A

Proposal

For

Master of Philosophy

Under Supervisionof

Dr M G Hiremath, Professor Department of Management & Commerce

Karnatak University, Dharwad

Submitted by

Shivani Thakur

Mohali, Punjab

Reg. No. 80182811100109

In fulfillment for the award of MPhil degree in Management

CMJ UNIVERSITY

Modrina Mansion Laitumkhrah Shillong July -2011 to 2012

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CERTIFICATE

This is to certify that the Dissertation submitted by Shivani Thakur Enrolment No.80182811100109

Dr M G Hiremath, Professor, Department of Management & Commerce, Karnatak University, Dharwad under my guidance and supervision in partial fulfillment of Master of Philosophy in Management. This dissertation has not been previously formed the basis for the award to the candidate of any Degree, Diploma, Associate ship, Fellowship, or similar title in this university or in any other university.

Place: Research Supervisor

Date: Seal:

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Acknowledgment

No dissertation is created by an individual. Many people involved in the dissertation and each of their contribution has been valuable. Their contribution will be remembered forever. I also take the privilege to record our deepest appreciation and heartiest thanks to “Priyanka Roy” whose constant guidance was unbounded source of inspiration for us and invaluable expert suggestions at crucial junctures set us thinking on right track.

We own our regards to the entire faculty of the department of Management from where we have learnt the management and whose informal discussions and able guidance was a light for me in the entire duration of this work.

We would also like to thank our team members who worked with us and our combined efforts lead to the completion of the project.

We are very thankful to our parents who are always used to encourage us.

With sincere regards

Shivani Thakur

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DECLARATION

I, hereby declare that the Dissertation entitled “HR Planning and Organizing of Ably Soft Pvt. Ltd. IT Company” at CMJ University has been undertaken by me for the award of M.Phil in Management. I, also declare that this dissertation has not been previously formed the basis for the award to the candidate of any Degree, Diploma, associate ship, fellowship or similar title in this university or any other university.

Date:

Place:

Signature:

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CONTENTS

Page No

i) Introduction of the Title of Dissertation ……………………………………………………………………………… 1

ii) Certificate…………………………………………………………………………………………………………………………..2

iii)Acknowledgement………………………………………………………………………………………………………….….3

iv)Declaration…………………………………………………………………………………………………………………………4

1. Chapter ……………………………………………………………………………………………………………………………..8

1.1. About the Ably Soft…………………………………………………………………………………………………………………..10

1.2. What makes us the best website design……………………………………………………………………………………11

1.3. Today market challenges

1.4. Our mission

1.5. Belief & Ethos

1.6. Quality policy

1.7. Scope of career

1.8. Rules and regulations of Ably Soft

2. Chapter

2.1. Introduction of HR

2.2. Role of HR in Today Business World

2.3. Role of HR Manager in Company/ Organization

2.4. Key Responsibilities of HR Manager

2.5. The Importance of HR Policies & Practices Strategy

2.6. Duties of HR Manager

2.7. Managing Resources

2.8. Leadership

3. Chapter

3.1. Managing Performance

3.2. Introduction of Performance Appraisal

3.3. Definition of Performance Appraisal

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3.4. Performance Management Process

3.5. Techniques for assessing Performance

3.6. Performance Manager’s Responsibilities

4. Chapter

4.1. Workplace Coaching –Staff Development

4.2. What is Coaching

4.3. What Coaching Isn’t

4.4. Why Workplace Coaching work

5. Chapter

5.1. Organizational Awareness

5.2. Career Planning

5.3. Steps to developing a career plan

5.4. Evaluation yourself

6. Chapter

6.1. Personnel Administration

7. Chapter

7.1. Employee Counseling

7.2. Definition

7.3. Benefits

7.4. Outcomes

8. Chapter

8.1. Recruitment and Selection Policy

9. Chapter

9.1. Performance Management

9.2. Definition

9.3. Training Development Policy

9.4. Leaves

10. Chapter

10.1. HR Planning

10.2. Introduction

10.3. Developing HR Plan

10.4. Forecasting hiring needs

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10.5. Employment arrangement

10.6. Succession Planning

10.7. Non- Family Succession

10.8. Family Succession

10.9. Creating a Personnel Management

11. Chapter

11.1. Research Methodology

12. Data Analysis

13. Finding

14. Suggestion

15. Conclusion

16. Bibliography

17. Appendix

Questionnaires

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Chapter 1

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Introduction of the Company

Ably Soft Pvt. LtdMr.Manish BhallaCEO/Founder

No of Employees- 60 to 70Location of the Organization

Head Office Ably Soft Pvt. Ltd.SCF-29, Phase-9Industrial Area, Near Phillips FactoryMohali, PunjabIndia

Faridabad Branch Office Address:TA-14, Third FloorCrown Plaza, Delhi-Mathura RoadFaridabad-121007Haryana

Shivani ThakurHR Executive in Ably Soft Pvt. Ltd.

About the Ably Soft Pvt. Ltd.

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Initiated in the year 2004 by Mr. Manish Bhalla, Ablysoft is a frontrunner in creating breakthrough and comprehensive web solutions to businesses who urge to make it Fat online and well, as we always say, quite a Bit! We are here to become your business’ spine and walk with it to the zenith. Are you up for it? We are….

A website is worth being online if it can convert casual browsers into regular buyers. So in plain words, you got to be good! It’s about that little edge that can throw your business from the pile to the pinnacle. All you need is an expert web solutions programme that will help your business reach top of the game. Agree? So you are on the right page and with the right companion for your online business.

Why Ably Soft

We are adamant onto offering you the most optimal web solutions for your unique business needs. Ablysoft gives you complete authority and prerogative to draw the maximum from our experience, expertise and excellence. As we surpass your expectations, we are dedicated to make your online business unsurpassed. Now that we are on the same page, and while quite literally, we give you several reasons to believe in us more and know us enough.Our professional team experts believe in rendering maxeffect, before, while and after the job. So you have constant assistance and involvement. Feel free to add your inputs. We never let you feel left out, for we believe in personalized attention. Every client is important for us and we take care of every project and client equally. We ensure you fast Loading pages, consistent navigation, excellent content management, effective branding and perfect timing. Quick turnaround.

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WHAT MAKES US THE BEST WEBSITE DESIGNERS

What is Website Design?

In order to fully understand what makes any website designers the best, you must fully understand what website design is and what the purpose of the process is. Much like any other service, you really don't know if something is the best until you know what to expect. Web design is the process of creation and development of a website through the use of attractive content and easy user interface. What is the point? The whole purpose of website design is to create a user-friendly, interactive, and appealing website for consumers to utilize in search of products and services. Not everyone can do it, as it is like any other function taking a special skill and knowledge of web elements and capabilities. Getting the best website design would certainly comprise of various up-to-date technologies and techniques used to create an attention-grabbing, consumer-friendly site, while remaining within a decent price.

Content Creation

The best website designers will generally provide top quality content creation and development. The content within the site is essential to the flow of the navigation and readability for the users. Visual graphics aiding the flow and comprehension of the text content allows the most up-to-date technologies to advance a site for optimal viewing. The best web designers can create a work of art, compiling quality visual, audio, and text components; always incorporated with SEO of course. The layout, theme, and site navigation is quite important for the overall user experience which heightens the need for organized and strategically placed elements to perform these functions and purposes.

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Expansion Potential

The best designers are fully aware that the client is the main component of the actual site design process. What does this mean? The best site design should include various elements based on inputs of the client. Not only should the elements be reflective of the client, but the actual design should support growth as the client decides to add onto the site. Many webmasters are constantly adding pages, increasing information, or increasing inventory; whatever the case may be, the best site design will contribute to future expansion of the site.

SEO

The best designers are well aware of updated technologies and strategies for optimal site design. Getting the best incorporates strong and well implemented search engine optimization. Since SEO should begin during the initial creation and development of the site, the best designers can incorporate the best and most effective SEO strategies and techniques. This will include placement of proper keywords and the use of various SEO enhancements such as:

Title tag optimization Title Optimization Description Optimization Robot tag optimization Image attribute and link attribute optimization Use of site maps Use of anchor text and back linking

No matter what industry the site is focused in or the product or service provided, the best website designers are able to optimally design a site for effective distribution and internal, organic promotion.

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The Best Website Designers

What truly makes a web designer the best? The best website designers are highly skilled, trained, and knowledgeable experts with several years of top quality experience. Not only do the best designers incorporate their clients into their website design processes, but they also incorporate the market of the business the website is promoting, as well as the target audience. Bringing top quality and strongly honed skills, top web designers typically provide a greatly attractive site that is appropriate for the audience. The content should typically contain high quality graphics and strong placement, allowing a clear and easy flow of the pages. Not only should the page be fresh and highly organized, each page should flow unto the next, with excellent navigation throughout the site and supreme user-friendliness for optimal interaction.

Cost-Effective Services

Cost-effectiveness of the best designers will reflect savings without decreasing quality. Cheaper services should not be cheap in quality; cheaper services should save money on the same level or better quality. What does this mean? If you find a website designer that claims to be the best, the price should be low while the services high in quality. The savings should reflect integrity, not decrease in service quality. To find those that offer the best services with a low price is truly a valuable find.

Best Consumer Interaction

The best website designers implement optimal consumer interaction. The use of various elements such as shopping carts, contact forms, forums, blogs, etc. greatly enhance the overall experience of visiting the site and actually promotes longer lasting relationships between the webmaster and the viewers. Through the use of member adding elements, the relationship

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becomes even stronger, thus enhancing the duration of stay with the website. What does this matter? The longer-term consumers generally can generate a higher and steadier revenue stream than with short-term or one-stop consumers. This means that as consumers become regular customers of the web shop, there is more potential for a broader and more long-lasting consumer base.

Ably Soft: Business Enhancement Solutions for Today's Market Challenges

Whether you’re just getting started or looking for something better, AblySoft Solutions knows how to move your business expectations to the next level. With over 8 years of experience, our company offers cutting edge technology solutions in all areas of business software management and application. As our name implies, we are “able”: highly skilled and qualified in web development and design, IT consulting, business and content management, and SEO marketing.

We also know and concentrate on our strengths, software applications and management. Our “soft” solutions can solve the most difficult technology challenges for your business by customizing programs to enhance and showcase your site for the greatest positive exposure and most efficient operation. A “solution” is the answer to a problem, and we are confident that we have the knowledge, skills, tools, and affordability to be your best business problem-solver.

E-Marketing

Business marketing has entered a new era of internet marketing that has much broader reach than any other type of marketing. Internet marketing also involves a numerous methods through several platforms of various types. The massive influence of the internet has the potential to draft several leads and long-term consumers, as well as affiliates and sponsors of several different demographics also. Ably Soft offers optimal internet marketing methods tailored to search engine algorithms for the most effective measures. From the highest quality search engine optimization to various marketing platforms, Ably Soft provides the client with top ranking methods to ensure high visibility and web traffic.

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PPC Management

Conversion Rate Management

Post Click Marketing

Online Identity Management

Online Reputation Management

Website Diagnosis

Social Media Marketing

One of the pivotal business strategies in today’s times is marketing. With technology getting inflated at supersonic speed, social media marketing has evolved out to be the vogue for people across all ages. When it comes to businesses, social media marketing is as imperative as dreaming of recurring profits. Companies are going to great lengths to advertise and market their ideas, products and services these days and unlike obsolete marketing strategies, social media marketing has proved out to be a canny strategy to communicate your message across to the target audience. It is the process of marketing or promoting your business through social media channels like you tube, Facebook, twitter, Flickr, LinkedIn and the likes.

Blog

Bookmarking/Tagging

Content Aggregation

Virtual World

Online Video

Social Network

ABLYSOFT – OUR MISSION

We are adamant onto offering you the most optimal web solutions for your unique business needs. Ablysoft gives you complete authority and prerogative to draw the maximum from our experience, expertise and excellence. As we surpass your expectations, we are dedicated to make your online business unsurpassed. Now that we are on the same page, and while quite literally, we give you several reasons to believe in us more and know us enough.

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Our mission:

To provide agile, efficient, profitable and cutting edge business web solutions for your organization.

If you hold a different opinion on a concept than what’s been already contrived by us, we respect that and give you a fully customized web solutions application.

If you are sniffing for the best, rest assured you will get superlative with us. Ablysoft takes care of your wallet as well; so that you know what you are buying is worth it

from every tangent. Our professional team experts believe in rendering maxeffect, before, while and after the job.

So you have constant assistance and involvement. Feel free to add your inputs. To conquer even the complexities in the project. For that’s what a winner is about. To apply the most advanced and cutting edge technology into our methodologies to give you

extraordinary output. We never let you feel left out, for we believe in personalized attention. Every client is important

for us and we take care of every project and client equally. We ensure you fast Loading pages, consistent navigation, excellent content management,

effective branding and perfect timing. Quick turnaround Constant and impressive sales support

BELIEFS AND ETHOS

The doctrines practiced by an organization determine its success stretch. We at AblySoft believe in delivering high quality professional business solutions with a pinch of unstirred ethics, tinge of impeccable core values and a dash of unfathomable commitment. Our fundamentals are primarily based on powerful strategies, innovative methodologies, result driven partnership and a well organized work culture where every individual has the prerogative to manifest individual expression of their expertise. Our team of expert professionals are always committed to execute proficiency. 

Integrity, trust, transparency, respect, result oriented attitude, teamwork, ingenuity, and innovation are some of the core beliefs followed at AblySoft by all individual experts and we endure to upkeep these ideologies always. We strive to attain a strong international identity, hold a vision beyond primacy and a constant urge to prosper. AblySoft also firmly reckons on being a reliable and a fair business partner and offering comprehensive business assistance to all clients. Our cultural values, synergy across all operations, professional attributes, collaborative approach, creative inputs and innovation are some significant pillars to formulate

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the very foundation of our organization.

We believe in mission critical market defining solutions coupled with leading edge functionalities. AblySoft ensures you a distinguishable leg up on your value for money followed by prolific and efficacious product offerings as well.

We make your professional orbit so simple that you can business it your way!

QUALITY POLICY

Our Quality policy underpins our mission of delivering ‘step ahead’ excellence and consistent proficiency. High quality strategies are imbued in all processes, so that our solutions and services are of premium class. It is our constant quest to focus on supreme quality oriented management to deliver ‘numero uno’ products to our clients across all geographies.

Hence AblySoft is committed to:

Focus on defined quality objectives Consistent quality enhancement Satisfy our clients’ requirements and ensure total business compatibility Constant improvement in processes, products and services We believe in ‘doing it right the first time and forever’ Consistent market evaluation to keep exploring inventive operations Bettering team’s ingenuity Implement internal audits and accept customer evaluation Implement personnel training and constantly improving work culture

We diligently plan and execute each project; each project goes through following steps:

Project Scope Finalization Fabricating Project Scope Document for Technical Team Database Planning Drafts designing Revisions designing All Pages Design Finalization Programming Works Start Communication and Clarifications from client or project in charge at the other end Testing/Quality Control by Testing Department Final Review by Client

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Files delivered to client or setup at the server as per the directions received from client After sales/launch support for 12 months for bugs/errors found in our work

SCOPE OF CAREERS

Pursuing a career at AblySoft can be tremendously exciting and rewarding. If you are skilled and passionate about your craft, this is the professional destination for you. There’s immense opportunity for individuals to perfect their calibre and prosper their capacities. AblySoft Private limited gives an ever widening scope of growth during your stint in terms of remuneration and designation. We have spawned various new career avenues as well and are up for introducing inventive professional tangents constantly. .

We consistently devise new and innovative plans to get powerful projects and clientele to give our team of professionals an impressive exposure of a gamut of industry segments. AblySoft appreciates diligence, acute professionalism, timeliness, dedication, commitment and true expertise (we don’t mind if you have any newer attributes to offer). .

The management is looking for young brains, innovative skills set and passion driven attitude, and if you think you have these, you are perfect to join our crew!.

We would be pleased to welcome you aboard! .

Let’s make a difference, let’s bring a revolution, let’s bring it on!.

Services

1. Design@Web

Website Design for professional

Website Design for Small Business

Website Design for large business

Flash Intro Design

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Flash Animation

Flash Banner Designing

2. Corporate Identity

Logo Design

Letter Head Design

Envelop Design

Visiting Card

Banner Design

Album Design

3. EMarketing

PPC Management

Conversion Rate Management

Post Click Marketing

Online Identity Management

Online Reputation Management

Website Diagnosis

4. Software Development

Software Development

Online Shop/eCommerce

Content management System

Portal Development and Deployment

SaaS Development

Better Business Application

5. Search Engine Optimization

Title tag optimization

Title Optimization

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Description Optimization

Use Of Site Maps

Use of Anchor Text and Back Linking

Robot Tag Optimization

Rules and Regulations of Ably Soft

1. No employee shall indulge in sexual harassment which includes such unwelcome sexually determined behavior (whether directly or by implication) as:

a. physical contact and advances;b. a demand or request for sexual favors;c. sexually colored remarks;d. showing pornography, ande. Any other unwelcome physical, verbal or non-verbal conduct of sexual nature.

2. Office timing: 10.00 AM to 7.30 PMa. Lunch Time: 30 Minutesb. You are required to devote minimum 8.5 hour for productive works.c. Office IN time should not be later than 10.30am. Else company reserves the right

to mark Half Day Leave OR Full Day Leave depending upon your IN and OUT time.

d. If you spend office time in your personal tasks/talks/leisure activities - you shall be taking responsibility to devote extra time to official work accordingly to compensate for the time spent in personal affairs.

3. Notice Period For Resignation:Employees are supposed to serve 60 days notice period. Incase any employee don't serve above required notice period, company will not issue any acceptance of resignation, experience letter and any other required relieving document to concern employee.

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Chapter 2

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Introduction of HR

Human Resource

Meaning:

Human resource is of paramount importance for the success of any organization. It is a source of strength and aid. Human resources are the wealth of an organization which can help it in achieving its goals. Human resource management is concerned with the human beings in an organization. Human resource is the total knowledge, abilities, skills, talent ant aptitudes of an organizations work force. Human management is that process of management which develops manages the human elements of an enterprise.

Human resource management is the organizational function that deals with issues related to people such as compensation hiring, performance management, organizational development, safety, wellness, benefits, employee motivation, communication, administration and training.

“No business can exit and grow without aapropriate human resource.”

HR Defined

Planning staff requirements Staff management Employee relations Personnel practices

Personnel regulations & policies

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Objective of human resource management

To ensure a satisfactory and accomplishment of the objectives of an organization. To minimize the negative empect of societal demand upon the organization. Increase the fullest extent the employee’s job satisfaction. It should meet the self actualization needs of the employees To develop and maintain a quality of worklife.

Functions of human resource management

Administration:

Strategic planning, organizational evaluation, policy recommendation, supervision of department staff.

Benefits:

Health insurance, dental insurance, life insurance, disability insurance.

Compensation:

Salary and benefit surveys, job evaluation, job description evaluation, job description.

Employee relations:

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Disciplinary processes, incident investigation, labour management relation.

Employee services:

Enrollment in benefits, employee discounts for recuitment spots, employee newsletter. Education assistance, employee service awards

Fiscal:

Staffing budgets, departmental budget, total package costing, inurance receivables. Insurance fund management, insurance receivables, total package costing.

Leaves of absence:

State and/or federal family and medical leave rights, rights upon return to work, light duty assignments for temporary periods.

Performance appraisal:

Employee files, litigation files, payroll, safety records and other administrative files.

Record keeping:

Job posting, adverting, testing administration, employee interviews, background investigation, post-offer employment testing.

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Role of Human Resource In Today’s Business World

Human resources are one of the most important features of many businesses, especially in an economy where there is an increasing shift towards service-based industries. Human resources account for a large proportion of many businesses costs and it is the people that invariably drive a business.

Management of these resources therefore is an integral part of business success. The main aim of this unit is to develop an understanding of how management functions can affect the performance of business. The measure role of human resource management are as follows :

1. Reduce absenteeism: if staff are absent from work they are not able to carry out the function for which they have been employed. In many businesses, these functions have to be taken on by someone else- if not, the customer could suffer. Reducing absenteeism is an important feature of human resource management.

2. Motivate the staff: motivation is an important part in reducing staff turnover and minimizing staff absenteeism. Motivation can be done by work environment and work atmosphere. Motivation is done by creating interest in the job of the staff by taking suggestion schemes, and giving out some gifts for best suggestion will definitely motivate the staff.

3. Team work: many business places gives more importance to team work. A good team consists of people with different skills, abilities and characters.

4. Recruitment and Selection: when candidate apply for a job, a business will have to make a shortlist and draw up plans for the interview process. After shortlisting their is psychometric

tests conducted. Psychometric tests means 3 types of tests i.e ability test, personality test and interest test. Finally the selection is conducted.

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5. Providing training programmes for the staff: the main role of human resource management is to provide its staff with training programmes on the current topics with which they can develop themselves with the present situation.

Role of HR Manager n Organization

HR Manager is one of the most important key to open a lock hanging on the door of success in an organisation.

If an HR Manager is efficient enough to handle and to take out best from his team members any oragnisation and can achieve more from his target goals. HR manager plays an very important role in hierarchy, and also in between the higher management and low level employees. Stated below are major responsibilities of HR Manager:-

Key responsibilities of HR Manager

1. To maintain and develop HR policies, ensuring compliance and to contribute the development of corporate HR policies.

2. To develop the HR team, to ensure the provision of a professional HR service to the organization. Manage a team of staff. Responsible for mentoring, guiding and developing them as a second line to the current position.

3. To ensure timely recruitment of required level / quality of Management staff, other business lines staff, including non-billable staff with appropriate global approvals, in order to meet business needs, focusing on Employee Retention and key Employee Identification initiatives.

4. Provide active support in the selection of Recruitment agencies which meet the corporate standard. Ensure Corporate Branding in recruitment webs and advertisements.

5. Develop, refine and fine-tune effective methods or tools for selection / or provide external consultants to ensure the right people with the desired level of competence are brought into the organization or are promoted.

6. Prepare information and input for the salary budgets. Ensure compliance to the approved salary budget; give focus on pay for performance and salary benchmarks where available. Ensure adherence to corporate guideline on salary adjustments and promotions. Coordinate increments and promotions of all staff.

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7. To develop the HR business plan.

8. Ensure appropriate communication at all staff levels

9. To maintain and develop leading edge HR systems and processes to address the effective management of people in relation to the following in order to maintain competitive advantage for:

Performance Management. Staff Induction.Reward and RecognitionStaff RetentionManagement Development / Career DevelopmentSuccession PlanningCompetency Building / MappingCompensation / Benefit programs

10. To facilitate / support the development of the Team members

11. To facilitate development of staff with special focus on Line Management

12. To recommend and ensure implementation of Strategic directions for people development within the organization.

13. Ensure a motivational climate in the organization, including adequate opportunities for career growth and development.

14. Administer all employee benefit programs with conjunction with the Finance and Administration department.

15. Provide counsel and assistance to employees at all levels in accordance with the company's policies and procedures as well as relevant legislation.

16. Oversee the central HR Administration –

employee offer letterssalary letters and employment contracts.

Approve updated organizational charts on a monthly basis and maintain complete / accurate personnel records.

17. Co-ordinate the design, implementation and administration of human resource policies and activities to ensure the availability and effective utilization of human resources for meeting the company's objectives.

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18. Responsible for Corporate HR function.

19. Responsible for overall centralized HR admin function

20. Counseling and Guidance cell - provide support to Managers in case of disciplinary issues.

Above 20 points are amongst the most important responsibilities which has to be taken care by an HR Manager. He cannot take any above stated responsibility for granted.

The Importance of an HR Policies & Practices Strategy

Learn the keys to establishing procedures and guidelines necessary for your employees--and business--to thrive.

"Why," you may ask, "do I need a policies and practices strategy for my business?"The simple answer is...because you have people working for you.With human nature being what it is, employees will test limits and act "creatively" in workplace situations, so you need a strategy for developing, communicating and enforcing a set of policies and practices that reflect your standards of acceptable behavior.But a successful policies and practices strategy does more than draw boundaries; it also recognizes and addresses people's needs.There are many different types of people, and not surprisingly, they react differently to the need for policies and practices based on those differences. For example, some people prefer there be a written policy for everything, while others favor having no policies at all and would leave everything open to interpretation as situations arise. Neither of these extremes contributes to a work environment that's conducive to high productivity levels. The answer is found in between, with the right number and types of policies and practices that are focused on a primary goal--improving individual performance in the workplace.

When you get to the heart of the matter, performance improvement is really about the process of setting expectations and meeting them. The focus in business is not just about meeting specific goals, but also about how you achieve them. And the "how" affects the liabilities you create in the process.So how can you make sure your employees have clear expectations and are treated fairly as they work to help build your company? The answer is found in the way you address four key

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elements related to the development and deployment of your policies and practices: roles, rules, consequences and tools.

RolesPeople like to have a clear understanding of their role in a company as well as the roles of others. Every successful team has well-defined positions for its members: Everyone knows what he or she is to do, how to do it and how their performance can impact those around them. In business, this means you need to have clear reporting structures that spell out who's in charge and how tasks are to be accomplished in the organization.This approach applies not only to intradepartmental structures, but also to company-wide or interdepartmental projects. In addition, role definition is a foundational part of establishing clear performance expectations for each employee.

RulesManagers and employees need to share a clear understanding of what is and what is not acceptable behavior within the company. Unfortunately, in today's workplace, an employer can be held liable for the bad behavior of an employee, especially when that bad behavior affects other employees, clients or individuals. Having a clear set of behavioral expectations is critical to establishing that you're not contributing to that bad behavior as an employer.Setting clear and specific behavioral standards in the form of rules establishes a framework for spotting and addressing violations of those standards. If you rely on loosely defined general standards that aren't properly documented, then violations become subjective and open to interpretation. The result of such ambiguousness is often litigation.

ConsequencesIt's important that you clearly state consequences for violations of your behavioral standards so that employees know what to expect and have fair warning of those expectations. In addition, clear consequences help to ensure that you aren't limited in your options for dealing with improper behaviors.To establish these standards and violation consequences, sit down and think through the over-the-line behaviors that won't be permitted in your company. It's essential that you know ahead of time what employee actions require an immediate dismissal. Similarly, you want to know what performance issues may qualify for a more progressive disciplinary approach, and then define the steps involved in that approach.By nature, people are complex beings who will confound you one minute and astound you the next. And except for violations that warrant immediate firings, it's usually a wise,

compassionate and financially prudent course to help people strengthen their character by overcoming their weaknesses. Also, this approach provides you with a way to retain experienced employees and recover your investment in their training.I've found that managers are often disappointed in an employee's performance even though the manager never clearly communicated his or her expectations to that employee. If you don't take steps to set clear expectations, the consequences you administer for failure to meet those

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expectations can seem unfair. This is extremely important because an employee who feels they've been treated unfairly can create a great deal of liability. In many cases, the key issue is not whether they were actually treated unfairly but whether the employee feels or perceives that they were treated unfairly.And it doesn't stop with the affected employee. If you or your managers haven't clearly communicated your expectations to one employee, chances are you haven't done so with other employees as well and they can be quick to empathize with any affected workers. It's natural for employees to wonder, "What if that happened to me?" To avoid the negative effect such a chain-reaction can have on your workplace, be clear about your expectations with all employees at all times. Most employees will appreciate and respect your forthright clarity.Building a great company has a lot to do with how people work together. Policies and practices can improve the way your employees interact, while minimizing the personnel obstacles that often arise in today's workplaces.

Tools

Tools address the question of how you support the people in your company who manage other employees. When faced with a specific personnel issue, what resources are available to them? Do they have an employee handbook or a policy guide? What about regular training in company policies and practices, coupled with simple, easy-to-use forms to guide them when dealing with particular issues? Are you giving them a clear directive on working with your human resources personnel or legal representatives? Are your resources available online?Tools like these are vital not just to help avoid litigation, but also to minimize the time it takes for you to deal with productivity-draining people issues instead of core business matters. Because many small-business owners lack these resources and aren't sure where to turn for help, they may use attorneys and HR consultants on an a la carte basis to address such issues. Other businesses call on professional employer organizations like Administaff to provide the support of a full-service human resources department.

Whatever your approach, the key to success is to devote the time and resources it takes to develop a policies and practices strategy for your business before the need arises. It's an investment that can pay large dividends in increased productivity and minimized litigation. And it's an essential component of your comprehensive people strategy.

Paul Sarvadi is the "Human Resources" coach at Entrepreneur.com and is chairman of the board, CEO and co-founder of Administaff, one of the nation's leading Professional Employer

Organizations (PEO), which serves as an outsourced full-service human resources department for small and medium-sized businesses throughout the United States.

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What are the Duties of hr manager?

Duties/functions may include, but are not limited to, the following: • Manages and organizes multiple functional areas within Human Resources including providing technical direction to technical/professional and clerical staff within assigned areas. • Consults with and advises administrators and employee representatives on personnel-related policies and procedures. • Interprets and communicates laws and regulations to ensure the agency is aware of its legal responsibilities; in conjunction with the Legal Department • Develops and implements personnel rules and regulations, and interprets and administers human resources-related provisions of collective bargaining agreements. • Analyzes processes and procedures in assigned functional areas including conducting research and statistical analyses, and makes recommendations for improvement. • Develops, implements, and administers, large and/or complex research studies or projects that may include the development and validation of selection instrumentation for a variety of classifications. • Establishes collaborative relationships with various functional and departmental areas of the District. • Trains and evaluates subordinates and prepares preliminary budget reports in assigned functional areas. • Represents Human Resources Department at a variety of meetings and advises the Human Resources Director in alternative courses of action in Human Resources issues. • Presents written and oral reports on a wide variety of human resources related issues. • May participate in labor negotiations and/or recommend preliminary proposals including cost implementation projections. • May be required to temporarily replace or act in the position of the senior District staff member to whom this position normally reports, and may be required to perform some or all of the senior staff member's essential functions in such situations.

What are the Qualification of HR Manager?

Different companies have different organization levels , Some have HR head, and then HR managers and HR executives. Some will start with HR managers. If so then the pay for HR managers with MBA will be about 50,000/ per month with a10 years and upward of experience. If the HR manager is a level below the head then the pay will be about 15,000 for a start with

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minimal experience and a MBA or PG in HR from reputed business house is required. The HR executives who co-ordinate the HR activities at a junior level can be freshers and the pay will be about 4000 and the qualification can be Diploma in HR management. The entire pay scale and structure is in relation to the standard norms in related industries.Following are the Qualifications of HR Manager.1. He may have done MBA from Hr stream2. He may have done PGDM (HR).3. He may have done MPM & IR/ MSW ( FULL TIME REGULAR)Additional Qualifications:

Possess a strong bias for action and a keen sense of urgency Ability to analyze organizational behavior as well as human behavioral characteristics

and motivations Self confident and professionally tactful to be able to stand your ground and convictions

in the face of opposing opinions Interested in continuous learning Display leadership qualities and behaviors Strong analytical abilities and skills for rationalizing business concepts Responsible for manpower recruitment of Different department, from preparing

recruitment advertisement and Sourcing employee from different Placement consultant to final selection.

Manpower planning, Performance Appraisal, Training, Formulation and Implementation of HR policies, Exposure to function of Personnel Department and have good communication skill.

Managing Resources

A resource is a location or equipment that can be scheduled for a meeting. Each meeting room location and other non-location specific resources such as AV equipment is set up as a resource

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account. The Addresses> Resources section in the administration console shows all resources that are configured for ZCS.User accounts with the Calendar feature can select these resources for their meetings. The resource accounts automatically accept or reject invitations based on availability.Administrators do not need to monitor these mailboxes on a regular basis. The contents of the resource mailboxes are purged according to the mail purge policies.A Resource Wizard on the administration console guides you through the resource configuration. You can configure the account with the following details about the resource:

•Type of resource, either location or equipment•Scheduling policy•Forwarding address to receive a copy of the invite•Description of the resource•Contact information. This can be a person to contact if there are issues.

•Location information, including room name, specific building location including building and address, and room capacity

When you create a resource account, a directory account is created in the LDAP server.

To schedule a resource, users invite the equipment resource and/or location to a meeting. When they select the resource, they can view the description of the resource, contact information and free/busy status for the resource, if these are set up.

When the meeting invite is sent, an email is sent to the resource account, and, based on the scheduling policy, if the resource is free the meeting is automatically entered in the resource’s calendar and the resource is shown as Busy.

Setting up the Scheduling Policy

The scheduling policy establishes how the resource’s calendar is maintained. The following resource scheduling values can be set up:

•

Auto decline all recurring appointments. This value is enabled when the resource can be scheduled for only one meeting at a time. No recurring appointments can be scheduled for this resource.

•

Auto accept if available, auto-decline on conflict. When this option is selected, the resource account automatically accepts appointments unless the resource is already scheduled. The free/busy times can be viewed. You can modify the auto-decline rule to accept some meetings that conflict

•Manual accept, auto decline on conflict. When this option is selected, the resource account automatically declines all appointments that conflict. Appointment requests that do not conflict are marked as tentative in the resource calendar and must be manually accepted. If you set this up, configure the forwarding address so a copy of the invite is sent to the account that can manually accept the invitation. You can modify the auto-decline rule to accept some

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meetings that conflict.

•

Auto accept always. The resource account automatically accepts all appointments that are scheduled. In this case, free/busy information is not maintained, thus more than one meeting could schedule the resource at the same time. Because the resource always accepts the invitation, the suggested use for this policy would be for a frequently used location off premises that you want the location address to be included in the invite to attendees.

•No auto accept or decline. The resource account is manually managed. A delegated user must log into the resource account and accept or decline all requests.

Conflict Rules.

For accounts that include the auto decline on conflict value, you can set up a threshold, either as a number of conflicts or as a percentage of all the recurring appointments to partially accept recurring appointments. Maximum allowed number of conflicts and/or Maximum allowed percent of conflicts are configured to allow a recurring resource to be scheduled even if it is not available for all the requested recurring appointment dates. The resource accepts appointments even if there are conflicts until either the number of conflicts reaches the maximum allowed or the maximum percentage of conflicts allowed. If you set both fields, the resource declines appointments whenever either of the conditions is met.

Managing Resource Accounts

The Resource Accounts Preference>Calendar tab can be configured to let users manage the Resource’s Calendar. You can configure the following options to manage the resource.

•An address to forward invites. If the forwarding address was set up when the account was provisioned, you can change the address

•

Who can use this resource. In the Permissions section, Invites, select Allow only the following internal users to invite me to meetings and add the appropriate users’ email addresses to the list.

To fully manage a resource account’s calendar, you can share the resource calendar with a user who is given the Manager rights. Users delegated as Manager have full administrative rights for that calendar. They can view, edit, add, remove, accept or decline the invites.

What Is Leadership, And What Does It Mean?

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When asking the question “what is leadership, and what does it mean?”, I’d have to say that leadership means that you are willing to take on responsibility and make choices for yourself. It’s not a responsibility that was thrust upon you by someone, but a responsibility that you took upon yourself because you believe that you are the best man or woman for the job. And once you make this choice for yourself you automatically have no other option but to become a leader.

And another great point about leadership is that an effective leader needs to be able to create more leaders on his or her team. You want to be able to have the people following you stand up and get noticed so they in turn have other people following them while a chain of responsibility and cohesiveness forms so you create a well oiled machine.

Another trait that helps define the question “what is leadership?”, is that a leader needs to possess the ability to see certain things that others can’t.

A leader has to be a visionary because it takes someone of this magnitude to be able to shape the world in the image that they believe it needs to be changed into.

One example of an incredible leader who possessed a vision further than most people could ever imagine going is Christopher Columbus. He dreamed of another world and believed it so strongly that he stood up to so much criticism and doubt that it’s surprising that he followed through with his adventure to the Americas. That’s the definition of a strong leader in my opinion. Someone who can grow a thick skin and let all of the criticisms that people had about his plans just bounce right off of him while he stayed focused on his goal and never faltered.

Most people often feel like they are threatened when they think about what is leadership. They get scared when somebody stands out in the crowd and does things that are different from the norm. Because that’s what happens when you are leader. You stand out instead of blending in and that really scares people sometimes.

Another excellent quality that defines what is leadership is that a leader usually has a strong opinion but they always stick to it. They do not compromise and they don’t lose focus either. It’s important to keep your head in the game when you are an effective leader, so you can’t lose focus at any time or your competitor will take advantage of you and feed off of your mishaps. You certainly don’t want that to happen when you are the captain of the ship so to speak. You have to bring your A game every day when you step up and

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take charge in a leadership role. There’s no room for slacking off and there’s no room for making too many mistakes.

So that’s it for this article on leadership. I hope you’ve enjoyed reading about everything that explains what is leadership to me.

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Chapter 3

Managing Performance

Introduction:

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Managing performance has become a buzz-phrase of management. What is meant by performance management or managing performance varies enormous. For some, it means manipulating pay and other reward systems so that people will work harder. For others, it means telling staffs what they should do. Other people think it means increasing people's understanding of the whole process so that they know what they are doing and why.

The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans should contribute to organizational goals and the professional growth of the employee.

Definitions:

Performance Management: An ongoing communication process that involves both the performance manager and the employee in:

identifying and describing essential job functions and relating them to the mission and goals of the organization

developing realistic and appropriate performance standards

giving and receiving feedback about performance

writing and communicating constructive performance appraisals

Planning education and development opportunities to sustain improve or build on employee work performance.

Employee: The person whose performance is managed.

Performance Standards: Standards of performance are written statements describing how well a job should be performed.

Performance Appraisal: Performance appraisal is a process of assessing, summarizing, and developing the work performance of an employee.

Human Resources Department: The Human Resources department on campus and Medical Center Human Resources.

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Designated Supervisor: A performance manager who is officially recognized as a supervisor by the University and who is therefore not represented by a collective bargaining unit.

Performance Management Process:

The performance management process begins with analysis and description of the job. The performance manager identifies essential functions in the job description and the strategic mission and goals of the department or organizational unit. Standards of minimum acceptable performance are developed for the position with the employee. Additionally, standards for performance which exceeds expectations may be set to encourage the employee to strive for even better results.

Throughout the appraisal period (typically one year), the performance manager observes and provides behavioral feedback on the performance of the employee, focusing on helping the employee to achieve successful performance. At the end of the appraisal period, and in

collaboration with the employee, the performance manager prepares, writes, delivers and then produces a final copy of the written performance appraisal.

At any point in the process, the employee and performance manager may identify needs and create a plan for employee education, training or development in job- or career-related areas.

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The issues related to performance management of teams and team members arise out of the variety of reporting relationships and degree of independent responsibility that teams exercise, as well as the need to reinforce team values and efforts without undercutting individual responsibility. Adaptations of the performance management process with teams in mind may be made which are consistent with University policy and procedures.

Techniques for assessing performance:

Observation:

This can be both formal and informal. It has advantage that the assessor actually see the behaviour to be judged. It has high credibility, nut it is very time consuming. Also, nit everything worth doing is observed.

Assessment or development centers

These are where in individuals come together for a day or two and carry out various activities whilst being observed by assessors. They are useful for focusing on the individuals and involving outsiders in the assessment. However, they are expensive to run and are simulations of activities rather than the real thing.

Portfolios

This is where individuals collect documents and evidence of work they have done and being involved in. the advantages are that individuals are responsible, the process celebrates achievement rather than failure, and it concentrates on continuous development.

Record systems

These include work sheets which will enable comparisons with other but may emphasize quantity at the expense of quality.

Performance Management System of Ably Soft Pvt. Ltd.

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Ably Soft Pvt. Ltd. is a IT Company, so there are a huge team of Web Developers, Web Designers, SEO team, Content writer, Business development team, Quality control, Data entry, HR etc and to manage the performance of all this team, company has their PMS Account (Performance Management System). In this system the head of the company can easily judge the performance of a single employee by his/her daily calendar working hours and work details and also on which project or task he/she spend his/her time. Here, below given two screen shorts shows that daily timing report of an employee and his/her total performance of a single task or project whose he/she has to complete within a time period.

1) Daily calendar details-Total time he/she spend-How many time he/she spend on which task/project-Full day/Half day/ Shot Leaves detail

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-Currently working report-Other employee working detail (if he/she has access)

2) Dashboard -Total task or project details-Time line of every task or project

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-Completion or deadline of task or project-On hold/on process/complete/delay

Performance Manager's Responsibilities

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Assessment:

As mentioned above, effective preparation of performance development plans, with and for your employees, requires the ability to assess the needs of the employee and the organization. You may develop your own skills in this area by attending the course, "Enhancing Career and Organizational Options," offered by Staff Education and Development on campus.

Help your employees to set career goals that are consistent with their skills, knowledge, experience and interests by providing feedback based on your observations and assessment of their abilities, readiness and potential. The assessment should be based on your actual experience and observation of employee performance and behavior rather than on assumptions and personal biases.

Providing Information:

Performance managers support career development when they inform an employee about options for and possible barriers to career movement. For example, you may tell your employees about upcoming positions or openings for which they may be qualified, or about budgetary constraints which may inhibit career options or development opportunities in the unit or department. Make sure that all of your employees have access to the electronic or printed versions of the UCSD Job Bulletin which is updated weekly.

Referral:

Refer your employees to others who can assist them in achieving development goals. As a performance manager, it is your responsibility to be aware of the appropriate referral sources both within and outside of your department. Consult Appendix D for organizational resources and educational benefits available for the development of UCSD employees.

You may refer employees to books, journals, professional associations or other sources of information. You may also put them in touch with people who might be willing to serve as mentors or with those who might provide an information interview in which employees can learn more about a field or position from someone who is currently working in that area or capacity.

Guidance:

Encourage your employees to focus on clear, specific and attainable career goals. Share your knowledge and experience with your employees. Typical questions employees have are: 1)

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what is required to move to the next logical position, 2) what are the chances for advancement in this department, 3) how to be mobile within the University, 4) what is the difference between a promotion and an upward reclassification, 5) how to qualify for training and development opportunities, and 6) who to contact for further information or career counseling. Provide guidance to your employees about steps they might take to improve existing skills and knowledge or develop in new functional areas.

Develop:

Performance managers support employee development when they assign employees roles or tasks which challenge them and provide the opportunity to grow. Base decisions about development options and opportunities on a careful assessment of the employee's readiness to accept additional or new responsibilities or challenges. Consider delegating a responsibility that is currently your own which is appropriate to the employee's classification and development. Provide on-the-job training and refer employees to classes, workshops, and other learning and development opportunities, and recommend employees to serve on committees, task forces or cross-functional teams.

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Chapter 4

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Workplace coaching - staff development

Staff in any organisation, large or small, are motivated when three elements are present. When they believe the work that they do is worthwhile, when they’re in control of achieving their own goals and when they’re recognised or appreciated for their efforts.

46% of people leave jobs because they feel unappreciated. People generally don’t leave companies; they leave managers. By having a Coach in a work situation, the lid is taken off the pressure cooker, staff can discuss issues as they arise. Through working with staff and with the management team, strategies can be put in place that fit the organisation and achieve the goals that management and staff wish to achieve for that business.

Having personal values in line with company values is a great base for a successful outcome.

By consulting with management or owners of a business, "Follow Your Bliss" is able to identify how productivity, happiness and success in the workplace could be enhanced with Coaching or additional training.

Principal Coach, Consultant and Workshop Facilitator with "Follow Your Bliss", Larrie Winzar, is able to determine the best course of action for individual staff members. By using the Myers Briggs Type Indicator® staff members are able to have clearer self awareness and motivation. Adaptations and suggestions for increased enjoyment and increased productivity can be incorporated. On some occasions, this may result in the position being “revamped” or changed considerably to suit the skills of the holder of that role. Alternatively, it could mean people moving within the organisation or managed out of the organisation where their skills, knowledge, values, interests and personality could be better engaged.

Workplace coaching and consulting incorporates recruitment, team building, outplacement, leadership training; any areas where an independent, and objective, perspective will gain clarity for the leadership team.

 

What is workplace coaching?

Coaching is about building on potential. Coaching is about having a vision for how you want things to be. Coaching is about working out what you want and then systematically achieving that through creating new goals. Coaching is asking questions rather than telling. Coaching is a conversation with a purpose resulting in the staff member setting goals to develop skills, enhance performance and/or develop personally and professionally. Coaching looks to the

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future. Coaching embraces change and allows individuals to grow through it. Coaching facilitates a shift in attitude and perspective and enhances emotional intelligence. Coaching can become a positive culture in an organisation – “simply the way we do things around here”.

What coaching isn’t

Coaching isn’t counselling or training. Coaching doesn’t focus on problems. Coaching is a perk, not a punishment! Coaching isn’t supervision with a different name. Coaching isn’t telling someone what to do or how to do it.

Individuals within the organisation and the organisation itself benefit from workplace coaching. High achievers, low performers, front-line staff, talented staff, management, team leaders, technical staff, creative staff. Coaching allows people to shine!

Why workplace coaching works

Workplace Coaching works because there is consistency and commitment to continuous personal and professional growth based on mutual respect and trust between coach and coachee. Outcomes are measurable; Goals are reached; New goals set; Change embraced; Productivity rises; Self confidence improves; Communication enhanced; Staff are happier and more satisfied and they appreciate the investment made in them.

Tools in coaching with Follow Your Bliss

The "Follow Your Bliss" toolbox is extremely varied within the coaching model and draws on many years of highly successful communication strategies and also incorporates Myers Briggs Type Indicator® and NLP (neuro linguistic programming).

Principal Coach & Consultant, Larrie Winzar is a member of the International Coach Federation and has trained through Erickson College - The Art and Science of Coaching.

What difference does coaching make in the workplace?

Better communication, greater co-operation, increased self-awareness, less conflict, overall improvement in performance, reduced turnover of staff.

 

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Chapter 5

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Organizational awareness

Organizational awareness is a level of understanding for both the organization and its leaders regarding current capacity, abilities, potential, and results.

Leader-directed, positive change is not about direction but transformation. The degree of organizational awareness is the single most determining factor in managing effective change.

Transformation cannot take place in a vacuum void of insight.

The creation of organizational awareness is a continuous process stimulated by "effective" leaders at every level of the organization. A high degree of organizational awareness improves organizational analysis, hiring and staffing decisions, team building, communication, culture, and leadership style.

Contact LMI/Riverside today to work with you to develop the appropriate Organizational Awareness for your organization. Tools we use to accomplish this include:

Strategic Analysis Organizational Needs Inventory Development Needs Analysis Cultural Assessments Pre-Hire Assessments Leadership Style Profiles Personality Profiles Behavioral Change Management

Career Planning

One way to remove uncertainty about your future is to develop a career plan. A career plan outlines the steps you need to take to reach your career goal. A career goal helps you focus on what you want to do for a living.

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Steps to developing a career plan Develop a career plan to help focus your job search. Thinking about what you want to do and what you have to do to accomplish those goals can help you find a satisfying career.

1. Know yourself. Make a list of skills you have. Your skills may include training you have gained through part-time or full-time jobs.

2. Identify job interests. To determine your interests, think about what you like to do. Think about experiences you have enjoyed. Evaluate what you liked, what you found challenging and what you may have learned from those experiences. Find out about the types of careers available to you. If you don'tresearch careers, you may not know about the best occupations to fit your interests and skills.

3. Determine how to make it happen. Create an action plan. Once you have determined what career path you want to follow, assess what you need to do to prepare for that career.

By developing a career plan, you can focus on what you want to do and how to get there. And when you are ready to write your resume, you will have a better understanding of your skills and experiences to present to potential employers.

Evaluate yourself The first step toward finding a new job is self-assessment. Knowing what you like to do, what you are good at, what your strongest skills are and what is important to you will guide you in your job search. It will also help you market yourself to potential employers. If you can describe the skills you have and how they relate to the job you are applying for, you will position yourself as a strong candidate for the job.

Know what you want

Do you want full-or part-time work? What shift do you want to work? How far are you willing to travel to work? What kind of work environment do you prefer? How much do you want to earn?

Know what you like

Do you like to work with people? Do you prefer to work on a team or independently? Do you like numbers? Do you like to be creative?

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Do you like to work with things (e.g. computers, tools, machines, etc.)?

Know your skills We all have many skills, but it is important to know how to categorize and present your skills to potential employers. Typically, skills are divided into three categories:

Transferable skills - general skills that can be used in a variety of jobs. Examples include problem solving, written communication, organization, motivation, etc.

Job-Related skills skills that are specific to a job. Examples include typing speed, phone skills, computer programs, driving a forklift, etc. 

Personal (Adaptive) skills - skills that relate to your personality. Examples include good attendance, enthusiasm, punctual, honest, loyal, dependable, etc.

Capturing the right blend of skills and interests and communicating that information to a potential employer can be the key to a new job. 

Personnel administration is more commonly called human resources (HR) management. People are considered the most important resource a business has. HR or personnel administration refers to the areas of recruiting, selecting, assessing, developing and retaining employees.

Organization is a large part of personnel administration. Employees must be organized in a way that gets the work done. As long as employees are striving to be efficient in completing their employment responsibilities, companies usually work at retaining them. Keeping good employees saves the time and expense of replacing them. Laws pertaining to wrongful dismissal of employees must also be adhered to or a business could find itself in a lawsuit. The human resources department of a company instructs managers on proper conduct toward employees.

Recruiting and selecting successful employees at the start is a main objective of personnel administration. In many companies today, HR staff will conduct initial telephone interviews for advertised jobs to try to weed out unsuitable job applicants. A manager then has a lower number of higher qualified applicants to interview for the advertised position.

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Chapter 6

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Personnel Administration

The scope of personnel administration is quite wide. It includes all activities which help the management in getting the work done by the labour force in the best manner possible to accomplish the organizational objectives. The main objective in any organization is the optimum utilization of available resources. Personnel administration is primarily concerned with the organization of men; therefore, the main objective may be summarized as to utilize the available human resources in a a way so as to get the work done effectively to the maximum satisfaction of the individual worker to seek their cooperation in accomplishing the general goals of the organization.The objectives of personnel administration can be classified into General objectives and specific objectives.General objectives1. Maximum individual development – the employer should always be careful in developing the personality of each individual. If an act of the employer can adversely affect the personality of the individual, he should avoid it. Employer should establish and support such human values that may have social recognition and importance. They should always be regarded as partners and given due importance. The objective of Personnel administration as a bridge between the management and the employees is to keep the management apprised of positive accomplishments and warning signals in the personnel practices. If the human assets of an organization are being misused in the process of profit maximization, it is definitely a short term achievement, because in the long run, the adverse effects felt by the work force will translate into lesser profits for the organization.2. Desirable working relationship between employer and employee – it is the major objective of personnel administration to achieve a desirable working relationship between the employer and the employees so that they may cooperate with the management. Both of them must rely on each other. The personnel administrator should get it realized to the top management that personnel should be given fair and equitable treatment and on the other hand, convey to the workers that they should cooperate in achieving the goals of the management. The basic responsibility for the personnel lies with the supervisors although the administrator supplies toolssuch as policy, record keeping, control and advice. His objective is therefore to ensure that the line supervisor is aware of his personnel responsibilities and carries them out responsibly. Simultaneously he should also ensure ethical conduct amongst all personnel and on the part of each supervisor towards each employee for whom he is responsible.3. Specialized services – The administrator provides the tools such as record keeping, policy making, controlling and advising. Although not directly responsible for the personnel, who lie

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with the line supervisor, he may examine causes for non-efficiency or non-effectiveness, suggest remedial measure, perform research into proposed personnel procedures, handle negotiations with a government agency, etc. The basic objective here is to provide assistance to the line supervisor whilst simultaneously ensuring that the line supervisor meets his responsibilities to the personnel.4. Molding of human resources – Human beings is the most important resource and the only active factor which engages all other factors of production. Therefore, the administrator should emphasize the effective utilization of human resources as compared to physical resources so that production and productivity is optimized. Other factors of production will be ineffective without effective molding of human resources.Specific objectives1. Selection of the right type and number of persons2. Proper orientation and introduction of new employees to their jobs3. Organisation of suitable training facilities4. Provision of better working conditions and facilities.5. Provision of sound, fair and effective wage and salary administration and incentives.6. Good industrial relations with representative trade unions7. Personnel researchDuties of Personnel StaffIn a dynamic working environment, the boundaries of any role cannot be clearly defined. However, the duties of Personnel staff may be described as under:-1. As a Service Provider – providing information on market statistics of personnel availability, pay rates, etc. Interpret the complex laws and legislations. Employment and placement programs, employee compensation programs, training and development programs, labour relations could be stated to be the duty as a service provider. It must be noted that there will often be an overlap between the different roles that a Personnel staff may assume2. As a facilitator – advises the supervisors on employee problems, facilitates training and development, and when performance appraisals are done. One of the responsibilities of Personnel staff is also to ensure that other managers who undertake such activities are well equipped to do so.3. as a consultant – to help the supervisors resolve problems due to lack of motivation, lack of training, grievances, etc.4. As an auditor – to ensure that all members of the management perform their respective roles, to determine whether personnel policies and procedures are being administered uniformly by supervisors.

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Chapter 7

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Employee Counselling - Definition, Benefits, Outcomes

Employee counselling is a psychological health care intervention which can take many forms. Its aim is to assist both the employer and employee by intervening with an active problem-solving approach to tackling the problems at hand.

The costs to industry and commerce each year associated with employees’ poor psychological health are enormous. A significant proportion of the Gross National Product (GNP) of industrialized countries is lost each year through ill-health, particularly in respect of stress-related illness.

These costs increase substantially when lost productivity resulting from stress-related inefficiency and incompetence is taken into account. Stress-related incompetence is not inevitable though.

Employee counselling can do much to prevent the negative effects of stress at an individual level and ultimately at an organizational level.

Few organizations can now afford to ignore the consequences associated with employees’ psychological health.

Employee Counselling - What’s Involved

Employee counselling gives individuals a valuable opportunity to work through problems and stresses in a strictly confidential and supportive atmosphere.

Counselling provides access to several basic forms of helping: giving information, direct action, teaching and coaching, advocacy, and providing feedback and advice, for example.

Typically, counselling involves the individual employee meeting with a psychological adviser, usually on a one-on-one basis. It is not uncommon for the individual employee and counsellor to meet one or twice a week for several weeks. However, the number and frequency of

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meetings required will depend upon the nature of the perceived difficulty and the nature of the intervention needed.

The focus of counselling sessions is to encourage discussion of personal and work-related difficulties. This is often followed by the adoption of an active problem-solving approach to tackle the problems at hand.

The specific aims of employee counselling are to:

Explore and find the key sources of difficulty. Review the individual’s current strategies and styles of coping. Implement methods of dealing with the perceived problem, thereby alleviating the

issue. Often, this step may involve also improving interpersonal relations at work and/or improving personal performance.

Evaluate the effectiveness of the chosen strategies.

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Chapter 8

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RECRUITMENT AND SELECTION POLICY IN THE ORGANIZATION

RECRUITMENT PROCESS

Introduction:

The aim of personnel planning is to determine the needs for parson both in terms of number& type. For deciding about the number both present & future recruitment should be taken into account. If there are expansion plan in near future then these recruitment should also be considered .beside number, the type of person needed is also important. This will be decided by studying the job recruitment etc. The education & technical recruitment to manager various jobs should be properly analysis so that right type of person is employee.

MEANING:

Recruitment is the generating of applications or applicants for specific positions to be filled up in the organization. It is the process of searching for and obtaining applicants for job so that right people in right number can be selected.

Definition:

According to Dale Yoder,” Recruitment is a process to discover the sources of manpower to meet the recruitment of the staffing schedule and to employ effective measures for or attracting that manpower in adequate number to facilitate effective selection of a working force.”

Recruitment is the process of locating, indentifying, and attaching capable applicants.

A process of searching for prospective employees and stimulating and encouraging

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Them to apply for job in organization.

“Recruitment is positive processes encouraging the eligible candidate apply for the post to stand the chance of selection.”

Need for Recruitment

Recruitment and hiring of sales force is an ongoing activity. Continuous recruitment is essential because a manager with foresight & imagination does not catch napping for any kind of depletion in sales army to take place. There is a need for recruitment for two purposes.

A. To fill the gap created:Recruitment is necessary in all the organization in order to provide replacement for position vacated by resignation, death and promotion.

B. To meet the recruitment of Expansion:Birth growth & expansion are sings of progressive organization. Firms are bound to grow as there are growth stimulants. A firm may start on a small scale, but being a adaptive one is sure to prosper and expend; diversify and further prosper it adds new product lines, it goes local to national, regional to national and from national to international, such growth and expansion programs warrant incoming more and more sales personnel.

Objective of recruitment

To induct outsider with new prospective to lead the company. To infuse the fresh blood at all levels of organization.

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To develop an organizational culture that attracts competent people of the company.

To search for talent globally not just within the company. The design entry pay that competes that quality but not on quantum. To device methodology for assessing psychological traits.

Features of Recruitment:

1. Process or series activities rather than single act or event

2. A linking activity as it brings together those with the employees).

Sources of recruitment:

There are mainly two main source of recruitment

Internal External

INTERNAL SOURCE:

Internal transfer/promotion with necessary screening training and selection to meet the specified recruitment. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees. Internal transfer/promotion with necessary screening training and selection to meet the specified recruitment. It would be desirable to utilize the internal sources before going outside to attract

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the candidates’ .The two categories of internal sources including a review of the present employees and nomination of the candidates by employees the internal source are as follows:

Promotion Transfer Former employees

Promotion:

It refers to shifting of person to postion carring better prestige, higher responsibilities and salary. The higher positions falling vacant may be filled up from within the organization. Promotion motives employees to their performance so that they get promotions to higher positions.

Transfer:

It involves shifting of person from present job to other similar place. The rank, responsibilities which a person has to perform are same. It helps the company to vacate the posts in the organization.

Former employees:

Former employees are another internal source of recruitment. Some retired employees may be willing to come back to work on part time basis in the company. An advantage of this source is that the performance of these peoples already known to the organization.

EXTERNAL SOURCE:

An external source of recruitment is considered form the combination of consultant and Advertisement. Recruitment thought external source beings in new person with modern ideas which can be profitable for the organization. some of the external sources are as follows:

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Advertisement Employment exchange Databanks

Advertisement:

It is the best method of recruiting persons for higher and experienced jobs. The advertisements are given in local and national presses, trade or professional generals. The recruitment of jobs are given in the advertisements.

Employment exchange:

It runs by the government are also a good source of recruitment. Unemployed persons get themselves registered with these agencies. The vacancies may be notified with the exchanges. Exchanges are a suitable source of recruitment of filling unskilled, semi skilled and operating posts.

Data banks:

The recruiting firms can prepare a data bank about various persons in different fields. They can collect information from education institutions, employment exchanges. It will become another source and the firm can get the particulars as and when need to recruit.

STEPS OF RECRUITMENT PROCESS

1. Locating and developing the sources of required number and type of employees.

2. Identifying the prospective employees with required characteristics’.

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3. Encouraging the identified candidates to apply for jobs in the organization.

4. Evaluating the effectiveness of recruitment process.

METHODS OF RECRUITMENT

In a company recruitment a source indicates where human may be procured, the recruitment methods and techniques deal with how the resources should be tapped. There are company three methods of recruitment which company follows:

1. DIRECT METHOD2. INDIRECT METHOD3. THIRD PARTY METHOD

Direct method:

Under direct recruitment, employee contacts, mended exhibits and waiting lists are used. These traveling recruiters exchange information with the students, stimulate them to apply for job, conduct campus interviews and shortlists candidates who have indicated interest in jobs in person through mail or telephone.

Indirect method:

In this method companies mostly prefer to use advertisement in newspapers, journals, on the radio and television to publicize vacancies. This method is suitable when the organization wants to reach out to a large target group scattered geographically.

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Third party method:

Companies can huge various agencies to recruit personnel. Public employment exchanges, management consulting firms, professionals’ society, trade unions, labour contractors are the main agencies. Friends’ relative of executing staff and deputation can also be used.

The Recruitment & Selection Process

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Job analysis:

Sourcing

Recruitment

Process

Job Search Engine

Screening & Selection

Internet Recruitment

On Boarding

Job Analysis

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The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended recruitment of the job to be performed. This information is captured in job discretion and provides the recruitment effort with bounders and objectives of the search. These job description need to be reward or update prior to a recruitment effort to reflect present day recruitments. Starting recruitment with an accurate job analysis and job description ensure that the recruitment effort start off on a proper track for success.

Sourcing:

Sourcing involves adverting a comment part of the recruiting process, often encompassing multiply media such as the internet, general news paper, job add newspaper, professional publication and recruiting research, which is the proactive identification of relevant talent who may not respond to job posting and other recruitment adverting method done in # 1. This initial research for so called passive prospects, also called name-generation, result in a list of prospect who can then be contacted to solicit interest, obtain a resume/ CV, and be screened (see below).

Screening and selection:

Suitability for a job is typically assessed by looking for skills, e.g. communities, typing and computer skills. In some countries employers are legally manned to provide equal opportunity in hiring. Business management is used by many recruitment agencies to automate the testing process.

On boarding:

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“On boarding” is a term which describes the process of helping new employees become productive member of an organization. On boarding is included in the recruitment process for retention purpose. Many companies have on boarding campaign in hopes to retain top talent that is new to the company, campaign may last anywhere from 1 week to 6 months.

Internet Recruitment:

Website captures candidate details and then pool them in client accessed candidates management interfaces. Key players in this sector provide e-recruitment software and service to origination to all size and with in numerous industry sector, who want to e-enable or party their recruitment process in order to improve business performance.

Selection Procedure

The Main Objective of a selection procedure is to determine whether an applicant meets the qualification for a specific job, and then to choose the applicant who is most likely to perform well in that job.

The entire process of selection begins with an initial screening interview and concludes with a final employment decision. When a selection policy is formulated, organizational requirement like technical and professional dimensions are kept in mind.

Steps in selection procedure:

1. Reception of applications or preliminary screening

2. Application bank that gives a detail about the applicant's background and life history

3. A well conducted interview to explore the applicant's background

4. The physical examination

5. Psychological testing that gives an objective look at a candidates suitability for that job

6. A reference check

7. Final Selection approved by the manager

8. Communication of the decision to the candidate.

Therefore the Selection Process can be pictorially rep

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Job search engine:

The emergence of meta-search engines, allow job-seekers to search across multiple websites. Some of these new engines index and the advertisements of traditional job boards .these sites tend to aim for providing a “one-stop shop” for job seekers. However, there are many other job search engines which index pages solely from employers’ websites, choosing to bypass traditional job entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.

Condition of services policy

Performance Management

Definition of Performance Management The role of HR in the present scenario has undergone a sea change and its focus is on evolving such

functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler.

Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress

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review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements. The process of performance management starts with the joining of a new incumbent in a system and ends when an employee quits the organization. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework. It is a means for promoting superior performance by communicating expectations, defining roles within a required competence framework and establishing achievable benchmarks.

According to Armstrong and Baron (1998), Performance Management is both a strategic and an integrated approach to delivering successful results in organizations by improving the performance and developing the capabilities of teams and individuals. The term performance management gained its popularity in early 1980’s when total quality management programs received utmost importance for achievement of superior standards and quality performance. Tools such as job design, leadership development, training and reward system received an equal impetus along with the traditional performance appraisal process in the new comprehensive and a much wider framework. Performance management is an ongoing communication process which is carried between the supervisors and the employees through out the year. The process is very much cyclical and continuous in nature. A performance management system includes the following actions.

Developing clear job descriptions and employee performance plans which includes the key result areas (KRA') and performance indicators.

Selection of right set of people by implementing an appropriate selection process. Negotiating requirements and performance standards for measuring the outcome and

overall productivity against the predefined benchmarks. Providing continuous coaching and feedback during the period of delivery of

performance. Identifying the training and development needs by measuring the outcomes achieved

against the set standards and implementing effective development programs for improvement.

Holding quarterly performance development discussions and evaluating employee performance on the basis of performance plans.

Designing effective compensation and reward systems for recognizing those employees who excel in their jobs by achieving the set standards in accordance with the performance plans or rather exceed the performance benchmarks.

Providing promotional/career development support and guidance to the employees. Performing exit interviews for understanding the cause of employee discontentment

and thereafter exit from an organization.

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A performance management process sets the platform for rewarding excellence by aligning individual employee accomplishments with the organization’s mission and objectives and making the employee and the organization understand the importance of a specific job in realizing outcomes. By establishing clear performance expectations which includes results, actions and behaviors, it helps the employees in understanding what exactly is expected out of their jobs and setting of standards help in eliminating those jobs which are of no use any longer. Through regular feedback and coaching, it provides an advantage of diagnosing the problems at an early stage and taking corrective actions.

To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. It’s about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance.

Training and development policy

Meaning of T&D

In order to convincingly advocate the benefits of training to the management & staff of your company, it is essential that they understand the positive role that it can play in improving organisational performance. Ensuring good performance of individuals and teams is central to the work of the Training & Development function. In order to do this a planned approach is necessary. The activities of the Training & Development function must be closely linked to the overall business plan.

The impact T&D activity is meant to have on performance must be clearly defined and will communicated. To be successful T&D activities must be supported by wider T&D Policies and Procedures.

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Training Vs Development: Training needs should be based on immediate needs for changes in behaviour. The long range development goals should be based on the acquisition of knowledge and skills to be used in the present as well as in the future. Development looks down the road, and addresses helping people meet challenges, create change and ensure the success of the organisation in the future.

Why this?

To ensure that the training initiative you embark upon makes a real impact, brainstorm your team's ideas on the impact of training under these 3 headings.

1. Saving Time2. Saving Money3. Saving Effort

It is important that the training manager is clear about the answers to these questions and is open to any other possible benefits which the team might suggest. These responses should help shape the design of any subsequent training interventions and send out a message to management and employees that investment in training can result in real and tangible benefits to all stakeholders. The following are a number of such benefits which can emerge from effective training:-

Benefits to the Company:

1 Increased productivity and profitability.

2 Raised standards of performance.

3 Expansion of the business.

4 Increased cash turnover.

5 Maximization of resources/greater efficiency.

6 Reduced waste.

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7 Reduction in complaints.

8 Helps recruitment.

9 Lowers staff turnover.

10 Aids succession planning.

Benefits to Staff:

1 Shared work load.

2 Better team work.

3 Reduced overload.

4 Increased job satisfaction.

5 Better morale.

6 Greater professional and personal development.

Benefits to Customer:-

1 They know what to expect

2 Clearer brand association

3 More efficient, reliable service.

4 Less cause for complaint

TRAINING

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Training is concerned with imparting developing specific skills for a particular purpose. Training is the act of increasing the skills of an employees for doing a particular job. Training is the process of learning a sequence of programmed behaviour.

In earlier practice, training programme focused more on preparation for improved performance in particular job. Most of the trainees used to be from operative levels like mechanics, machines operators and other kinds of skilled workers. When the problems of supervision increased, the step were taken to train supervisors for better supervision.

DEVELOPMENT

Management development is all those activities and programme when recognized and controlled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, management development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement. Development an activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development.

Stages in the Training & Development Process:

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The following is the sequence of steps towards achieving a training system which can meet the needs of your company.

Each of these stages is expanded on in the forthcoming pages.

Evaluation of Training

Implementa-tion

Of Training

TrainingPlan Training

Needs Analysis

Training Strategy &

Policy

Business Plan

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ESTABLISH THE BUSINESS PLAN

The Mission Statement represents the compass of the Company at the strategic level. It provides direction and clarity on where the team or company should be going and what is important on the journey. It outlines the business aims, who the customers are, what their products and services are and what distinguishes their business from competitors. The “Business Plan” of a company is essentially an amalgamation of all plans from each department, or section (depending on the organisational structure). These plans should span all areas of the operation from production, to purchasing, marketing, subscriptions, finance and so forth. The training department must be fully conversant with these plans in order that it can subsequently produce a training plan which will facilitate their attainment. Close liaison in planning with managers responsible for those respective areas is essential.

Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot programme but continues though out the career of a manager.

2. Management development is any kind of learning, is based on the assumption that there, always existing a gape between an individual’s performance and his potential for the performance.

3. Management development seldom takes place in completely peaceful and relaxed atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.www.allprojectreports.com

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Training Need Identification for a company

Introduction

Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. In order to emphasize the importance of training need identification we can focus on the following areas: -

• To pinpoint if training will make a difference in productivity and the bottom line.

• To decide what specific training each employee needs and what will improve his or her job performance.

• To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people's learning is important to them, and the reputation of the organization is also at stake. Identification of training needs is important from both the organisational point of view as well as from an individual's point of view. From an organisation's point of view it is important because an organisation has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximising opportunities for development. Therefore people must know what they need to learn in order to achieve organisational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.

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Types of Leave

The Basic Conditions of Employment Act, section 19 onwards in Chapter 3, covers employee’s rights with respect to all types of leave. The provisions regarding all types of leave do not apply to employees who work less than 24 hours per month.

Annual Leave

These conditions also apply to domestic employees. The employee is entitled to 15 working days per annum on full pay. The Act states “21 consecutive days” (section 20 (2) (a) of the Act) and reference to a calendar will show that 21 consecutive days is 15 working days based on a 5 day week, or 18 working days based on a 6 day week. Therefore those employees who work a 6 day week are fortunate because they actually score 3 days over their “5 day week” compatriots. Public holidays which fall within a period of annual leave are additional to the annual leave entitlement.

Accrual or accumulation of annual leave.

Contrary to popular belief, the Basic Conditions of Employment Act does not stipulate that annual leave must be taken within 6 months of the end of the cycle in which it accrues. What at the Act does stipulate is that should the employee submit a request to take annual leave due to him/her upon expiry of the 6 month period then the employer may not refuse to grant that request for leave.

Put differently, the Act does not stipulate that the employee must take the leave but it stipulates that should the employee submit a request to take the leave (after the expiry of the 6 month time period) then that request may not be refused.

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It should be noted that the Act does not prohibit the accumulation of annual leave, which means then that employees may accumulate annual leave for any period of time, provided they do not contravene the employer's Annual Leave Policy.

Therefore all employers should have in place and Annual Leave Policy, which regulates the accumulation of annual leave, placing limits on the amount of annual leave that may be accumulated and stipulating when the annual leave may/must be taken (having regard to annual shutdown and so on.)

Employers should note also that they cannot impose a "use it or lose it" policy on employees. Nowhere does the Act state that employees must take the leave within a stipulated period or after expiry of a certain time period, and nowhere does the Act state that if employees do not take annual leave within certain periods, then the employee shall forfeit that leave.

For the employer to impose forfeiture condition on the employee would be imposing a condition on the employee that is less favourable to the employee than the leave conditions stipulated in the Act, and therefore it is unenforceable.

Any annual leave already accumulated to the employee's credit is his/her legal entitlement and the employer has no authority or legal basis to deprive the employee of that legal entitlement. The employer may also not "purchase" annual leave from the employee, and may not pay the employee out for any annual leave except upon termination of the employment contract for any reason.

Annual leave can be taken at any time provided it is first agreed with the employer. This means that the employer has the right to refuse any application for leave if it is not suitable at that time for the employee to take leave. For example, many companies close down over Christmas, and employees must take their leave at that time and are not permitted to take leave at any other time. (section 20 (10) of the Act)

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However, any occasional leave that may be granted is deductable from the annual entitlement.Whilst on annual leave, the employer may not require or permit the employee to undertake any work for the employer. Annual leave may not be substituted in place of sick leave, maternity leave or family responsibility leave

Entitlement to accrue annual leave.

By prior agreement with the employer, the employee may accumulate leave at the rate of 1 hour for every 17 hours worked or for which the employee was entitled to be paid, or 1 day for every 17 days worked or for which the employee was entitled to be paid, or 1, 25 days per month.

Maternity Leave.

The Act entitles the pregnant employee to four months unpaid maternity leave. It further stipulates that the maternity leave must commence not later than four weeks before the expected date of birth of the child and of the employee may not return to work for six weeks after the birth of the child. Of these stipulations may be changed with the prior written approval of the employee’s medical practitioner or midwife.

Maternity leave is to certain extent related to annual leave, in respect of the question "does an employee continue to accrue annual leave whilst on a period of maternity leave?" he first concerned maternity leave and the accrual of annual leave, specifically does annual leave continue to accrue to an employee who is absent from the workplace on maternity leave?

The answer is simple - yes, annual leave does continue to accrue to the credit of that employee. It seems that employers are inclined to read into the act, conditions that do not exist. In the question under consideration, the employer states that the employee is not working, so why must she accrue annual leave?

Well the answer is quite simple. If you read section 20 of the BCEA carefully, you will see that nowhere does it state that the employee must actually be working in order to accrue annual leave.

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It states that the employer must grant to an employee at least 21 consecutive days annual leave on full remuneration in respect of each annual leave cycle, and it goes further to define a leave cycle as a period of 12 months in employment with the same employer immediately following an employee's commencement of employment, all the completion of that employees prior leave cycle.

It is clear then that the accrual of annual leave is dependent upon a period of employment of 12 months with the same employer - it is not dependent on whether the employee actually attends the workplace or not.

When an employee is on maternity leave, the employment contract is not changed in any way at all - the employee is merely exercising her legal entitlement to four months unpaid leave (whether the employer pays a salary for the duration of, or for part of, the maternity leave, is of no consequence)

Thus the employment conditions and the requirement to fulfill a twelve-month leave cycle remain unchanged - although on unpaid leave, the employee is still employed by the employer and the 12 month leave cycle is not broken. The only thing the employee is not doing is actually physically attending the place of work. Therefore the annual leave continues to accrue during the period of maternity leave.

 

Sick Leave

A sick leave cycle is a period of 36 months employment with the same employer immediately following the date of commencement of employment, or the completion of the prior sick leave cycle. During the first 6 months of employment, the employee is entitled to 1 day sick leave for every 26 days worked. On the first working day of month number 7, the balance of the 30 days becomes available to the employee, less any days taken sick during the first 6 months of employment.

The amount of the sick leave entitlement is a number of days that the employee would ordinarily have worked during a six-week period. In other words, if the employee works a 5-day

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week then it is 30 days sick leave in each leave cycle or every 3 years, or a 6-day week would result in 36 days sick leave a every 3 years.

At the end of every 3-year cycle, any sick leave remaining untaken or unused is forfeited, and the next cycle begins with a fresh balance of 30 days or 36 days as the case may be. In instances where the employee is absent for more than 2 consecutive working days, meaning absent on 3 consecutive days or more, the employer is entitled to require proof of the illness or incapacity which caused the employees absence from work.

Note that absent on a Friday and a Monday is not “consecutive days”. It is 2 separate occasions, and the employer cannot demand proof of incapacity in such circumstances. Likewise, if an employee is off sick on the day before or the day after a public holiday, the employer is not entitled to request proof of incapacity.

If the employee is absent on 3 consecutive working days or more, or is absent on more than 2 occasions (remember a Friday and a Monday is 2 separate occasions) during the same 8 week period, then the employer is entitled to demand proof of incapacity. If such proof is not produced on demand by the employer, then the employer is entitled to treat the days absent as unpaid leave.

The proof of incapacity may take the form of a medical certificate issued and signed by a medical practitioner or any other person who is entitled to diagnose and treat patients and who is registered with a professional council established by an Act of Parliament.

Certificates issued by Traditional Healers, Sangomas, “Witch Doctors” etc are not presently acceptable. Absence where the employee was treated by one of the aforegoing should be treated as annual leave or unpaid leave.

Annual leave may not be substituted for sick leave and sick leave is in addition to any other leave entitlement. Sick leave, however, is not in addition to a period of notice of termination of the employment contract.

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Family Responsibility Leave

Employees who have been in employment with the same employer for more than 4 months and who work for the same employer for at least 4 days per week is entitled to 3 days Family Responsibility Leave full pay per annum, with the exception of Domestic employees whose entitlement is 5 days.

Family Responsibility Leave is in addition to any other leave entitlement and any unused portion lapses at the end of each year and is not accumulative. Family Responsibility Leave applies when the employees child is born, when the employees child is sick, or in the event of the death of the employee’s spouse or life partner, or the employee’s parent, adoptive parent, grandparent, child, adopted child, grandchild or sibling.

The employee may take Family Responsibility Leave as a part of a day or a whole day. The employer is entitled to demand proof of the event in respect of which the Family Responsibility Leave is requested, such as a death certificate or medical certificate or certificate issued by the hospital.

The employer should bear in mind that in the majority of cases, such proof may only be available upon the employee’s return to work and employer’s should be reasonable in that regard. Note that the illness of an employee’s spouse does not qualify for Family Responsibility Leave. Family Responsibility Leave is in addition to any other leave entitlement.

 

Study Leave

Labour legislation is silent on the matter of study leave, and therefore in the purpose of Labour Law, study leave does not exist. This is a matter for arrangement entirely between the employer and the employee, and is the employer stipulates that study leave must be deducted from the employees annual leave entitlement or be taken as unpaid leave, then that decision must apply.

 

Leave for religious holidays

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Labour Law does not to regulate leave for religious holidays. At present the situation that should an employee wish to take leave for the purpose of religious holidays other than an official public holiday, then the employee must take paid annual leave or unpaid leave. Any paid annual leave taken will be deductible from the employees annual leave entitlement.

Leaves rules of Ably Soft Pvt. Ltd.

General Leave Rules: a. One paid leave is allowed every month (informed or uninformed).b. First and third Saturday of every month will be OFF.c. If any employee takes a leave on last working day of the week and the first

working day of the next subsequent week, calendar days falling between these two leaves, will also be counted as Unpaid Leaves.

d. If any employee takes a leave on last working day falling prior to any holiday(s) and the next working day, calendar days falling between these two leaves, will also be counted as Unpaid Leaves. OR you can read it as: If any holiday(s) fall between your continuous leaves, the same will be counted as your unpaid leave.

e. If incase employee is not taking any leave in a month than that leave will be encashable instead of carry forward.

f. 2 days prior notice is necessary for availing 3rd leave or thereafter any leave.

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Chapter 10

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HUMAN RESOURCE PLANNING

Introduction (HR Planning)

Many business owners prepare a business plan before starting their business. However, small business owners often do not include human resource planning as part of their over-all business plan. They may start out with only a few employees or none at all. Over time, it is important to properly forecast employment needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can impact on overall business success. The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed.

An HR plan works hand in hand with your business plan to determine the resources you need to achieve the business’s goals. It will better prepare you for staff turnover, recruitment, and strategic hiring – and alleviate stress when you have emergency/last-minute hiring needs. This module provides a detailed outline of how small business owners can develop a human resource plan. There is also a discussion of issues to consider when developing a succession plan, the plan that is needed to consider how to carry on the business, or sell the business, when the current management/ownership leaves. Tips for creating a personnel policy manual are also included.

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Definition of HR planning:

There are many ways to define HR planning, or explain what it is, but the following definitions, taken from the Government of Canada human resources site, is a good, useful working definition:

“Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost.”

Note: The emphasis on linkage to strategic planning and business planning in the first sentence, and the emphasis on the arrangement and alignment of staff and employees in the last sentence.

Here's another definition, perhaps a bit simpler:

“The processes by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization, reach its objectives.”

Why human resource planning?

Human Resource Planning: an Introduction was written to draw these issues to the attention of

HR or line managers. We address such questions as:

What is human resource planning?

How do organizations undertake this sort of exercise?

What specific uses does it have?

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In dealing with the last point we need to be able to say to hard pressed managers: why spend

time on this activity rather than the other issues bulging your in tray? The report tries to meet

this need by illustrating how human resource planning techniques can be applied to four key

problems. It then concludes by considering the circumstances are which human resourcing can

be used.

1. Determining the numbers to be employed at a new location :-

If organizations overdo the size of their workforce it will carry surplus or under utilized staff.

Alternatively, if the opposite misjudgment is made, staff may be overstretched, making it hard

or impossible to meet production or service deadlines at the quality level expected. So the

questions we ask are:

How can output be improved your through understanding the interrelation between

productivity, work organization and technological development? What does this mean

for staff numbers?

What techniques can be used to establish workforce requirements?

Have more flexible work arrangements been considered?

How are the staffs you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether it be a

business start-up, a relocation, or the opening of new factory or office.

2. Retaining your highly skilled staff :-Issues about retention may not have been to the fore in

recent years, but all it needs is for organizations to lose key staff to realize that an

understanding of the pattern of resignation is needed. Thus organizations should:

Monitor the extent of resignation

Discover the reasons for it

Establish what it is costing the organization

Compare loss rates with other similar organizations.

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Without this understanding, management may be unaware of how many good quality staff are

being lost. This will cost the organization directly through the bill for separation, recruitment

and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the

situation. These may be relatively cheap and simple solutions once the reasons for the

departure of employees have been identified. But it will depend on whether the problem is

peculiar to your own organization, and whether it is concentrated in particular groups (e.g. by

age, gender, grade or skill).

3. Managing an effective downsizing programme:-

This is an all too common issue for managers. How is the workforce to be cut painlessly, while

at the same time protecting the long-term interests of the organization? A question made all

the harder by the time pressures management is under, both because of business necessities

and employee anxieties. HRP helps by considering:

The sort of workforce envisaged at the end of the exercise.

The pros and cons of the different routes to get there.

How the nature and extent of wastage will change during the run-down.

The utility of retraining, redeployment and transfers.

What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various

methods of reduction can be assessed, and the time taken to meet targets established.

If instead the CEO announces on day one that there will be no compulsory redundancies and

voluntary severance is open to all staff, the danger is that an unbalanced workforce will result,

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reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost

quality and experience.

4. Where will the next generation of managers come from? :-

Many senior managers are troubled by this issue. They have seen traditional career paths

disappear. They have had to bring in senior staff from elsewhere. But they recognize that while

this may have dealt with a short-term skills shortage, it has not solved the longer term question

of managerial supply: what sort, how many, and where will they come from? To address these

questions you need to understand:

The present career system (including patterns of promotion and movement, of

recruitment and wastage).

The characteristics of those who currently occupy senior positions.

The organization’s future supply of talent.

This then can be compared with future requirements, in number and type. These will of course

be affected by internal structural changes and external business or political changes. Comparing

your current supply to this revised demand will show surpluses and shortages which will allow

you to take corrective action such as:

Recruiting to meet a shortage of those with senior management potential.

Allowing faster promotion to fill immediate gaps.

Developing cross functional transfers for high fliers.

Hiring on fixed-term contracts to meet short-term skills/experience deficits.

Reducing staff numbers to remove blockages or forthcoming surpluses.

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Thus appropriate recruitment, deployment and severance policies can be pursued to meet

business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong

sort of staff is engaged at the wrong time on the wrong contract. It is expensive and

embarrassing to put such matters right.

How can HRP be applied?

The report details the sort of approach companies might wish to take. Most organizations are

likely to want HRP systems:

Which are responsive to change?

Where assumptions can easily be modified

That recognize organizational fluidity around skills

That allow flexibility in supply to be included

That are simple to understand and use

Which are not too time demanding.

To operate such systems organizations need:

appropriate demand models

good monitoring and corrective action processes

comprehensive data about current employees and the external labor market

An understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of

understanding their implications. Graduate recruitment numbers will be set in ignorance of

demand, or management succession problems will develop unnoticed.

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As George Bernard Shaw said: ‘to be in hell is to drift; to be in heaven is to steer’. It is surely

better if decision makers follow this maxim in the way they make and execute resourcing plan.

Developing an HR Plan2. DEDeDeVELOPING AN HR PLAN

Forecasting Hiring Needs

The daily demands and hectic lifestyle of business owners and managers often has an unfortunate by-product: human resource planning gets placed on the bottom of the list of things to get done. Failure to anticipate potential changes in your workforce often leads to last minute or “crisis mode” decision-making. Needless to say, quick fixes are no solution to long-term issues. Taking the time to forecast future hiring needs today will save you time and money in the long-run.

HR planning must be tied to the overall business plan. You can start the process by assessing the current conditions and future goals of your company. Perform these assessments regularly. Consider some of the following questions:

What are the company’s goals and objectives? Do these goals call for expansion into new markets? Are new product lines planned? Are changes in technology necessary to stay competitive? Will new skills and/or training be required to meet the company’s goals and objectives?

The following three-step method is designed to help you determine whether or not you are ready to hire:

Identify Business Strategy and Needs Conduct a Job Analysis and Write a Job Description Determine the Feasibility of Hiring

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Step 1: Identify Business Strategy and Needs

Identify Pressures and Opportunities

Consider the following internal and external opportunities and record how they may impact your business:

1. Competition: Often businesses will feel pressure to expand and hire more workers in order to remain competitive in a particular market.

2. Technology: Technological advancements may increase the demand for employees in certain industries or professions.

3. Increased customer demand: An increased demand for products or services may require more resources to help produce or deliver services.

4. Economics: Growth of the economy or lower interest rates cause increased spending, and often increased business opportunities. Changes in the labour market impact your ability to find and keep employees.

5. Workforce changes: These include resignations, terminations, leave of absences, death, change in employment status, and retirement.

Clarify your business strategy and direction

Describe what your business does in terms of key functions and tasks and then describe the changes that will come into play and the direction that the business will likely take in the next few years. If you expect to increase sales by 50% over the next five years, consider what impact that will have on your hiring needs. If you are a start-up company, consider the different sorts of employees you will need at each stage of development.

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Year 1 Year 2 Year 3Activity Construct Facility Produce product

& ship Expand markets

Staff Construction Supervisors Engineers Manager

Line staff Supervisors Packaging Administrative

assistant Manager Logistics Marketing

Increased line staff

Additional supervisors

Additional administrative assistant

Identifying your business goals and needs will help you to predict future hiring needs, in terms of the number of employees, types of skills, and work experiences. This planning process will help you to avoid making mistakes – like hiring an employee prematurely.

Identify aspects of the business that need help

Once you have developed a sense of the direction your business is taking, you need to determine what human capacity your company will need in order to accomplish those goals. Identify aspects of the business that need help, and the skills and knowledge required of a new employee. When you are hiring, look for a person who has a particular set of skills – not a particular person to fill a particular job.

The following questions will help you determine how many people are required, and with what skills, to fulfill your business needs.

What new positions are opening up? What special skills (e.g. computer applications) will be needed? What work experience (e.g. in a particular area) will be required?

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When will new staff be needed? When should hiring be scheduled to ensure a smooth transition? Does the hiring plan also provide for employee turnover and attrition?

Use the tool below to help plan your short-term and long-term staffing needs.

Functions orTasks

People onstaffcurrently

Additionalpeopleneeded now

Peopleneeded in 6months

Peopleneeded in 1year

Peopleneeded in 2and 3 years

1. Answeringphones &takingorders

2. Accounting& managing

3. Producing&assembling

4.Packaging,mailing &inventory

g Out Staffing Needs

Step 2: Conduct a Job Analysis

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Figure: - Mapping Out Staffing Needs

If you decide that you need additional employees to fulfill your business strategy, it is recommended that you conduct a four-step job analysis:

1. Review your current workforce

Describe the employees you now have in terms of their knowledge, skills, and experience and describe how they function together to get work done. Map these onto your strategic plan and describe the skills and knowledge that you will need for the anticipated new work or function. At the same time, consider how the current work could be reorganized to make the best use of current and future employees.

2. Identify any skills and knowledge gaps

Note any gaps between the skills and abilities your current employees have and the skills and abilities that your workforce needs to meet your business objectives in the future. To ensure that you have considered the full scope of the new position from all different perspectives, ask your current employees what they think this position would involve. The checklist below might help you identify the desired attributes of potential employees.

3. Write a Job Description

After completing steps one and two, you can begin to draft a job description. Although many small businesses do not take the time to draft job descriptions, it is a worthwhile exercise. See Module 2: Hiring Strategies for a detailed explanation on how to write a job description.

4. Set an Appropriate Salary

Start by adopting a general salary range to help you determine what you will need to budget – and whether potential candidates are within your budget. You may want to complete a job evaluation, whereby you rank jobs and their corresponding salaries. Weigh the importance of critical skills and knowledge for each position, compare positions, and rank the new position on the pay scale accordingly.

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If you already employ an administrative assistant and plan to hire another, you will probably pay him/her approximately the same rate, depending on experience. If, on the other hand, you decide to create a new position and recruit an employee with a unique skill set, you will need to do a comparison between the new and existing positions.

Is the new position more junior/senior? Will the new position require more specialized skills and knowledge? Will the position have more complex tasks and different working relationships? Will the new position have more or less responsibility?

The external market is another useful resource for determining salary. Look at similar positions in other organizations by checking job postings on the Internet, talking to others in the industry, reading career ads in the newspaper or purchasing salary surveys.

Tips for Conducting a Job Analysis

Ask employees about each position within the business and how they are (or are not) connected

Ask employees if they think hiring a new employee or creating a new position would be a good idea

Observe employees at work and earnestly ask for their ideas about better ways to operate; be prepared to put good suggestions into action

Talk to customers about which employees are easiest to deal with or provide the best service

Find out and understand why past employees have left – be truthful with yourself Talk to customers about their needs Understand the needs of people the new employee will be working with Differentiate between “nice to have” and “must have” skills and experiences Look at employees who are performing at a superior level and try to assess the skills and

behaviours that distinguish them; look for evidence of these behaviours during the interview

Look at similar positions in other companies and the requirements they have Read books or articles about companies that may have found themselves in similar

situations

MANAGEMENT MAXIMS

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Step 3: Determine the Feasibility of Hiring

Before you hire, you must understand (1) the costs of hiring, (2) the benefits of hiring, and (3) the risks of not hiring.

(1) When calculating the full cost of hiring a new employee you must consider: Labour costs, such as salary and benefits Recruiting costs, which may include advertising in addition to time spent on recruiting

activities, orientation and training.

(2) Weigh the costs of hiring against the value of having an employee contributing to the business. Potential benefits include:

Improved morale of other employees, if a departing employee was a problem or if the area has been understaffed for some time

Improved morale of existing staff if the growth means new business and opportunities Improved productivity if a departing employee was not productive or if employees

believed that you have made the decision to hire as a result of their input Increased revenues once a new employee is performing at an acceptable level A new employee who is more qualified than current employees can help train the

existing employees Increased customer satisfaction and potentially saved business

(3) Some of the potential risks associated with choosing not to hire despite the need for additional staff include:

Loss of revenues because of an inability to keep up with demand Loss of employees because they are unwilling to continue being overworked or to do

the work of a departed employee No new ideas or knowledge brought in through new employees

If you decide that hiring a new employee is feasible, you are ready to begin the recruitment process (see Module 2: Recruitment). If not, you might need to revisit your strategic plan or business objectives.

Use the checklist on the following page as you carry out the human resource planning process.

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Human Resource Planning Checklist

Step 1: Identify Business Strategy and Needs Identify pressures and opportunities Clarify your business strategy and direction Identify aspects of the business that need help

Step 2: Conduct a Job Analysis and Write a Job Description Review your current workforce Identify any skills and knowledge gaps Write a job description Set an appropriate salary

Step 3: Determine the Feasibility of Hiring Understand the costs of hiring Understand the benefits of hiring Understand the risks of not hiring

Employment Arrangements

Once you have determined that hiring new staff is desirable and feasible, you must decide what type of employment arrangements would best suit your company. Consider the following questions:

Are there candidates in-house or is an external search required?

When mapping out your HR requirements for the coming months or years, determine whether or not any of your current employees might be suitable for these newly created positions.

Will training be provided, or will candidates be required to have the skills needed for the position?

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Training is often required when a particular skill is needed or there is a shortage of qualified people. Many companies prefer to hire people who already have the skills in order to avoid training costs.

Will the position be full-time, part-time, or contract?

Your decision to hire full-time, part-time, seasonal, temporary, peak, contract employees or independent contractors should depend primarily on the type of work and the timing of the work. You should also consider the payment structures; full-time employees are more likely to require benefits than part-time and contract people.

Employers Needs/ Requirements

Full-time/Part-time Fixed Term

Long-term commitment x

Short-term commitment x

Budget supports salary x

Limited budget x

Long-term teamwork required x

Long-term teamwork unnecessary

x

Work must be performed on a regular basis

x

Work need not be performed on a regular basis

x

Specialized skills needed are core to business

x

Specialized skills needed are not core to business

x

Trial / probation period desirable

x

Fill in for permanent employee leave of absence

x

3.

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SUCCESSION PLANNING

Non-Family Succession

Succession planning is a process that is often neglected by small business owners. This is understandable when day-to-day operations are more than enough to keep you busy. The thought of losing control of your business – whether due to illness, death, or other factors – is unpleasant. However, the reality is that people age and accidents happen. By planning for succession or by considering your business exit strategy, you will also give yourself the freedom to voluntarily step away from your business to pursue other interests – if you so choose.

If you want your business to survive beyond you, planning for changes in management is crucial. By keeping all business responsibilities in your own hands, you put the sustainability of your business in jeopardy. Succession must be managed for all significant positions in a company – not just owner(s) or senior manager(s). Business processes and institutional memory should be passed along not only at the ownership and executive levels, but also on the supervisory, professional, and skilled levels.

The founder/owner has the power to suit his or her beliefs and values when choosing a method of succession. Some may decide to sell the business, while others may maintain an arm’s length relationship with the business as the board chair. You have the option of grooming talent within your organization or looking outside of the business to find managers with the necessary qualifications.

It is wise to start the planning process by identifying your business’s existing competencies. You should then evaluate and assess current employees to determine how they match up to organizational needs. Coaching, mentoring, training, and recruiting methods can be used to fill gaps – and prepare your staff for future responsibilities.

Training Employees to Take on New Roles

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_ Skill training_ Enriching assignments

_ Mentoring

Fill out the manager assessment form below to determine the potential of the managers you currently employee.

Assessing Management Staff

Name and service time:

Measurable Gap

Employee’s current skills & experience

Skills and experience needed for new position

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Brief personal history:

Education:

Work experience:

Management experience:

Positions held here:

Personal goals:

Hobbies:

Unused skills:

Assessing Management Staff

Word of Advice:

There are various ways to handle succession, each with its own difficulties and benefits. It may require a long time to determine which method is best for your business. Once you have settled on a method, its implementation will be a continuing task. Succession must not be left to the last moment.

Family Succession

Family succession is a critical issue facing our country’s economy. Canada’s more than one-million family-owned businesses generate more than 45 percent of the Gross Domestic Product (GDP) and provide a pay cheque for about half of all working Canadians.

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The majority of family-run businesses don’t make it to the third generation as a result of “family-related issues.” Some of these issues include:

Splitting the business or giving it to unsuited persons out of the desire to be fair to children.

Simply assuming that children will go into the business, but failing to develop a program to familiarize them with it and develop their interests and skills.

Not developing corporate culture, business plans, and job descriptions that family successors understand, agree to, and develop competence for.

Allowing family dynamics to control meetings and communications that are supposedly for business purposes.

Giving in to financial demands from family heirs that are bad for business.

There is no fool-proof model for succession planning; you will need to customize your approach to meet your specific needs. There are, however, some strongly recommended dos and don’ts:

Succession Planning Dos and Don'ts

Do

Start planning now. It is never too early to think about succession. Communicate openly at all times with all family members about plans. Develop a long-term vision of what you want to happen. Write it down.

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Address the issue of fail vs. equal division of the business early on. Help develop the skills, abilities and knowledge of the next generation. Prepare a legal will early. Develop a general plan for the transfer of assets. Enroll a lawyer and an accountant to fine-tune your plans.

Don’t Procrastinate and put off discussing succession. Start now. Feel that the succession plan has to treat all children equally; fair does not mean equal. Be afraid to ask questions and listen carefully to the answers. Hold on to control of all aspects of the business. Feel both generations must have the same value sets. Define your life as the business. There is more to life than work. Rely on just one professional advisor.

Unfortunately, many family business owners fail to develop a succession plan. It is critical that the owner writes down his or her future plans. Otherwise, this information is lost if circumstances render him or her incapable of continuing with the business.

Often, family-businesses plan for Joint-CEOs to be the successors. This is seldom a result of careful planning. Rather, it often results from a reluctance to choose among family members, a fear of provoking arguments, or the desire to please everyone. In order for your business to survive, you must handle it as a business.

MANAGEMENT MAXIMS

Secrets of Success in Succession Planning

Start planning early. Think of the family business as an asset, not just an operation. Let family members have a free choice on whether or not to enter the business while

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you still manage it. Get professional help for the transition process.

CREATING A PERSONNEL MANUAL The best way to ensure that your employees understand your workplace policies is to communicate them both verbally and through a written document. This document need not be lengthy or elaborate. Simply outline your business’s rules and expectations in a clear and concise way. Even a sentence or two will do!

A sample table of contents for an employee handbook is included on the following page. The topics included are simply suggested areas of discussion. You should include the information most critical to your work environment. It is a good idea to include a page (preferably at the beginning of the booklet) that explains the employee’s responsibility to read and understand the policy – and requests employee signatures.

A quick and easy employee handbook template is included at the end of this module. Please consult the publication Rights and Responsibilities: A Guide to Labour Standards in Saskatchewan to clarify matters such as hours of work, overtime pay, and so on.

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Chapter 11

Research Methodology

Project Description

This project titled “HR Planning and Organizing of Ably Soft Pvt. Ltd. IT Company” is the study of Human Resource planning and organizing in Ably Soft Pvt. Ltd. IT Company. In this project I

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have tried to cover all the important points that should be kept in mind during HR Planning’s in the IT Companies and how they organize it .The questionnaire was presented to be filled by all members of Ably Soft Pvt. Ltd., Mohali. I have also investigated about the various methods used for planning, developing and organizing the company and on the key parameters on which I gave my views to them.

Objectives:

1. To study the HR Roles in the organization

2. To study HR plans for better performance of employees and organization

3. To study HR process in Ably Soft Pvt. Ltd.

Based upon these considerations the following set was finalized:

Sample size: 65

Sampling Technique:

Convenience sampling generally assumes a homogenous population, and that one person is pretty much like anther. Whilst people are known to be different, the difference is assumed to probabilistic- thus if 80% of a sample prefer coffee to tea, you might conclude that 80% of the population at large would choose coffee. In practice, your sample may be middle class Parisians and the same test in London may well give a different result.

Many famous psychological experiments were done with available people. Most typically, experiments have done in universities students, simply because they are cheap, willing and available. This has caused significant debate about the validity of results.

Convenience sampling is also known as Opportunity Sampling, Accident Sampling or Haphazad Sampling.

Under my project I have used convenience sampling in Ably Soft Pvt. Ltd., Mohali where I have taken 65 respondents.

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Data Collection:

The data was collected by using the following:

Primary Data Secondary Data

Primary Data:

Primary data are those which are collected a fresh, for the first time & thus happen to be the original in character. Questionnaires were used to collect the primary data for this project. The questionnaire consisted of 15 questions in all, with few questions specifically designed to cross verify the responses to previous questions. The questions try to analyze the perception of company managers regarding the current hiring/ recruitment process & HR policies. It is also designed to analyze their exception & suggestion for the optimum recruitment process.

Secondary Data:

Information from internet, company brochures, course book, press releases & government agencies was used to analyze the

Company background

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Industry background Legal bodies for regulation of insurance industry Company products Competitor information

Objectives Of The Study

To study the various methods regarding to the HRM planning’s in the organization.

Objectives-:

1) To study whether these HR process proved beneficial for the organization.

2) To indicate significant works on today HR planning research.

3) To integrate organization environmental and Human Resource Management.

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Data Analysis

1. What are the sources for internal sourcing among the following?

a) Present temporary employees 10b) Retrenched / Retired / Employees 7c) Deceased / disabled / employees 3d) References form present employees 45

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Chart-1

a) Present temporary employeesb) Retrenched / Retired / Employeesc) Deceased / disabled / employeesd) References form present employees

Interpretation: Under my study I found that among high respondents from that who are company employees those who are source of internal sourcing.

2. Why Candidate willingness to join the company?

a) Salary package 40

b) Working environment 10

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c) Reputation 10

d) Location of the company 5

Chart-2

a) Salary packageb) Working environmentc) Reputationd) Location of the company

Interpretation: Under my study I found that among high respondents from salary package reason, candidates can willing to join company.

3. Who finalize the candidate?

a) Director 20

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b) HR 10

c) TL of Department 25

d) All 10

Chatr-3

a) Directorb) HRc) TL of Departmentd) All

Interpretation: Under my study I found that among high respondents from Team Leader’s and Director finalizes the candidate.

4. What about your company employee strength?

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a) Below 15 1b) 15 to 45 5c) 45 to 75 50d) Above 75 9

Chart-4

a) Below 15b) 15 to 45c) 45 to 75d) Above 75

Interpretation: Under my study I found that among high respondents from 45 to 70 range is no’ of employee in the company.

5. All of the following are phases of career development except

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a) Performance Phase 35

b) Direction Phase 10

c) Assessment Phase 5

d) Development Phase 15

Chart 5

1st Qtr2nd Qtr3rd Qtr4th Qtr

Interpretation: Under my study I found that among high respondents from performance base.

6. Performance Appraisal is a primary HRM process that links employees and organizations and provides input for other processes through these means

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a) Identification, Measurement, Management 15b) Assessment, Direction, Development 25c) Recruitment, Selection, Onboarding 10d) Skill, Effort, Responsibility 15

Chart-6

a) Identification, Mea-surement, Managementb) Assessment, Direction, Developmentc) Recruitment, Selection, Onboarding d) Skill, Effort, Responsibility

Interpretation: Under my study I found that among high respondents from development and direction side in the company.

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7. What is the key difference between HRP and HR strategy?

a) There is no difference 10b) HR strategy is a key component of HRP 25c) HRP is a key component of HR strategy 30

Chart-7

a) There is no differenceb) HR strategy is a key component of HRPc) HRP is a key component of HR strategy

Interpretation: Under my study I found that among high respondents from HRP is a key component of HR strategy.

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8. Measuring Performance is based on a measurement approach that can be broken down to type of judgment and measurement focus. All of the following are ways to appraise performance based on measurement focus except

a) Trait 7b) Behavior 10c) Outcome 43d) Relative 5

Chart-8

a) Traitb) Behaviorc) Outcomed) Relative

Interpretation: Under my study I found that among high respondents from outcomes of the employee.

9. Are aptitude test conducted in your company?

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a) Yes 50b) No 15

Chart-9

a) Yesb) No

Interpretation: Under my study I found that among high respondents from yes.

10. When do you prefer to go manpower planning?

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a) Yearly 3b) Quarterly 7c) No fix time 55

Chart-10

a) Yearlyb) Quarterlyc) No fix time

Interpretation: Under my study I found that among high respondents from no fix time, hiring process going on all time in the company.

11. Please mention what kind/level/position of employees you need for your organization

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a) Fresher’s 10b) Mid-level 50c) Senior 5

Chart-11

a) Fresher’sb) Mid-levelc) Senior

Interpretation: Under my study I found that among high respondents from mid level of the employee.

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12. How many positions in your organization do you need to be filled with new employees?

a) Below 2 10

b) Between 2 to 10 50

c) Above 10 5

Chart-12

a) Below 2b) Between 2 to 10c) Above 10

Inte

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rpretation: Under my study I found that am

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ong high respondents from hiring departm

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ent of 2- 10.

13. Do you want to include training modules in your Human Resource planning process?

a) Yes 45b) No 20

Chart-13

a) Yesb) No

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Interpretation: Under my study I found that among high respondents from yes.

14. Have you finalized any type of cost management plan that needs to be implemented?

a) Yes 50

b) No 15

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Chart-14

a) Yesb) No

Interpretation: Under my study I found that among high respondents from yes.

15. To how much extent do you want cost management elements to be included in the HR needs plans?

a) Little 10

b) Moderate 40

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c) High 15

Chart-15

a) Littleb) Moderatec) High

Interpretation: Under my study I found that among high respondents from moderate.

16. Do you have a clearly stated Recruitment & Selection Policy?

a) Yes 60

b) No 5

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Chart-16

a) Yesb) No

Interpretation: Under my study I found that among high respondents from yes.

17. How do you rate of your company’s H.R policies?

a) Good 15

b) Very good 40

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c) Average 10

d) Bad 0

Chart-17

a) Goodb) Very goodc) Averaged) Bad

Interpretation: Under my study I found that among high respondents from very good.

18. What are the sources of recruitment & selection?

a) Internal 25

b) External 35

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c) Both 5

Chart-18

a) Internalb) Externalc) Both

Interpretation: Under my study I found that among high respondents from external.

19. Which external sources of recruitment you prefer?

a) Campus interview 2b) Placement agencies 25c) Job Portals 35d) Others 3

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Chart-19

a) Campus interviewb) Placement agenciesc) Job Portalsd) Others

Interpretation: Under my study I found that among high respondents from job portals.

20. 12. How many rounds of interview are conducted?

a) 1-2 50

b) 3-6 10

c) More than five 5

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Chart-20

a) 1-2b) 3-6c) More than five

Interpretation: Under my study I found that among high respondents from 1 -2.

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Finding

Interpretation: Under my study I found that among high respondents from that who are company employees those who are source of internal sourcing.

Interpretation: Under my study I found that among high respondents from salary package reason, candidates can willing to join company.

Interpretation: Under my study I found that among high respondents from Team Leader’s and Director finalizes the candidate.

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Interpretation: Under my study I found that among high respondents from 45 to 70 range is no’ of employee in the company.

Interpretation: Under my study I found that among high respondents from performance base.

Interpretation: Under my study I found that among high respondents from development and direction side in the company.

Interpretation: Under my study I found that among high respondents from HRP is a key component of HR strategy.

Interpretation: Under my study I found that among high respondents from outcomes of the employee.

Interpretation: Under my study I found that among high respondents from yes.

Interpretation: Under my study I found that among high respondents from no fix time, hiring process going on all time in the company.

Interpretation: Under my study I found that among high respondents from mid level of the employee.

Interpretation: Under my study I found that among high respondents from hiring department of 2- 10.

Interpretation: Under my study I found that among high respondents from yes.

Interpretation: Under my study I found that among high respondents from yes.

Interpretation: Under my study I found that among high respondents from moderate.

Interpretation: Under my study I found that among high respondents from yes.

Interpretation: Under my study I found that among high respondents from very good.

Interpretation: Under my study I found that among high respondents from external.

Interpretation: Under my study I found that among high respondents from job portals.

Interpretation: Under my study I found that among high respondents from 1 -2.

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Suggestion

1. All the IT Companies should work hard to improve the working conditions and the

employee relation practices.

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2. The female employees should be given the facilities like flexi time; necessary breaks so

that they feel that the organization is helping them in coordinating the family and

professional life.

3. The companies should focus on HR planning’s and employee satisfaction (salary,

promotion, development, environment, time flexibility etc.)

4. The companies should give due consideration to the elder employees such as or they

should be recognized for their work, they should be given more responsibility. This entire

thing will help the organization to instill confidence in the elder employees.

5. The companies should be more carefully against HR Policies and Practices.

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Conclusion

The Nature of ownership of Ably Soft Pvt. Ltd. affects the HR planning and organizing to a great

extent, so it is required to update the HR plannings from time to time by bringing necessary

changes. The demographic variables like age, gender and designation do affect the HR plannings

so it is must that the feedback of the employees should be taken from time to time to improve

their satisfaction.

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Bibliography

1)  KOTHARI C.R., Research methodology, New Age Publishing House Second, Edition

2) Various newspapers and NTPC magazines

3)  INTERNET

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http://www.google.com/

www.wikepedia.com

www.yahoo.com

http://www.citehr.com/

http://www.ntpc.com/ .

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Appendices

Questionnaires

How do you rate your planning, recruitment and selection process, performance appraisal followed in your company?

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1. What are the sources for internal sourcing among the following?

e) Present temporary employeesf) Retrenched / Retired / Employeesg) Deceased / disabled / employeesh) References form present employees

2. Why Candidate willingness to join the company?

e) Salary packagef) Working environmentg) Reputation of the companyh) Location of the company

3. Who finalize the candidate?

e) Directorf) HRg) TL of Departmenth) All

4. What about your company employee strength?

e) Below 15f) 15 to 45g) 45 to 75h) Above 75

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5. All of the following are phases of career development except

e) Performance Phasef) Direction Phaseg) Assessment Phaseh) Development Phase

6. Performance Appraisal is a primary HRM process that links employees and organizations and provides input for other processes through these means

e) Identification, Measurement, Managementf) Assessment, Direction, Developmentg) Recruitment, Selection, Onboardingh) Skill, Effort, Responsibility

7. What is the key difference between HRP and HR strategy?

e) There is no differencef) HR strategy is a key component of HRPg) HRP is a key component of HR strategy

8. Measuring Performance is based on a measurement approach that can be broken down to type of judgment and measurement focus. All of the following are ways to appraise performance based on measurement focus except

h) Traiti) Behavior

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j) Outcomek) Relative

9. Are aptitude test conducted in your company?c) Yesd) No

10. When do you prefer to go manpower planning?

d) Yearlye) Quarterlyf) No fix time

11. Please mention what kind/level/position of employees you need for your organization

d) Freshere) Mid-levelf) Senior

12. How many positions in your organization do you need to be filled with new employees?

d) Below 2e) Between 2 to 10f) Above 10

13. Do you want to include training modules in your Human Resource planning process?

c) Yesd) No

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14. Have you finalized any type of cost management plan that needs to be implemented?

c) Yesd) No

15. To how much extent do you want cost management elements to be included in the HR needs plans?

d) Littlee) Moderatef) High

16. Do you have a clearly stated Recruitment & Selection Policy?

c) Yesd) No

17. How do you rate of your company’s H.R policies?

e) Goodf) Very goodg) Averageh) Bad

18. What are the sources of recruitment & selection?

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d) Internale) Externalf) Both

19. Which external sources of recruitment you prefer?

e) Campus interviewf) Placement agenciesg) Job Portalsh) Others

20. 12. How many rounds of interview are conducted?

d) 1-2e) 3-6f) More than five

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