" "o'nloa"ing t%e files

'%en re&uire" !y t%e proect.

I) TEAM MEMBERS - TM

Allocate" !y HRPAI

Reports to P

Carries out all t%e acti$ities assigne" t%roug%out t%e proects life

cycle.

R%232$<% &3

• Carrying out analysis- "esign- construction- testing an" $ali"ation- an" any ot%er tas/

assigne" as per plan an" reporting on t%e status.

•In$ol$ing in t%e BA acti$ities- maintaining t%e systems for t%e proect as allocate".

• Complying 'it% t%e "efine" Buality System in all t%eir acti$ities.

• A"%ering to stan"ar"s- rules- practices an" con$entions.

• Denerating t%e proect &uality recor"s t%at are complete an" correct- an" for %an"ing

o$er t%e appro$e" recor"s to t%e P0 Person Inc%arge

• Participates in t%e team meetings.

• Ta/ing timely an" appropriate correcti$e actions for non6conformities foun" in t%eir

'or/ pro"ucts- an" t%e non conformances reporte" in t%eir areas of acti$ities.

• In$ol$ing in t%e proect management tas/s t%at are allocate" to t%em.

A*#3$=%7 *3

• #se suita!le tools- met%o"ologies- an" tec%ni&ues i"entifie" for t%e proects.

• #se t%e =TP- Email etc. for "ata transfer an" uploa"ing an" "o'nloa"ing t%e files '%en

re&uire" !y t%e proect.

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Softpro Systems Inc

J) HUMAN RESOURCES INCHARGE (HRI)

• Nominate" !y CEO

Pro$i"es t%e re&uire" "irection to HRPA an" Training Droups/eeping t%e o$erall !usiness goals in focus.

Is supporte" !y t%e Training Inc%arge 3TI4 an" Human Resource

Planning an" Allocation Inc%arge 3HRPAI4.Reports to CEO

R%232$<% &3

Planning for %uman resources an" s/ills re&uirements.

+e$eloping an" implementing performance appraisal system.

I"entifying t%e strengt%s an" 'ea/nesses of t%e in"i$i"uals an" initiatingreme"ial actions.

Denerating o! "escriptions.

Re$ie'ing an" initiating actions to !ri"ge t%e gap !et'een s/ills a$aila!le

an" proect nee"s.

A*#3$=%7 *3

• Select an" recruit traine"0e?perience" personnel.

• Re$ie' an" appro$e training HR plans for t%e organization.

:) TRAINING INCHARGE (TI)


Hea"s t%e Training =unctionIs supporte" !y t%e Training Co6Or"inator 0 Training Officer 3TRCO4

nominate" !y HRPAI.

Reports to HRI

R%232$<% &3

• I"entifying t%e training nee"s 'it% respect to Buality- Buality System- an" all ot%er

proect relate" s/ills.

• Planning t%e training plan for t%e organization !ase" on t%e training nee"s.

• Implementing t%e training plan ensuring t%e &uality of t%e training imparte".

• E$aluating t%e effecti$eness of t%e training imparte".

• Ta/ing t%e necessary correcti$e an" pre$enti$e actions for ensuring t%at t%e &uality of

t%e training is maintaine" an" furt%er impro$e".

• Collecting- analyzing an" reporting t%e training metrics at organization le$el.

• ,aintaining t%e Training Recor"s.

)5



Softpro Systems Inc

A*#3$=%7 *3

• Assign t%e tas/s relate" to t%e Training =unction to TRCO.

• I"entify t%e faculty for con"ucting t%e training.

L) HUMAN RESOURCES PLANNING AND ALLOCATION INCHARGE (HRPAI)

• Nominate" !y CEO.

Plans an" allocates t%e %uman resources to t%e Proects as nee"e".

Plans an" allocates 'or/space for personnel.

Collects an" Reports t%e HR metrics to HRI for furt%er planning.Is supporte" !y t%e HR Co6Or"inator 3HRCO4 nominate" !y HRPAI.

R%232$<% &3

• ,aintaining t%e s/ills "ata!ase- &ualification- e?perience relate" recor"s of t%e

employees.

• ,onitoring t%e s/ills an" %uman resources re&uirements for proects an" matc%ing

t%em 'it% t%e a$aila!le resources.

• (ringing t%e HRPA relate" resource re&uirements- issues etc. to t%e notice of HRPA

Committee in t%e HRPA ,eetings an" resol$ing t%e same.

• All HR nominations an" allocations to Proects an" Support =unctions.

• Allocating proper 'or/space ena!ling t%e personnel to carry out t%e "esignate"

acti$ities smoot%ly.

A*#3$=%7 *3

• Plan an" allocate %uman resources to a proects an" support functions

• +eci"e on t%e 'or/space allocation in consultation 'it% t%e management 3if re&uire"4.

• Assign t%e tas/s relate" to t%e HRPA =unction to HRCO.

M) FACILITIES MANAGEMENT INCHARGE (FMI)


O$er all responsi!le for planning organizing all t%e infrastructurefacilities '%ic% inclu"es- Har"'are an" Soft'are resources an"

p%ysical facilities li/e 'or/ en$ironment- seating an" transportation.Is supporte" !y t%e Purc%ase Inc%arge 3PI4 for purc%asing acti$ities.

Is supporte" !y System A"ministration Inc%arge 3SAI4 for allocating

maintaining an" t%e resources in goo" con"ition.Is supporte" !y P%ysical =acilities Inc%arge

)7



Softpro Systems Inc

R%232$<% &3

• =acilities ac&uisition- management an" "isposition.

• Ensuring t%at t%e purc%ase" %ar"'are- soft'are an" ot%er resources conform to

specifie" re&uirements.

• Ensuring t%at t%e essential 'or/ing en$ironment is pro$i"e" for proper functioning oft%e HF e&uipment.

• Esta!lis%ing appropriate systems an" proce"ures for t%e maintenance an" effecti$e

utilization of t%e resources ac&uire"- an" monitors t%eir implementation.

• Performing $en"or e$aluation from time to time in consultation 'it% SAI an" PI.

A*#3$=%7 *3

• Plan an" initiate steps to ac&uire t%e %ar"'are- soft'are an" ot%er infrastructure

resource re&uirements for t%e proects.

•

Recommen" a""ition or "eletion of $en"ors from t%e appro$e" $en"or@s list.• Appro$e inclusion or remo$al of $en"or@s from0to t%e appro$e" $en"or list in

consultation 'it% CEO '%en t'o in"epen"ent persons %an"le t%e =,I an" PI roles.

N) PURCHASE INCHARGE (PI)


Is supporte" !y t%e Purc%ase Co6Or"inator 3PCO4 nominate" !y

HRPAI.

R%232$<% &3

• Procuring t%e re&uire" Har"'are0Soft'are resources from relia!le sources.• Recei$ing t%e in6coming goo"s an" %an"ing o$er to t%e system a"ministration after

preliminary $erification.

• Ensuring compliance 'it% t%e purc%ase proce"ures.

• ,aintaining t%e "ata!ase of $en"ors an" t%eir performance.

• ,aintaining t%e purc%ase recor"s an" "ata as per t%e esta!lis%e" norms.

• Participating in t%e $en"or performance re$ie's at perio"ic inter$als an" gi$e

recommen"ations on t%eir performance.

• =ollo' up an" reporting t%e status of Purc%ase Operations to t%e management =,I.

A*#3$=%7 *3

• Gali"ate an" certify t%e purc%ase" %ar"'are an" soft'are pro"ucts as cleare" from

inspection.

• Suggest $en"ors '%o coul" !e a""e"0 remo$e" to0from t%e appro$e" $en"or@s list.

• Assign t%e tas/s relate" to t%e Purc%ase =unction to Purc%ase Coor"inator 3PCO4.

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Softpro Systems Inc

O) S"STEM ADMINISTRATION INCHARGE (SAI)


Hea"s t%e System A"ministration Droup.Ensures t%at t%e resources are allocate" to t%e proects as re&ueste"

an" are maintaine" in goo" 'or/ing con"ition an" !rings t%e resource

re&uirements to t%e notice of =,I for furt%er planning.Is supporte" !y t%e System A"ministration Co6Or"inator 3SACO4nominate" !y HRPAI.

R%232$<% &3

• Inspecting t%e in6coming goo"s or co6or"inating t%e same 'it% t%e $en"ors.

• Installing System soft'are an" pac/ages as per t%e re&uirements of proects.

• Resource allocation an" release as re&ueste".

• ,aintaining t%e "ata relate" to t%e a$aila!le Har"'are0Soft'are.

•Han"ing o$er t%e soft'are to t%e Soft'are li!rarian.

• Esta!lis%ing an" maintaining t%e Net'or/.

• Ensuring t%at t%e planne" maintenance is "one for t%e resources so t%at t%ey are

maintaine" in relia!le 'or/ing con"ition.

• Pro$i"ing support0 coor"inating 'it% e?ternal parties in rectifying t%e pro!lems

reporte" on Har"'are0 Soft'are

• Reports to t%e management in status of t%e %ar"'are 0 soft'are resources.

• Participating in t%e $en"or performance re$ie's at perio"ic inter$als an" gi$e

recommen"ations on t%eir performance.

• Con"ucting t%e Doo"s Inspection for t%e recei$e" goo"s an" ensuring t%at only t%e

passe" goo"s are use" for proect purposes.

A*#3$=%7 *3

• Organize installation an" testing of purc%ase" %ar"'are- soft'are pro"ucts an"

net'or/ systems.

• Interacts 'it% $en"ors on Resource installation an" issues relate" to maintenance.

• Assign t%e responsi!ility to carry out t%e incoming goo"s inspection an" Testing to

suita!le person.

• Suggest $en"ors '%o coul" !e a""e"0remo$e" to0from t%e appro$e" $en"or@s list.

• Assign t%e tas/s relate" to t%e System A"ministration =unction to System

A"ministration Coor"inator 3SACO4.

P) PH"SICAL FACILITIES INCHARGE (PFI)


Pro$i"es support for general a"ministration- accounts an" ot%er

iaison for t%e organization an" facilities management.

);



Softpro Systems Inc

Is supporte" !y t%e Accounts Coor"inator 3ACCO4 nominate" !y

CEO.

Is supporte" !y t%e A"ministration Inc%arge 3A+I4 nominate" !yCEO.

R%232$<% &3>

• Organizing 'or/ space arrangements 3 num!er of seats an" locations4

• A"ministrati$e ser$ices 3 telep%one communication systems4

• Arranging for Transport facilities to $isit t%e client place.

5) M/%%* %%2%**$+%

,anagement Representati$e reports "irectly to CEO an"

• Ensures t%at Buality System is esta!lis%e"- implemente"- maintaine" an" continuously

impro$e" in accor"ance 'it% t%e stan"ar"s 3ISO 9)4.• Reports on t%e performance of t%e Buality System to t%e management for re$ie' an" as a

!asis for impro$ement of t%e Buality System.

• Interacts 'it% t%e e?ternal parties on matters relating to Buality System.

• Customer Relations E?ecuti$e 3CRE4 'ill %a$e t%e responsi!ility of promoting a'areness of

customer re&uirements t%roug%out t%e organization.

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Softpro Systems Inc

4. JOB TAS: OF HR

HRM

AN O;ER;IE

T#% H R%23%2 P$/ 7 A3*$3 (HRPA) 3%22 3$2%2 3& *#%&33$/ 3%7%2>

Human Resources Re&uirement Planning

Human Resources S/ills +ata ,aintenance

Human Resources Allocation- E?tension an" +e6allocation

HUMAN RESOURCES RE5UIREMENT PLANNING

A. P32%

To plan t%e re&uirement of %uman resources an" s/ills at "ifferent le$els- for a gi$en

perio" of time an" to prepare a Human Resources Re&uirement Plan.

B. S3%

T%is proce"ure co$ers assessing of t%e %uman resource an" s/ills re&uirement o$er a

gi$en perio"- as realistically as possi!le for t%em to !e feasi!le- ta/ing into account t%ee?isting proect re&uirements an" planne" !usiness gro't%. T%is planning e?ercise is

carrie" out once a year- an" is re$ie'e" e$ery &uarter.

C. E* C$*%$

(eginning of a year or (eginning of t%e Buarter.

D. R%232$<$$*$%2

A*$+$* R%232$<$$

*

O<*$ *#% # %23% %$%%*2 3%*$32 HRPAI

C323$7*% *#% # %23% %$%%* 3%*$32 HRPAI

F$$=% *#% H R%23%2 R%$%%* P (HRRP) HRI@HRPAI

R%+$% *#% HRRP *% 7 7*% HRI@HRPAI

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Softpro Systems Inc

E. Proce"ure

T%e Human Resources Re&uirement Plan 3HRRP4 is prepare" at t%e !eginning of e$ery

year.T%is annual plan is re$ie'e"- at t%e !eginning of e$ery &uarter- for its continuing

suita!ility an" up"ate"- if necessary. =ollo'ing acti$ities are carrie" out:

O<*$ *#% # %23% %$%%*2 3%*$32

• O!tain re&uirement proections for t%e on going proects- ne' proects to !e

starte" an" planne" acti$ities in consultation 'it% t%e senior personnel in6c%arge

of proects an" functional groups.

• Interact 'it% t%e ,R0BI to 'or/ out t%e &uality o!ecti$es rele$ant for t%e group

an" targets specifie". T%ese coul" !e relate" to recruitment process- aca"emican" e?perience profile of %uman resources to !e maintaine" an" ot%er factors

suc% as ma/ing a$aila!le t%e nee"e" resources etc. T%e &uality o!ecti$es for t%e

group can !e a part of t%e organizational &uality o!ecti$es or can !e "esigne"to ensure a %ig% &uality ser$ice !y t%e group to t%e ot%er internal users.

• O!tain from management t%e !usiness gro't% planne" an" correspon"ing proections for %uman resources.

C3$% *#% # %23% %$%%*2 3%*$32

• Re$ie' t%e "etails of HR re&uirement proections

• See/ clarifications an" mo"ify- if nee"e"- in consultation 'it% t%e concerne".

• Consoli"ate t%e re&uirements proecte" &uarter 'ise- s/ill 'ise

• Assess t%e a""itional re&uirements of %uman resources &uarter 'ise ta/ing intoaccount: s/ill 'ise staff a$aila!le- li/ely staff mo$ements 3resignations-

"eputations- returning from "eputations etc.4.

• Prepare t%e "raft $ersion of t%e consoli"ate" %uman resources re&uirements plan

3HRRP4 for furt%er re$ie' an" appro$als.

F$$=% *#% H R%23%2 R%$%%* P (HRRP)

• Present t%e "raft HRRP to t%e HRPA committee- ot%er concerne" management

mem!ers for re$ie' an" suggestions on strategies to !e implemente" to meet t%e gaps

in t%e re&uirements an" a$aila!ility. T%e strategies may specifically a""ress issues on%o' to get a""itional0ne' s/ills- i"entifying potential staff internally to mo$e on to

ne' roles- sourcing t%e re&uirements e?ternally.

• Prepare t%e final HRRP incorporating t%e suggeste" c%anges "uring t%e re$ie' process. T%e finalize" plan 'ill inclu"e: &uarter 'ise - s/ill 'ise- le$el 'ise num!er

of staff re&uire"- num!er of staff a$aila!le- a""itional staff to !e recruite"- strategiesfor recruitment an" ac&uiring s/ills t%at "o not e?ist in t%e organization .

• Det t%e appro$al of t%e HRRP from t%e HRI or ot%er "esignate" management

mem!er.

• O!tain t%e HRI@s an" CEO@s appro$al for t%e consoli"ate" Human ResourcesRe&uirement Plan.

R%+$% *#% HRRP *% 7 7*%

1)



Softpro Systems Inc

• Organize re$ie' of t%e HRRP !y HRPA committee for t%e ensuing &uarter an"

incorporate t%e recommen"e" c%anges. T%e re$ie' s%oul" ta/e into account t%e !usiness nee"s in t%e ensuing &uarter an" ot%er factors consi"ere" '%ile preparing t%e

annual HRRP an" arri$e at t%e c%anges nee"e"- if any- in t%e HRRP for t%e

remaining &uarters.

•

O!tain t%e appro$al of t%e HRI an" CEO@s for t%e up"ate" HRRP.

F. ;%$&$*$3 7 ;$7*$3

Re$ie' of t%e HR Re&uirement Proections !y HRI.

G. E'$* C$*%$

Appro$al of Human Resources Re&uirement Plan.

HUMAN RESOURCES S:ILLS DATA MAINTENANCE

A. P32%

To outline t%e acti$ities in$ol$e" in maintaining s/ills "ata of all %uman resources t%atare a$aila!le for soft'are proects.

B. S3%

T%is proce"ure co$ers all proect personnel of t%e organization.

C. E* C$*%$

• On receipt of latest s/ill "ata from an employee or training in6c%arge or proect in6

c%arge.

• Once in a &uarter.

D. R%232$<$$*$%2

A*$+$* R%232$<$$*

11



Softpro Systems Inc

Recei$e t%e latest s/ill "ata of %uman resources

HRPAI

Prepare0 up"ate t%e HR S/ills Summary Report HRPAI

,aintain t%e up"ate" s/ills "ata an" resumes HRPAI

E. Proce"ure

S/ills information of employees is maintaine" in t'o forms in C.G form an" in an

a!stract form as Employee S/ills +ata. T%is "ata is up"ate" regularly once in a &uarter.Information !ecoming a$aila!le !et'een t%e regular up"ates is /ept trac/ at employee

le$el separately.

=ollo'ing acti$ities are carrie" out:

R%%$+% *#% *%2* 2$ 7* 3& # %23%2

• O!tain t%e latest resume or t%e s/ills up"ate information of an employee '%en e$er :

6 A ne' recruitment ta/es place.6 A person completes a proect 0 returns from on site "eputation.

6 A person completes a training programme0 ac&uires some ne' s/ills

6 Once in a &uarter for all t%ose in t%e ongoing proects

P%%@ 7*% *#% HR S$2 S R%3*

• Analyze t%e s/ills ac&uire" !y t%e employee- to "eci"e on t%e Proficiency In"e? in t%e s/ills-

"iscussing 'it% t%e employee an" t%e P0P, concerne".

• Prepare t%e S/ills Summary Reports gi$ing t%e employee 'ise a$aila!le s/ills an" s/ill 'ise

employees "etails.• #p"ate t%e S/ills summary Report at least once a &uarter.

M$*$ *#% 7*%7 2$2 7* 7 %2%2>

• ,aintain t%e latest s/ills "ata of an employee- up"ate" on &uarterly !asis. T%is can !e "one !y contacting all employees or in consultation 'it% t%e P,s 0 Ps /eeping a trac/ of t%e

s/ills !eing ac&uire" !y t%e employees.

• eep trac/ of up"ate information recei$e" "uring a &uarter- employee 'ise- an" ensure t%at

t%e latest up"ate" s/ill profile of an employee is a$aila!le

F. ;%$&$*$3 7 ;$7*$3

None.G. E'$* C$*%$

#p"ate" S/ills Summary Report.

GUIDELINES FOR DECIDING PROFICIENC" INDE? IN A S:ILL AREA

Proficiency In"e? E?perience Profile of t%e Person in t%e gi$en S/ill Area

1<



Softpro Systems Inc

) imite" to Aca"emic E?posure or Training

Has =amiliarity 'it% Su!ect- Tec%nology

Cannot !e assigne" In"epen"ent For/

1 Has Han"s on E?perienceCarrie" out Proects t%at are Case Stu"y !ase" or Internal Proects

E?posure to formal Soft'are Engineering ,et%o"ologies is

"ou!tful Nee"s some Super$ision at 'or/

< Has A"e&uate Proect E?perience- ie- Customer Proects- formal

Soft'are +e$elopment ,et%o"ologies

+oes not nee" Super$ision. Can %an"le 'or/ in"epen"ently,eets re&uirements of S/ill Profile un"er e$aluation

2 Has goo" accomplis%ments in S/ill set

Can perform !eyon" "efine" Responsi!ilities

Fill !e an Asset to t%e teamCan ea" an" Dui"e ot%er mem!ers of team

5 Possesses E?pertise in t%e =iel"

Has Fi"e E?posure to Tec%nology. Can assimilate Ne'

Tec%nologiesCan %an"le Proects in"epen"ently

Note: T%e proficiency in"e? is an appro?imate &uantitati$e e?pression of relati$e

strengt% of a professional in a particular s/ill . It is inten"e" to %elp in t%e 'or/allocation process.

12





Softpro Systems Inc

• S%ortlist t%e suita!le can"i"ates 0options. In case- t%e re&uirements are not met

completely- e$aluate t%e impact of t%e gaps in consultation 'it% t%e re&uestor an"arri$e at t%e !est possi!le options 3li/e retraining- outsourcing- recruitment etc4.

• Re$ie' all t%e re&uests for e?tension of allocate" %uman resources from t%e

criticality of t%e tas/s in progress- plans an" t%e li/ely impact of suc% e?tensions.

•

+iscuss 'it% HRPAI Committee t%e "etails on t%ese re&uests to finalizei"entifications

A3*$3 7 E'*%2$3 3& H R%23%2

• (rief t%e i"entifie" resources an" t%e concerne" in c%arges a!out t%e ne'

allocations0 e?tension.

• +iscuss t%e gaps- if any- in t%e s/ills re&ueste" an" allocate" to let t%e

re&uester plan for a strategy to !ri"ge t%e gaps !y appropriate initiati$es li/e

training etc. eep trac/ of any allocations are agree" upon to !e ma"e atsu!se&uent "ates so t%at t%e same can !e satisfie".

• Plan for t%e completion0 %an"o$er of t%e currently assigne" tas/s if any fort%e i"entifie" resources an" a formal release.

• Issue t%e allocation letter in"icating t%e from@ an" to@ "ates of t%e

allocation0e?tension Copy it to t%e re&uester- in"i$i"ual allocate"-P,0functional %ea" concerne" an" BA in6 c%arge.

+e6 allocation of t%e %uman resources:

T%is can %appen '%en

• P0P, communicate to HRPAI on t%e early release of an allocate" resource- using t%eform

• F%en t%e allocate" resource completes t%e perio" of allocation- an" t%ere is no re&uest fore?tension in t%e proect. HRPAI to log t%e HR Release re&uest in t%is case an" inform t%e

P0P,.

• HRPAI Committee "eci"es un"er a compelling organizational nee" to release a resource

from t%e allocate" acti$ity- !efore t%e e?piry of t%e allocation. HRPAI informs t%e P0P,in c%arge- re&uesting t%em to plan for t%e release using t%e form "uly referring t%e minutes of

t%e meeting '%ere t%e "ecision is ma"e.

• Inform t%e concerne" employee- P,- P.

R%%2% 3& H %23%2>

Release of t%e %uman resources ta/es place eit%er "ue to "e allocation of t%e resource

!efore t%e "ue "ate or on completing t%e perio" of allocation an" no re&uest fore?tension of t%e resource is recei$e". In all suc% cases- t%e person !eing release" is

re&uire" to properly %an"o$er t%e acti$ities !eing "one.

• P0P, arranges for completion of tas/s on %an"- "ocumentation an" %an"

o$er to t%e i"entifie" person.

17



Softpro Systems Inc

• Ensure t%at pen"ing commitments to customer- ma"e !y t%e person !eing

release"- are ma"e note of- for furt%er follo' up an" customer relations areta/en care of.

• P0P, complete t%e formal release form an" release t%e resource

U7*% S**2

• #p"ate t%e %uman resources allocation status '%ene$er an allocation- or release ta/es

place.

• ,aintain t%e minutes of t%e HRPA committee meetings- recor" of all re&uests recei$e"-

action ta/en on t%em- allocations ma"e

• Ensure t%at information on t%e up"ate" s/ills of t%e employee is recei$e" from t%e P.

F. ;%$&$*$3 7 ;$7*$3

S/ills up"ate information of t%e release" employee s%oul" !e recei$e".

Allocation an" release communications are con$eye" to all concerne" 3P- P,-in"i$i"ual4

Allocation status of employees is up"ate".

G. E'$* C$*%$

Allocation0E?tension0+e6allocation of resources.

18



Softpro Systems Inc

. TRAINING AND DE;ELOPMENT PROGRAMMES IN THE ORGANI!ATION

TRAINING P3%7%2

AN O;ER;IE

Training is an integral part of t%e soft'are proect en$ironment at Softpro. Training

function pro$i"es support to realize t%e !usiness o!ecti$es !y training t%e professionals'it% necessary s/ills relate" to t%e rele$ant tec%nologies- proect e?ecution- &uality

system an" ot%er personal an" management areas.

T%e training nee"s are i"entifie" 'it% reference to t%e !usiness nee"s- proect nee"s an"

staff nee"s. Training programs are organize" to realize t%ese nee"s.

T%e training programs are categorize" as category ) an" category 1.T%e category ) programs are "esigne" an" con"ucte" to "e$elop specific s/ills 0 /no'le"ge. T%ese 'ill

follo' formal training process outline" in t%is manual inclu"ing e$aluation of t%e

proficiency gaine" !y t%e participants in t%e program area an" maintain t%is information.Category 1 programs 'ill !e of a'areness type li/e seminars !y $isiting e?perts or

/no'le"ge s%aring etc. for '%ic% t%e course material- e$aluations etc. are not man"atory.

T%e training process 'oul" typically comprise of t%e follo'ing proce"ures:

Training Re&uirements Planning

Sc%e"uling t%e Training programmescon"ucting t%e Training Programme

T%e follo'ing su!sections "escri!e eac% of t%e a!o$e- an" For/ pro"ucts. In a""ition-

t%e Common Proce"ures applica!le for all Proect 0 Support Droups are inclu"e" in of

t%is manual.

T%e follo'ing recor"s are generate":

• Training Re&uirements Proection

• Training Re&uirements Plan 3Create"0#p"ate"4.

• Training Re&uest

• Training Nomination

• Atten"ance S%eet.

• Training Programme Participants =ee"!ac/ =orm

• =aculty =ee"!ac/ =orm

• Training E$aluation S%eet

• S/ills #p"ate

• Summary of t%e fee"!ac/.

• Training ,aterial 3Prepare"0#p"ate"4.

1;



Softpro Systems Inc

TRAINING RE5UIREMENTS PLANNING

A. P32%

To plan t%e training re&uirements for a gi$en perio" an" prepare Training Re&uirements

Plan.

B. S3%

T%is proce"ure co$ers assessing t%e training re&uirements for a perio"- as realistically as

feasi!le- ta/ing into account t%e e?isting proect re&uirements an" planne" !usiness

gro't%. T%is planning e?ercise is carrie" out once a year- an" is re$ie'e" e$ery &uarter

for continuing suita!ility.

C. E* C$*%$

(eginning of t%e >ear.

(eginning of t%e Buarter.

D. R%232$<$$*$%2

A*$+$* R%232$<$$*

Compile t%e training an" s/ills re&uirements

proections

TI

Analyze t%e training re&uirements proections TI

Prepare t%e training re&uirements plan TI 0 HRI

Re6Gali"ate t%e training re&uirements plan TI 0HRI

E. Proce"ure

Training an" continuous learning are important acti$ities forming an integral part of t%eSoftPro !usiness operations. An annual plan is prepare" for t%ese acti$ities "o$etailing

it into t%e plans of ot%er groups li/e !usiness groups- HR- BA an" management $ision

an" !usiness goals.T%e Training Inc%arge 3TI4 compiles t%e s/ills an" training re&uirements at "ifferent

le$els across t%e organization in consultation 'it% t%e HRI- P,s- functional %ea"s an"

ot%ers suggeste" !y HRI. T%e $arious options to meet t%ese re&uirements are analyze"an" assesse" !y t%e TI.

T%e TI interacts 'it% ,R0BI an" 'or/s out t%e &uality o!ecti$es for t%e group for t%e

year along 'it% t%e targets for t%eir metric. T%ese o!ecti$es can !e "irectly or in"irectly

supporting t%e organization@s &uality plan. T%ese o!ecti$es 'ill gui"e an" ensure t%e&uality of t%e training ser$ices pro$i"e" !y t%e training group to t%e ot%er users in t%e

organization.

T%e Training Re&uirements Plan is t%en prepare" an" su!mitte" for appro$al- to t%e HRI.

19



Softpro Systems Inc

T%e plan nee" to ensure meeting t%e &uality o!ecti$es At t%e !eginning of e$ery &uarter-

t%e TI an" HRI 'ill re$ie' t%e Training Re&uirements Plan for $ali"ating its continuing

suita!ility to t%e organizational goals an" re&uirements- an" up"ates t%e plan.

T%e follo'ing tas/s are carrie" out:

C3$% *#% T$$/ 7 2$2 R%$%%*2 P3%*$32• O!tain from management 3an" t%e HRPA re$ie' committee4- for t%e perio" un"er

consi"eration- t%e proections of s/ills re&uirements- at $arious le$els.

• O!tain from t%e in6c%arges of functional groups an" proects- t%e "etails of training programs

3su!ect areas- num!ers le$els of staff to !e traine"- perio" !y '%en t%e training is nee"e"4

re&uire" for

• Ongoing proect acti$ities-

• (usiness nee"s

• To strengt%en t%e i"entifie" 'ea/ areas

• Buality system re&uirements

• Staff career progression re&uirements

Note: T%e staff re&uirements can !e got from t%e annual appraisals or "irectly from t%e

staff- as applica!le.

• Consoli"ate t%e Training Re&uirements Proections &uarter 'ise.

A=% *#% T$$/ R%$%%*2 P3%*$32

• Analyze t%e re&uirements compile" 'it% reference to priorities- &uality o!ecti$es an"rele$ancy.

• I"entify t%e programs- !ase" on its priority an" t%e num!er of staff to !e traine"-

• F%ic% nee" to !e organize" internally

•

=or '%ic% staff can !e nominate" to e?ternal programs• F%ic% can !e organize" as self6"irecte" training using $i"eo- C(T- ,anual stu"y

resources

• #p"ate t%e compile" re&uirements proections

P%% *#% T$$/ R%$%%*2 P

• Prepare a report gi$ing "etails of t%e follo'ing

• Num!er of staff t%at nee" to !e traine"- &uarter 'ise- s/ill6'ise.

• Buality o!ecti$es for t%e year

• Num!er of training programs re&uire"- &uarter6'ise.

• Programs for '%ic% faculty s/ills are a$aila!le 'it% in t%e organization an" for '%ic%e?ternal sources nee" to !e mo!ilize"

• Programs for '%ic% staff to !e nominate" to outsi"e programs

• Programs t%at can !e con"ucte" as self "irecte" training

• A""itional training resources li/e $i"eos- C(T s etc. re&uirements.

• Present t%e report to HRI an" ot%er "esignate" management staff for re$ie' an" suggestions !efore finalization.

• #p"ate t%e Training Re&uirements Plan 'it% t%e suggestions an" o!tain appro$al from

HRI0CEO

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Softpro Systems Inc

R%-+$7*% *#% T$$/ R%$%%*2

T%e training re&uirements plan compile" is a proection of annual training re&uirements.

+ue to t%e !usiness priorities an" proects on %an"- t%ese re&uirements may c%ange.Hence- t%e training in6c%arge s%all re6$ali"ate t%e training nee"s at t%e !eginning of

e$ery &uarter. T%e TI s%all ma/e re&uire" up"ates to t%e plan an" get appro$al from

HRI0CEO.

F. ;%$&$*$3 7 ;$7*$3

None.

G. E'$* C$*%$

Appro$al of Training Re&uirements Plan.

H. 3 37*2

Training Re&uirements Proection

Training Re&uirements Plan

SCHEDULING THE TRAINING PROGRAMMES

A. P32%

To outline t%e steps in$ol$e" in sc%e"uling t%e training programmes at SO=TPRO.

B. S3%

It co$ers all t%e training programmes con"ucte" for SO=TPRO personnel. T%ese inclu"e

s%ort "uration or long "uration courses- 'or/s%ops an" seminars.

C. E* C$*%$

Appro$e" Training Re&uirements Plan-

Training Re&uest,anagement@s "ecision to con"uct a training programme.

D. R%232$<$$*$%2

A*$+$* R%232$<$$*

Sc%e"ule Training Programmes TI

O!tain Nominations TI

Organize Training resources TI

E. P3%7%

T%e training programs are organize" on a mont%ly !asis as per a pre6fi?e" sc%e"ule. T%eup"ate" Training Re&uirements Plan is use" as t%e !asis for 'or/ing out t%e mont%ly

sc%e"ule.

Programs '%ic% are not part of t%e Re&uirements Plan !ut are re&ueste" on priority

<)



Softpro Systems Inc

!asis to meet proect0 !usiness nee"s- s%all also !e organize" ta/ing management

appro$al.

T%e follo'ing tas/s are carrie" out:

S#%7% T$$/ P3/%2

• Sc%e"ules are usually prepare" for t%e mont% an" communicate" !efore t%e first 'ee/ of t%emont%.

• Re$ie' t%e Training Re&uirements Plan 'it% respect to t%e priorities- up"ating t%e same- ifnecessary- an" i"entify t%e programs to !e sc%e"ule".

• Re$ie' t%e priority re&uests recei$e"- not inclu"e" in t%e Re&uirements Plan- an" o!tains

HRI appro$al.

• Assess t%e a$aila!ility of t%e faculty- instructional resources- support facilities li/e

conference room- proection nee"s- soft'are an" %ar"'are re&uirements etc. an" ensure t%eir

a$aila!ility !y t%e "ate to !e sc%e"ule".

• See/ t%e support from HRI 0 management 0 functional %ea"s- if necessary- '%ile i"entifying

an" mo!ilizing t%e resources from ot%er organizational groups.

• Prepare t%e sc%e"ule of t%e programs for t%e mont% clearly noting t%e category- "ates-timings an" $enue.

• O!tain appro$al from HRI

Note:6 =irst t'o steps are not applica!le for t%e priority programs- not forming a part of t%eRe&uirements Plan.

O<*$ N3$*$32

• Communicate t%e sc%e"ule to all Ps0Support =unction In6c%arges to sen" in- formal

nominations. =or certain programmes- management may "eci"e t%e participants.

• Re$ie' all t%e nominations to ensure:

• t%at t%e nominee %as t%e concurrence of t%e super$isor

• t%e nominee meets t%e pre6re&uisites for t%e program- if any.• T%e nominee fulfils o$er all management policy gui"elines 'it% respect to imparting

training to t%e staff.

• =inalize t%e nominations an" inform all concerne"

Organize t%e Training Resources

• I"entify t%e faculty for t%e program sc%e"ule".

• (rief t%e faculty on t%e course re&uirements- %an"6o$er t%e a$aila!le instructional Resources-

an" i"entify- if any instructional resources nee"s to !e "e$elope" or up"ate".

• Inform t%e SAI a!out re&uirements of soft'are 0 %ar"'are for t%e course to ensure t%eira$aila!ility for t%e program.

• Ensure t%e a$aila!ility of t%e $enue 'it% a"e&uate space an" proection e&uipment for t%e program.

F. ;%$&$*$3 7 ;$7*$3

Re$ie' t%e Training Re&uirement Plan an" t%e training sc%e"ules.

Re$ie' t%e training nee"s an" t%e nominations finalize".

Re$ie' t%e resources re&uirement an" t%eir a$aila!ility

G. E'$* C$*%$

<1







Softpro Systems Inc

G. E'$* C$*%$

Training %as !een complete".

H. 3 37*2

Atten"ance S%eet3s4

Training Programme Participants fee"!ac/ form.Summary of t%e =ee"!ac/.

=aculty fee"!ac/ form.

Training E$aluation S%eet.Training ,aterial 3Prepare"0#p"ate"4.

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Softpro Systems Inc

6. PERFORMACE APPRAISAL METHODS AND THE METHOD THE FOLLOED IN

SOFTPRO S"STEMS INC

I*37*$3 *3 P%&3% A$2>

T%e purpose of t%e appraisal process is to inform employees of %o' t%ey are "oing an" %o' t%ey

can impro$e t%e &uality of t%eir performance.

Properly con"ucte" performance appraisals are moti$ational an" %elp employees gro' an""e$elop.

Preparing for an" con"ucting performance appraisals are among t%e most important t%ings a

super$isor "oes

# A$22 A% I3**

Recognize Accomplis%ments

Dui"ing progress Impro$ing performance

=or organization to !e successful- all of us nee" to !e a!le to perform to t%e !est of our a!ilities. Fe

can only "o so if 'e %a$e a"e&uate fee"!ac/ an" clearly "efine" goals. Performance appraisals are

an essential tool for accomplis%ing t%ese tas/s. T%ey offer a formal an" official 'ay to:

R%3/$=% 3$2#%*2>

E$ery company 'ill "efine recogniza!le accomplis%ments "ifferently- !ut its important to %a$e a

re'ar" system in place.

G$7% %3%% 3/%22>

Effecti$e performance appraisals continue to refine t%e initial o! "escription of '%at is e?pecte" ofemployees as t%ey learn ne' s/ills an" gain e?perience.

I3+$/ %&3%.

F%et%er ma/ing goo" performance !etter or correcting poor performance- performance appraisals

are an important step in i"entifying t%e situation an" laying out t%e course for

Impro$ement.

Re$ie'ing performance

Setting goals

I"entifying pro!lems +iscussing career a"$ancement

Performance appraisals also pro$i"e t%e opportunity to: Re$ie' %o' 'ell employees %a$e met o! re&uirements an" goals.

Set ne' performance goals- inclu"ing a""itional responsi!ilities.

I"entify areas in '%ic% performance nee"s to !e impro$e".

+iscuss career a"$ancement- inclu"ing training opportunities an"

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Softpro Systems Inc

Appraisal (enefits:

Appraisals offer t%e company: +ocumentation

Employee "e$elopment

=ee"!ac/ egal protection

,oti$ation system

A$22 3&&% %3%%2:

+irection

=ee"!ac/ Input

,oti$ation

Performance appraisals offer many of t%e same !enefits to employees- inclu"ing:

Clear "irection in t%eir 'or/ regar"ing '%ats e?pecte" of t%em an" of t%eir role in t%e companyso$erall goals

A regular outlet in '%ic% to recei$e fee"!ac/ on performance an" e?pectations

A regular time in '%ic% to gi$e input on t%eir o!- t%eir "epartment- or t%e company ,oti$ation to perform t%eir !est !ecause t%ey /no' t%ey 'ill !e recognize" an"0or re'ar"e"

A$2 F32

+efining performance e?pectations +escri!ing measurement tools

#sing a rating system

Co$ering specific e?amples Setting measura!le goals

In or"er to !e most effecti$e- performance appraisal forms nee" to !e 'ell constructe" an" easy toun"erstan". T%ey s%oul" inclu"e t%e follo'ing items.

Fell6"efine" performance e?pectations in areas t%at inclu"e a"apta!ility- communication s/ills-

cooperation- "epen"a!ility- initiati$e- inno$ation- o! /no'le"ge- organization- pro"ucti$ity- an"&uality of 'or/

Clearly "escri!e" measurement tools A concrete rating system

Space to 'rite "o'n specific o! e?amples

A section for setting timely- measura!le performance goals ,easure Performance

P3%22 3& $2>

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Softpro Systems Inc

Step): I"entifying criteria for assessment

Step 1: Preparing an appraisal report

Step <: Carrying out an appraisal inter$ie'

Step 2: T%e assessors super$isor re$ie's t%e report

Step 5: Preparing an" implementing an action plan

Step 7: =ollo'ing up t%e progress of action plan

A$2 T%#$%2>

. O+% 22%22%*>

In t%is tec%ni&ue t%e managers 'rite in narrati$e from t%eir u"gments a!out t%e appraises.

<. G$7%7 22%22%*>

In t%is met%o" assessors are re&uire" to comment on a num!er of specifie" c%aracteristics an" performance elements. T%is met%o" is more precise !ut still rat%er $ague

. G7$/>

T%is is also calle" as rating scale met%o" '%ere t%e managers are as/e" to select a le$el of

"egree to '%ic% an in"i$i"ual in &uestion "isplays t%e gi$en c%aracteristic

B%#+$3 $$7%* %*#372>

T%is tec%ni&ue "epen"s on employee !e%a$ior '%ic% "epen"s upon t%e unsuccessful an" successful

o! !e%a$ior of t%e in"i$i"ual '%ic% is reporte" !y t%e manager

R%2* 3$%*%7 2#%%2>

T%is tec%ni&ue re$ie's performance against specific targets an" stan"ar"s of performanceagree" in a"$ance !y manager an" su!or"inate toget%er

M%2%%* 22*%2 %%7 *3 <%>

Specific =air

Consistent

Clear #seful

T%ere are many 'ays to measure performance- !ut t%e main t%ing to remem!er is t%at t%e moreo!ecti$e t%e measurement- t%e !etter.

#sing specific rating scalesK'%et%er num!ers or termsK'%en assessing performance.

#sing a system t%at is fair an" fle?i!le in assessing 'or/place situations

An" performance.

<;



Softpro Systems Inc

(eing consistent in using t%e same measurement systems for all employees.

,a/ing sure t%e measurement system is clear a!out '%at is !eing measure". Also ma/e sure it is

un"erstoo" !y all employees. ,easurements nee" to !e a useful tool t%at ena!les you to gi$e a meaningful assessment as 'ell as

ena!ling employees to /no' e?actly %o' t%eir performance measures up.

M%2$/ %&3% S2*%2 <%>

Numerical

Te?tual ,anagement !y

O!ecti$e 3,(O4

(e%a$ior oriente"

One of t%e most common rating scales is numerical !ecause num!ers are percei$e" to !e t%e most

o!ecti$e. Its a goo" i"ea to also attac% 'or"s "escri!ing '%at eac% num!er means- %o'e$er- to

ma/e sure t%e num!ers are use" consistently. =or e?ample- on a ) to 5 scale- ) coul" mean L'ell

!elo' stan"ar"-M < means Lmeets stan"ar"s-M an" 5 meansL'ell a!o$e stan"ar".M

,easurement terms can also !e use" as long as t%ey are specific- meaningful- an" "istinct from oneanot%er. A typical sprea" goes from LunsatisfactoryM t%roug% LsatisfactoryM to Loutstan"ing.M

,anagement !y O!ecti$es 3,(O4 is a system of ratings t%at measure %o' 'ell an employee

reac%e" specific goals or o!ecti$es- suc% as pro"ucing ? num!er of pieces per s%ift or ma/ing ?num!er of calls per %our.

Systems can also measure effort or results 'it% !e%a$iors you can o!ser$e an" trac/- suc% as

atten"ance or initiati$e.

S%* G32

(ase" on o! re&uirements

Realistic ,easura!le

O!ser$a!le

C%allenging Prioritize"

Since goal6setting is central to an effecti$e performance appraisal- its crucial to get it rig%t.

Performance goals s%oul" !e set 'it% employees an" meet t%e follo'ing criteria. Doals must !e !ase" on actual o! re&uirements. #se t%e o! "escription '%en setting performance

goals.

Doals must !e realistic an" ac%ie$a!leKot%er'ise t%ey 'ill frustrate rat%er t%an moti$ateemployees. T%ey s%oul" account for c%anging con"itions an" priorities.

T%ey must also !e measura!le- '%ic% means t%at t%ey are specific an" practical.

Doals nee" to !e o!ser$a!le in any num!er of areas- inclu"ing time spent or results pro"uce". Doals must remain c%allenging. T%ey nee" to e$ol$e 'it% time. Once pre$ious stan"ar"s are met-

raise t%e !ar.

Doals must !e clearly prioritize" so t%at employees /no' '%ic% are most important to you an" t%e

organization.

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Softpro Systems Inc

E3%% I*

Employees ta/e an acti$e role Setting goals

+esigning action plans

I"entifying strengt%s an" 'ea/nesses Employees participate in t%e performance appraisal meeting

=or t%e performance appraisal process to !e most effecti$e- you nee" to get your employees in$ol$e"

from t%e !eginning. Employees must !e encourage to ta/e an acti$e role in

Setting t%eir performance goals

+esigning t%e action plans to %elp t%em ac%ie$e t%eir goals

I"entifying t%eir professional strengt%s an" 'ea/nesses- an" gi$ing t%eir input a!out %o' toimpro$e t%ese i"entifie" areas of t%eir performance

Employees also nee" to !e $ery in$ol$e" in t%e performance appraisal meeting from preparation

t%roug% t%e final report. Employees are muc% more fully in$este" in t%eir performance '%en t%ey

play a large part in "esigning an" gui"ing

Preparation for performance appraisals in$ol$es !ot% t%e employer an" employees. Employees nee"to prepare for t%eir performance appraisal meeting !y:

Re$ie'ing t%eir performance "uring t%e e$aluation perio" as o!ecti$ely as possi!le- consi"ering

t%eir ac%ie$ements an" %o' 'ell t%ey %a$e met t%eir goals.

T%in/ing a!out ne' performance goals for t%e ne?t e$aluation perio".

aying out agen"a

Tal/ing a!out money Encourage input

Di$e goo" ne's first

As/ trainees %o' t%ey typically start an appraisal meeting an" putEmployees at ease- encouraging in$ol$ement. Ha$e t'o $olunteers role6play

T%e opening of an appraisal meeting.

P%&3% $2 *%#$% &33%7 $ S3&*3 S2*%2 I>

T%e performance appraisal tec%ni&ue '%ic% is follo'e" in Softpro systems is t%e Dra"ing met%o"t%e managers are as/e" to select a le$el of "egree to '%ic% an in"i$i"ual in &uestion "isplays t%e

gi$en c%aracteristic

2



Softpro Systems Inc

8. PER=OR,ANCE APPRAISA =OR,

2)



Softpro Systems Inc 21



Softpro Systems Inc 2<












Softpro Systems Inc

8. MOTI;ATIONAL THEORIES

;$32 3*$+*$3 *#%3$%2 %

). oc/es goal setting t%eory of moti$ation

1. Grooms t%eory<. ,cClellan" t%eory

2. Hertz!erg t%eory

5. ,aslo's t%eory7. T%eory an" T%eory >

L3%2 G3 2%**$/ *#%3

Doal6setting t%eory states t%at in"i$i"uals ma/e calculate" "ecisions a!out t%eir "esire"

goals.

Once in"i$i"uals "etermine t%e goals t%ey inten" to ac%ie$e t%ese goals an" intentions "irectan" moti$ate efforts to attain t%em.

T%us- setting goals affects !e%a$ior of t%e in"i$i"uals an" t%eir o!6relate" performance. As people 'or/ on a tas/ t%ey compare t%eir current performance 'it% t%e goal. Self6

e$aluations of progress strengt%en self6efficacy an" sustain moti$ation.

Doals t%emsel$es are not reinforcing. T%e moti$ation to 'or/ %ar"er comes from t%e"issatisfaction 'it% "iscrepancies !et'een '%at 'as ac%ie$e" an" '%at 'as originally %ope"

for. T%e "iscrepancies moti$ate people to 'or/ %ar"er ne?t time.

Effecti$e goal setting re&uires t%at people set a long6term goal- !rea/ it into s%ort6term-

attaina!le su! goals- monitor progress an" assess capa!ilities- a"ust t%e strategy an" goal asnee"e"- an" set a ne' goal '%en t%e present one is attaine".

T%is multi6step plan is a /ey to promoting %ealt%ier %uman functioning- %ig%er moti$ation

an" percei$e" self6efficacy- an" self6regulate" learning an" performance across t%e lifespan.

;332 T#%3>

E?amines moti$ation from t%e perspecti$e of '%y people c%oose to follo' a particular

course of action. T%ere are t%ree $aria!les '%ic% %e calls Galence- E?pectancy an"

Instrumentality.

T%is t%eory of moti$ation is not a!out self6interest in re'ar"s !ut a!out t%e associations people ma/e to'ar"s e?pecte" outcomes an" t%e contri!ution t%ey feel t%ey can ma/e

to'ar"s t%ose outcomes.

Galence is t%e importance t%at t%e in"i$i"ual places upon t%e e?pecte" outcome of asituation.

E?pectancy is t%e !elief t%at output from t%e in"i$i"ual an" t%e success of t%e situation are

lin/e"- e.g. if I 'or/ %ar"er t%en t%is 'ill !e !etter. Instrumentality is t%e !elief t%at t%e success of t%e situation is lin/e" to t%e e?pecte" outcome

of t%e situation- e.g. it@s gone really 'ell- so I@" e?pect praise

28



Softpro Systems Inc

MC%7 *#%3>

Eac% of us %a$e t%ree fun"amental nee"s t%at e?ist in "ifferent !alances. T%ese affect !ot% %o''e are moti$ate" an" %o' 'e attempt to moti$ate ot%ers.

N6ac%: Nee" for ac%ie$ement:

See/s ac%ie$ement- attainment of goals an" a"$ancement. Strong nee" for fee"!ac/- sense of accomplis%ment an" progress

N6affil: Nee" for affiliation:

Nee" for frien"s%ips- interaction an" to !e li/e". N6po': Nee" for po'er

Strong nee" to lea" an" to increase personal status an" prestige.

Ac%ie$ement moti$ate" people set goals t%at are !alance" !et'een c%allenge an" realism.

T%ey feel t%ey can influence goals '%ere t%ey feel t%at t%ey can influence t%e outcome. An ac%ie$ement moti$ate" person sees t%e ac%ie$ement of a goal as t%e re'ar" it is more

satisfying t%an praise or monetary re'ar".

,oney is t%e fee"!ac/. T%is i"ea of fee"!ac/ is essential to t%e ac%ie$ement moti$ate" person. ,oney is seen as goo" only in t%at it is seen as a measure of t%eir ac%ie$ement.

=ee"!ac/ nee"s to !e informati$e to ena!le t%em to use it to impro$e t%eir ac%ie$ement.

In a""ition t%ere is an element of competition 6 it is important for t%e in"i$i"ual to !e a!le tocompare t%eir ac%ie$ement against ot%ers.

T%e /ey "ifferentiator !et'een t%is group an" ot%ers is t%at ac%ie$ement moti$ate" people

fre&uently spen" time t%in/ing %o' t%ings coul" !e impro$e"

H%*=<%/ T#%3>

T%eory of moti$ation !ase" on t%e i"ea t%at some factors moti$ate an" some "emoti$ate. Hygiene factors are !asic an" inclu"e interpersonal relations%ips- 'or/ con"itions- salary-

status- promotion- free"om of speec% etc

,oti$ation factors inclu"e t%ings suc% as c%allenging 'or/- ac%ie$ement- opportunity an"gro't%- self6learning- an" crucially 'or/ itself.

Hygiene factors cause" "issatisfaction !y t%eir a!sence- !ut "i" not cause moti$ation !y t%eir

increase" presence.

M23 T#%3>

Some nee"s are $ery fun"amental- li/e 'armt% or foo"- an" some are less fun"amental li/e

t%e nee" for a !eautiful en$ironment

2;



Softpro Systems Inc

T%e crucial point is t%at you 'ill al'ays e?perience nee"s furt%ermore- t%e nee"s

e?perience" are "epen"ent on t%ose alrea"y fulfille" 6 %ence %ierarc%y of nee"s

29



Softpro Systems Inc

T#%3 ? 7 T#%3 "

+ouglas ,c Dregor an American social p%ysiologist propose" t%is famous T%eory > in infamous !oo/ LT%e Human si"e of EnterpriseM- %e sai" t%at t%eory > 'as t%e prefera!le mo"el an"

management met%o"

Theory X Theory Y

Assumptions

Humans inherently dislike working and will tryto avoid it

People view work as being as naturalas play and rest. Humans expend thesame amount of physical ad mentaleffort in their work as in their private

lives

Because people dislike work, they have to becoerced or controlled by management and

threatened so they work hard enough

Provided people are motivated, theywill be self directing to the aims of theorganizattion.Control and punishment

are not the only mechanisms to let

people perform

verage employees want to be directed!ob satisfaction is key to engaging

employees and ensuring their commitment

people don"t like responsibility

People learn to accept responsibiltyand seek responsibiltiy,average

humans under proper conditions, willnot only accept, but even naturally

seek responsibilty

verage humans are clear and unambiguousand want to feel secure at work

People are imaginative and creative,#heir ingenuity should be used to

solve problems at work

Application

$hop floor, mass manufacturing, productionworkers

Professional services, knowledgeworkeres,managers and professionals

Conductive to

%arge scale efficient operations&anagement of professionals,

participative complex problem solving

Management

style uthoritarian, hard management Participative, $oft management

L3%2 /3 2%**$/ *#%3 3& 3*$+*$3 $2 &33%7 $ 23&*3 22*%2 I

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Softpro Systems Inc

9. DETERMINATION OF AGES AND SALARIES,COMPENSATION IN SOTPRO

S"STEMS INC

:% T%2 $ C3%2*$3 /%%*>

commissionA commission is compensation !ase" on a percentage of sales in units

or "ollars.

competency'basedpay

combination of skill'based, knowledge'based, and credential'based pay.

cost'of'livingad(ustment )C*%+

age increase or decrease pegged to the rise and fall in the cost'of'livingindex

differential piece rate

)#aylor plan+

piecework plan that pays on the basis of two separate piecework rates- onefor those who produce below or up to standard and another for those who

produce above

feedback payBased on aligning pay with strategic business ob(ectives and then

establishing a direct connection between the (ob

gain sharing plansCompanywide group incentive plans that, through a financial formula for

distributing organization'wide gains,

guaranteed annualwage )+

plan in which the employer guarantees the employee a certain number of weeks of work at a certain wage after the worker has passed a probation

period

knowledge'basedpay

/nowledge'based pay rewards employees for ac0uiring additional knowledgeboth within the current (ob and in new (ob categories.

&erit pay1ndividual pay increases based on the rated performance of the individual

employee in a previous time period.

open system pay system where pay ranges and even an individual2s pay are open to the

public and fellow employees.

pay compression situation in which employees perceive too narrow a difference between their

own pay and that of their

production bonussystem

n individual incentive system that pays an employee an hourly rate plus abonus when the employee exceeds the standard

Profit sharing plansProfit'sharing plans distribute a fixed percentage of total organizational profit

to employees in the form of cash deferred bonus amounts.

$alary Pay calculated at an annual or monthly rate rather than hourly

5)



Softpro Systems Inc

secret system compensation system where pay is regarded as privileged informationknown only to the employee, the supervisor, and staff employees such as

H3& and payroll

severance pay n income bridge from employment to unemployment and back to

employment, provided by some employers.

skill'based pay n alternative to (ob'based pay that sets pay levels on the basis of how many

skills employees have or how many (obs they can do.

spot gain sharing gain sharing system that focuses on a specific problem in a specific

department rather than on performance improvements for the wholeorganization

standard'hour plan n individual incentive plan that sets wages on the basis of completion of the

(ob or task in some expected period of time.

straight piecework

n individual incentive plan where pay fluctuates on the basis of units of

production per time period.

suggestion system formal method of obtaining employees2 advice for improvement in

organizational effectiveness4 it includes some kind of reward based on thesuccessful application of the idea.

supplementaryunemploymentbenefits )$5B+

#he employer adds to unemployment compensation payments to help theemployee achieve income security

total compensation

approach

#otal compensation is made up of base pay, variable pay, and indirect pay

)benefits+.

variable pay

ny compensation plan that emphasizes a share focus on organizationalsuccess, broadens the opportunities for incentives to nontraditional groups

)such as no executives or non'managers+, and operates outside the base payincrease system

age Pay calculated at an hourly rate

51



Softpro Systems Inc

Fay %o' 'ages an" salaries are "etermine" in Softpro Systems Inc

) . D%*%$*$3 3& $7$+$7

. 7$&&%%*$2 % <2%7 3>

In"i$i"ual "ifferences in e?perience- s/ills- performance

E?pectations t%at seniority an" %ig%er performance "eser$e %ig%er pay

B. %232 &3 #332$/ *3 %3%%2 * 7$&&%%* *%2 &3 73$/ *#% 2% 3< $7%>

Pay "ifferentials allo' firms to recognize t%at "ifferent employees performing t%e same o! ma/e

su!stantially "ifferent contri!utions to meeting organizational goals

+ifferentials allo' employers to communicate a c%ange" emp%asis on important o! roles- s/ills-

/no'le"ge- etc

+ifferentials pro$i"e organizations 'it% an important tool for emp%asizing norms of t%e enterprise'it%out %a$ing employees c%ange o!s

'it%out "ifferentials- t%e pay system $iolates t%e internal e&uity norms of most employees-re"ucing employee satisfaction 'it% pay an" ma/ing attraction an" retention of employees more

"ifficult

pay "ifferentials allo' firms to recognize mar/et c%anges !et'een o!s in t%e same gra"e 'it%outre&uiring a maor o$er%aul of t%e '%ole compensation system

. M%*#372 3& P%*

. &* *%

Single rate in unionize" firms 3treating e$eryone e&ually4

<. %3/$=$/ $7$+$7 7$&&%%%2

assumes 'or/ers are not interc%angea!le0e&ually pro"ucti$e

C. %* &3 *$% 3%7

i. 'age 3calculate" on %ourly !asis4

ii. Salary 3calculate" on mont%ly0annual !asis4

P 72*%7 72 *#3/# &3 *%2 3& $%2%2>

5<



Softpro Systems Inc

Deneral across6t%e6!oar" increase

,erit increase Cost6of6li$ing6a"ustment 3COA4

Seniority

D.+$<% > $%*$+% 3%2*$3

!ase" on s%are" organizational success

A$aila!le to nontra"itional groups operates outsi"e !ase pay

Plans nee" to !e !ase" on clear goals- unam!iguous measures

:% 7%2$/ &*32 %%7 *3 $7%>

,anagement support Employee acceptance

Supporti$e organizational culture 3team'or/- trust4 timing 3minimal ris/ of economic "o'nturn4

T3* 3%2*$3 3# $7%2>

Garia!le pay puts a percentage of employee@s payc%ec/ at ris/

Pay rate 'ill not rise a!o$e lo'er !ase pay if goals aren@t met

=le?i!ility can !e !uilt into t%e system of total compensation (ase pay: matc%e" closely 'it% t%e competition

Garia!le pay: met%o"s li/e gain s%aring- lump6sum !onuses

In"irect pay: li/e !enefits

E. %$* $%*$+%2

Stu"y s%o's merit nee"s to !e 768Q less 3unmoti$ate"4 more 3"emoti$ate4

I *$% %$* 22*%2 &$ <%2%>

Employees fail to ma/e t%e connection !et'een pay performance

Secrecy of re'ar" is percei$e" !y ot%er employees as ine&uity

Size of merit a'ar" %as little effect on performance

F. $7$+$7 $%*$+%2

Straig%t piece'or/

+ifferential piece rate

Stan"ar" %our plan

Pro"uction !onus system

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Softpro Systems Inc

Straig%t sales commission

Gariation

3Salary plus commission43Salary plus "ra'4

G. *%@/3 $%*$+%2 (2%7 #% >)

T%ere is a strong "epen"ence among in"i$i"uals in a group

It is %ar" to "etermine '%ic% in"i$i"ual is responsi!le for t%e le$el of Ac%ie$ement !ecause of

interrelate" 'or/

T%e organization 'is%es to reinforce team'or/- group planning an" pro!lem Sol$ing

#. 3/$=*$3-$7% $%*$+%2

i. suggestion systems

ii. gain s%aring incenti$e plan

Scanlon plan

Ruc/er plan ImproS%are

Fins%aring

iii. spot gain s%aring

i$. profit6s%aring incenti$e plan

incoln Electric plan

Cas% "eferre" !onuses

I. 3%2#$

+efine" contri!ution plans $s. "efine" !enefits

J. %3%-<2%7 (*%*$+% *3 3<-<2%7 )

i. s/ill6!ase" pay 3!rea"t% of s/ills4 ii. /no'le"ge6!ase" pay 3"ept% of s/ills4

iii. cre"ential6!ase" pay 3&ualification "epen"ent4

i$. =ee"!ac/ pay 3fulfill strategic goals researc% !onus e?. N+S#4 $. competency6!ase" pay 3s/ills /no'le"ge traits moti$es4

55



Softpro Systems Inc

:. %'%*$+%

i. e?ecuti$e salaries ii. (onuses

iii. Stoc/ options

i$. E?ecuti$e per&uisites

E?ecuti$e pay pac/age "epen"ent on comparati$e performance

P 7%2$/ #2 &$+% 7%$/ $$%2>

i. compensation committees consist of stoc/%ol"ers "irectors '%o lin/ CEO

Compensation to s%are%ol"er returns

ii. $aria!le performance6!ase" pay is emp%asize" o$er guarantees 3!onuses4

iii. CEOs are encourage" to in$est in company stoc/ 3stoc/ options4

i$. Performance yar"stic/s are lin/e" to actual /ey pro"ucti$ity in"ices or to Competition

$. CEOs are %el" responsi!le for cost of capital- forcing t%em to loo/ for

Ge%icles of gro't% rat%er t%an amassing 'ealt%

. I22%2 $ C3%2*$3 A7$$2**$3

A. pay secrecy or openness(. pay security

guarantee" annual 'age 3DAF4 Supplementary unemployment !enefits 3S#(4

COAs

Se$erance pay

c. pay compression

S3*$32 &3 3%22$3

re6e?amining %o' many entry6le$el people are nee"e"

reassessing recruitment itself focusing on t%e o! e$aluation process emp%asizing performance

!asing all salaries on longe$ity

gi$ing first line super$isors t%e aut%ority to recommen" e&uity a"ustments for $ictims of paycompression

57



Softpro Systems Inc

(i!liograp%y:

). '''.softprosystems.com

1. eportal.softprosys.com

<. '''.google.com2. Softpro systems Inc- Hitec% city- Hy"era!a"

5. Class Notes an" sli"es

7. Nat'ar S%arma- HR Hea"6Softpro systems8. San"%ya Rani- HR6E?ecuti$e6 Softpro Systems

;. iran- Asst ,anager R,D6Softpro Systems

9. '''.sugar6crm6softprosys.com). '''.netm!a.com

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Documents

Assignment on Role of Human Resource in an Organization