HR Project

CHAPTER -1 1.
1 Company profile
Name of the company : Steria india limited Address: SEZ Unit -1 Ground, 1st, 6th, 7th & 8th floor, building no .4 Seaview Special Economic Zone Plot No.20&21, sector- 135 Gautam Budh Nagar Noida(UP) , India Email: www.steria.co.in
1.2 Company Perspectives:

Steria was created by Jean Carteron in 1969. In 1978, Steria established a subsidiary in Switzerland. Steria won the primary contract of Teletel 3V in France and won the largest export contract ever (by a French IT company) by signing computer automation project of Central Bank of Saudi Arabia in 1986. In 1987, Steria joined the development of driverless train project for Paris' RER A line. By 1990, Steria had subsidiaries in Germany, Spain and Saudi Arabia.
Francois Enaud took over as Group chairman and CEO in 1998 and Steria listed itself in the Paris Stock Exchange the next year. In 2000, Steria acquired three service and telecom companies in France to become one of top five French service providers. In 2001, Steria started the Fondation Steria, a community support group. In 2007, Steria acquired the British IT outsourcing and technology company Xansa Plc and in 2010 the company celebrated its 40th anniversary.
Steria delivers IT enabled business services, focusing on key vertical market sectors: public services, finance, telecommunications, utilities and transport. The company provides consulting services for its clients' core business processes, and also develops and operates their information systems. Steria has 20,000 employees working in 16 countries. In 2010, Steria revenue amounted to 1.69 billion.[1] 20% of Steria's capital is owned by its employees. The group, headquartered in Paris, is listed on the Euronext Paris market.
Steria earns almost all of its revenue from Europe, with major contributors being United Kingdom (47%), France (28%) and Germany(12%).
Information systems enable companies to open up new horizons. Mastering their complexity whilst bearing in mind the specific features of each activity sector are the challenges that Steria intends to rise to so that its customers can really focus on their development and prepare for tomorrow. As a global services operator, Steria ensures its mastery of information systems through its three main core businesses: consulting, integration and facilities management right through the outsourcing of entire corporate functions.
1.21 The Steria Family
Listing: Steria is listed on Euronext Paris, Eurolist (Compartment B) 2009 revenue: 1,630 million Operating margin m: 118.9 (As a % of revenue: 7.3%)
Breakdown of revenue by country as of 31/12/09:

United Kingdom: 39 % France: 31 % Germany: 15 % Scandinavia: 8% Belux-Switzerland: 4 % Spain: 3 %
Breakdown of revenue by core business as of 31/12/09:

Consulting & Systems Integration: 54 % Managed Services: 29 % Application Management: 10 % BPO: 7 %
Breakdown of revenue by market as of 31/12/09:

Public Sector (including healthcare): 39 % Finance: 25 %
Utilities (including Energy, Telco, Transport): 25 % Manufacturing and others: 6 % Retail: 5 %
Employees: 18,300
Locations: Steria operates in 16 countries across 8 time zones: Austria, Belgium, Denmark, France, Germany, Hong Kong, India, Luxembourg, Morocco, Norway, Poland, Singapore, Spain, Sweden, Switzerland, United Kingdom. Corporate governance: 19.3% of the Groups capital excluding founder is held by the employees
1.69 billion of revenue (2010)
20,000 employees
Branches operating across 16 countries
1.22 Company History:

France's Steria SA has leapt onto Europe's computer services scene, claiming the number eight spot in that market after its acquisition of nearly all of Integris, the former IT services wing of faltering French computer legend Bull. With the addition of Integris, Steria's revenues will nearly triple--to a pro forma EUR 1.3 billion--while giving the company, formerly primarily focused on France, a truly international structure. The company expected more than 60 percent of its sales to come from beyond France in 2002. Steria has positioned itself as an end-to-end IT services provider on a European scale, with nearly 10,000 employees and subsidiaries in 12 countries. The company focuses on three core business areas: consulting, systems integration, and outsourcing. Outsourcing provided some 45 percent of the company's pre-acquisition revenues of EUR 509 million in 2001 and is also the company's fastest growing area of operation. Systems Integration remains the company's largest segment, generating 55 percent of Steria's 2001 revenues. Steria's Consulting operations are split about evenly between its outsourcing and systems integration business and represents 20 percent of the company's total revenues. The company focuses on four primary industries: public sector; banking and insurance; telecommunications; and industrial, including energy and transportation. Steria is led by Chairman and CEO Franois Enaud and is quoted on the Euronext Paris stock exchange.
1.23 French IT Pioneer in the 1970s

With backing from BNP (Banque Nationale de Paris), Jean Carterton founded Steria, or the Socit d'Etude et de Ralisation en Informatique et Autonomisme, in 1969. BNP initially took 49 percent of the company and was to remain a major shareholder and important client of the company for many years. Yet Carterton, already an industry veteran who had worked in the nascent computer industry since the early 1950s and who had left a position at early IT leader Sema to found Steria, carefully guarded his company's independence. An early feature of the company was that its employees were offered the opportunity to become shareholders; it was one of the first French companies to open its ownership structure in that way.
From the start, Steria's focus was on software development and programming for information and automation systems for the major corporate client market--a new and fast-growing market. Whereas previously hardware and software had been considered a single entity, at the beginning of the 1970s, the development of the microchip and the increasing complexity of software programs led the computer industry to separate the two areas. In France, computer technology had been slow to take hold in the country's industries. By the early 1970s, however, more and more French companies began to embrace the new technologies. While a number of corporations developed in-house IT operations, large numbers turned to specialists like Steria, creating an early outsourcing market.
Steria grew quickly, matching its ambitious sales forecasts to near FFr 10 million by 1971. In that year the company began to expand its operations, opening its first foreign
subsidiary, Steriabel, in Brussels. The difficulties of launching a foreign subsidiary, however, soon brought Steria's focus back to the French market, and through most of the next decade the company's growth remained, in large part, domestic. In 1971, the company began building its national network, opening its first branch office in Bordeaux. The following year, Steria added branches in Toulouse and Lyon. Then, in 1973, the company took over the Marseilles office of Honeywell-Bull Service, which had been acquired by BNP.
Yet the company's growth in the 1970s also was due, in large part, to a number of acquisitions, notably that of Frap (Socit Franaise d'Analyse et de Programmation), acquired in 1971, which gave the company a new suite of software, as well as boosting its revenues. The following year, Steria acquired another small company, specialized in computer training, called Orgamatic. A more significant acquisition came in 1973 when the company purchased Socit d'Assistance Informatique (SAI), which specialized in real-time automation systems. That group was to play a major role in Steria's first largescale success, the installation of automated information systems for Agence France Presse, the French news agency, replacing that organization's outdated outmoded manual systems. The fulfillment of that contract quickly led to new contracts from other, foreign news agencies. Steria also was called in by SEP (Socit Europenne de Propulsion) to form a partnership, SEP Informatique, which took over SEP's information systems development. That same year, Steria acquired a small French company specialized in creating components based on the new microchip technology, called Intel--the name was quickly changed to Sitintel to avoid confusion with Intel Corporation, based in California.
These events corresponded with a steady rise in company sales through the 1970s, and despite the economic recession brought on by the Arab Oil Embargo. By 1976, Steria's sales had risen to FFr 74 million--a growth rate of some 80 percent per year--and the company featured nearly 550 employees. The company received a number of other largescale contracts during the decade, such as the technical oversight of the famed Parisian modern art museum and library, Centre Pompidou, then under construction, as well as work on the massive La Dfense complex and the development of a simulator for an automated control system for the Parisian rail authority, RATP.
Significantly, Steria also had become an early participant in the rapidly developing telecommunications sector, in part through its Sitintel subsidiary. The race was on in Europe to develop text and video delivery systems. In the late 1970s, Steria became one of the driving forces behind the development of France's Teletel system, through the Teletel 3V, which in turn led to the launch of the Minitel system in 1981--a precursor to the online and Internet systems that developed elsewhere in the world in the late 1980s and early 1990s.
1.24 Sleeping Beauty in the 1980s
With BNP as a major shareholder, Steria had developed extensive experience with banking systems, and numbered such important clients as the Banque de l'Indochine, Banque de Bruxelles, and the United Overseas Bank in Geneva, Switzerland. This latter contract led the company to its first international expansion since the early 1970s, with the purchase of a small company based in Geneva in 1975. The company then found a partner in Switzerland, Galenica, a pharmaceuticals distribution company that had set up its own IT services subsidiary with offices in Geneva, Berne, and Zurich. The two companies combined their Swiss operations, creating Galenica Informatique, and attempted to expand into the German-speaking region of Switzerland. Yet that effort proved a distinct failure, to the point where the joint venture collapsed. Steria gained control of Galenica Informatique and renamed it Steria Informatic.
Steria had grown strongly in the 1970s and by 1985 had seen its sales top FFr 550 million. Yet the company was to earn itself a reputation as the "Sleeping Beauty" of the French IT services industry as its growth slowed. Nonetheless, the company completed a number of large-scale contracts, including the development of the information system for the Central Bank of Saudi Arabia, at the time the largest foreign contract ever awarded to a French IT services company. The company also completed another important contract in the late 1980s, that of the creation of the driverless train system for the Paris RER A line.
Toward the end of the 1980s, Steria--which had sold off its Steriabel subsidiary in 1986-returned to the international market. In 1987, the company made its first attempt to enter
the lucrative German market, with a focus on the banking sector, creating a new subsidiary, Steria GmbH. Yet access to the German banking industry proved difficult for foreign corporations, and in 1990 Steria reinforced its position with the acquisition of Software Partner, based in Darmstadt. Nevertheless, the company found it difficult to crack the German market, and its subsidiary there grew only slowly through the 1990s.
Steria found more success in Spain, which the company entered with the creation of subsidiary Steria Iberica in 1987. The following year, the company acquired majority control of Audinsa, based in Barcelona. The purchase of Solinsa, also based in Barcelona, in 1990, led Steria to regoup all of its Spanish operations into a single subsidiary, Steria Solinsa. Through the 1990s, the Spanish market grew to become the company's most important foreign market, together with Switzerland. Meanwhile, the company returned to Belgium, buying up Gnrale de Banque subsidiary Gecosys, originally a specialist in artificial intelligence applications. That purchase formed the basis of a new subsidiary, Steria SA/NV.
In France, Steria had grown through acquisitions as well, buying three companies from Systmark: ECL, an IT services company specializing in industrial applications; Sysinter, a temporary agency focused on the IT services market; and C-Mips, an early specialist in systems integration and outsourcing. If two of the three were to have little substantial impact on the company--ECL was folded into subsidiary Steria Ingnierie, and Sysinter remained a peripheral operation--C-Mips enabled Steria to turn in a new direction. The computer industry was changing rapidly at the end of the 1980s, abandoning the former mainframe-based systems for multiplatform client/server-based information systems. The
purchase of C-Mips enabled Steria to become an early player in the fast-growing systems integration and services market. That company was renamed Steria Exploitation.
1.25 Reaching the Top Ten in the New Century
At the beginning of the 1990s, Steria formed two significant joint venture partnerships, the first with Bull, called Bull-Steria Gnie Logiciel, offering consulting and applications development services, and the second with IBM, called Ishtme, which proved to be primarily a commercialization vehicle for IBM products.
Steria recorded a number of further triumphs in the early 1990s, such as the development of the information system for the Jakarta airport in 1993 and the creation of the French inter-bank management system in 1994. Despite these important projects, the company was hit hard by the recession of the early 1990s and in 1993 the company recorded its first-ever net losses.
Recovering from its difficulties, Steria quickly recognized that the economic recession had helped transform its market--French and European companies now began to embrace the outsourcing of their information systems needs in an effort to control costs and to concentrate on core competencies. Steria Exploitation placed Steria in a good position to take a major share of the fast-growing market, and in 1996 the company adopted a new strategy to make systems management one of the company's key operational areas.
The "Sleeping Beauty" of the French IT services industry was preparing to wake up, and in 1997 Carteron found the company's Prince Charming in the form of 38-year-old Franois Enaud, who had joined Steria as a programmer in the early 1980s. Yet Enaud
nearly found himself out of a job, when Steria was confronted by a hostile takeover attempt from Compagnie des Signaux. The company was able to fend off the takeover attempt, however, and Enaud took the company's reins in 1998.
Under Enaud, Steria resumed its expansion, opening new subsidiaries in the United Kingdom and in Singapore, as well as a new branch office in Dsseldorf in 1999. That year, also, Steria went public with a listing on the Euronext Paris stock exchange's secondary market. The public offering enabled Steria to begin making acquisitions, and in 2000 the company acquired several businesses, including TECSI, EQIP, Mtanoques, and the outsourcing operations of Experian, all based in France. The company also founded an e-business consulting subsidiary, Net and B.
Steria had succeeded in gaining one of the top spots in the French IT services market. Yet the increasing international positioning of its major clients placed the company in a difficult position--by 2000, international revenues accounted for just 16 percent of the company's total sales of EUR 389 million. Steria began looking for a means to expand onto the European scene on a larger scale.
The company soon located its target--Integris, the IT services division of troubled French computer group Bull. The eventual agreement worked out by the sides (Bull had attempted to cancel the companies' original acquisition agreement) gave Steria control of nearly all of Integris Europe, with the exception of its French operations, unwanted by Steria, and most of its Italian and Greek operations, which were kept by Bull. The acquisition of Integris, based in the United Kingdom, propelled Steria into the top ten of European IT services companies, tripling its sales, to a pro forma EUR 1.13 billion for
2002. Steria had successfully negotiated its transformation into a truly international company, with more than 60 percent of its sales coming from beyond France.
1.27 Principal Subsidiaries: BSGL; Diamis (50%); Temis; Intest; Net and B; Sysinter; Clearsy; Mix RH; Steria GmbH (Germany); Steria SA/NV (Belgium); Steria Solinsa SA (Spain); Steria Informatic SA/AG (Switzerland); Steria UK Ltd; Steria Ltd (U.K.); Steria SA (Saudi Arabia); Steria Asia Pte Ltd (Singapore); Steria Sud America (Argentina). 1.28 Principal Competitors: Cap Gemini Ernst & Young; Atos Origin PF; Getronics NV; Logica; CMG; WIM Data; Tieto Enator; GFI Informatique SA; Unilog SA; Sopra SA; Transiciel SA; Sylis SA.
1.29 CORE VALUES
The Steria values are a fundamental part of our culture and business. They describe who we are and what we stand for and are signposts for what we need to aspire to in our everyday actions.
Simplicity Simplicity is at the heart of who we are, the way we do things and what we deliver for our clients. Our simple processes and structures enable us to take decisions quickly, and rapidly transform ideas into tangible results.
Creativity Creativity is the source of the innovation that drives our business. We encourage our employees to take the initiative and welcome the sharing of their ideas. We know that
innovative ideas are the lifeblood of our business and will ensure we stand out from the competition.
Independence Independence is the cornerstone of our organisation and our business strategy. This informs our approach to corporate governance and our partnership policy as much as the way we think and the solutions we provide. Our independent outlook sustains our business model, ensuring we serve the needs of our clients and our people now and in the future.
Respect Throughout the 40 years of our entrepreneurial story, our people and our clients have been at the very heart of our strategic decisions. We always put our clients' business needs first and are aware that our people are our most important asset. We trust each individual and give them the autonomy to play their part in fulfilling our mission to serve our clients.
Openness The genuine diversity of our organisation is a real asset for us. The mix of different cultures, backgrounds and experiences enhances the richness of our corporate culture, which thrives on sharing and exchanging ideas. The Steria approach relies on teams working together to achieve common goals. Our lean, non-hierarchical structure ensures easy access to decision makers, promoting a listening management culture that ensures our people have a voice.
1.30 Milestones of Steria

From the very first, Steria was a visionary company. We have always given people the space to innovate and explore, even take risks in the pursuit of creative ideas. This is how we have remained at the forefront of the industry. But our radicalism goes deeper and resides principally in two main areas: a commitment to deliver; and a commitment to employee ownership and governance.
The last four decades have seen extraordinary change in the way we live our lives, and in the role of technology in shaping our world. Steria has been part of this unfolding story from the start.
1969
Steria founded by Jean Carteron.
1969 - 1986
Establishing brand as a leading systems integrator. 1986 1998
Development of managed services and internationalisation.
1998
Franois Enaud appointed Chairman and CEO of the Group. 1998 2006
Rise of a European group as an end-to-end IT services provider.
1999
Listed on the Second March of the Paris Stock Exchange.
2000
Steria is one of the top five managed services providers in France. Acquisition of 3 companies in managed services and telecommunications in France.
2001 Acquisition of Bulls core IT service activities in Europe. Steria becomes one of the top ten IT service companies in Europe. Creation of the Steria Institut de France Foundation
2003
Creation of the European Delivery Centre.
2004
Steria opens offices in Hong Kong.
2005
Acquisition of Mummert Consulting in Germany.
Steria opens offices in Poland.
Launch of a Third Generation Service Centre, aimed at Third-party Applications Maintenance (TAM), in Nantes.
2006
Creation of an Industrial Operations Division.
Setting up of new corporate governance and organisation (unique employee shareholding model).
2007
Opening of two "nearshore" centers in Poland and Morocco.
Acquisition of Xansa on 17 October 2007.
2009
Steria celebrates 40th anniversary.
2010
Steria receives an A rating from the Carbon Disclosure Project in the 2010 Carbon Performance Leadership Index (CPLI) that reports on companies' carbon emissions.
1.31 Years of Excellence:
1969: Steria is created by Jean Carteron, with backing from BNP.
1971: The first French branch office opens in Bordeaux; the Belgian subsidiary Steriabel is created. 1973: Three companies--Frap, Orgamatics, and SAI--are acquired; a contract for the automation of Agence France Presse is obtained. 1978: Steria Informatic is formed in Switzerland. 1981: The Minitel system, based on software architecture developed by Steria, is launched. 1986: Steriabel is sold. 1988: ECL, Sysinter, and C-Mips are acquired from Systmark; C-Mips forms the basis of Steria Exploitation, marking the company's entry into systems integration and management market. 1996: Steria adopts a new strategy, making systems integration a key target area. 1998: Franois Enaud is appointed chairman and CEO to replace Jean Carteron. 1999: Steria goes public on the Paris stock exchange; subsidiaries are formed in the United Kingdom and Singapore. 2000: Steria acquires TECSI, EQIP, Mtanoques, and the outsourcing operations of Experian; company founds e-business consulting subsidiary Net and B. 2002: Steria completes the acquisition of Integris Europe, tripling its revenues and placing it in the top ten of European IT services companies.
1.3 VISION & MISSION

1.31 STERIAS Vision:
It is to be recognised as the most attractive and innovative provider of IT-enabled business services in Europe. 1.32 STERIAS mission:
It is to constantly stretch ourselves, and our clients, turning challenge in to business success.
Steria delivers IT enabled business services which help organisations in the public and private sectors operate more efficiently and profitably. By combining in depth understanding of our clients' businesses with expertise in IT and business process outsourcing, we take on our clients' challenges and develop innovative solutions to address them.
Through our highly collaborative consulting style, we work with our clients to transform their business, enabling them to focus on what they do best. Our 20,000 people, working across 16 countries, support the systems, services and processes that make today's world turn, touching the lives of millions around the globe each day.
Founded in 1969, Steria has offices in Europe, India, North Africa and SE Asia and a 2010 revenue of 1.69 billion. 20%(*) of Steria's capital is owned by its employees. Headquartered in Paris, Steria is listed on the Euronext Paris market.
1.33 THE POWER OF SHARING

What is this all about? We operate in a crowded and competitive market and want to grow our business. At the same time we know analysts like Gartner are calling us the best kept secret in European business services. Its about time we stopped being a secret and helped as many clients understand who we are and what we do. Its time for us to make some noise! To do that, we wanted to find an idea that would help us to stand out, a core message that shows what makes us different. And then invite people to discover us!
So what have we done? We looked at what the competition is saying about themselves, we looked at what clients say about us, and we looked at the things that we believe are at the very heart of our DNA. We came up with the concept of the Power of Sharing, we tested it in the market, with senior managers and with marketing and communications teams across Steria. We worked with our design agency partners to establish a visual style, the key messages and tone of voice. And now we are working on a plan for rolling it out externally through 2011 and of course internally as well.
What does it mean? The Power of Sharing is a way of articulating what Steria is all about, what makes us great. In one simple phrase it brings together the benefit to our clients of working with us, and our collaborative style. The concept of Power alone can risk sounding arrogant. The concept of Sharing can sound too soft. But together they form an extremely strong
and differentiating proposition a proposition which reveals Steria as the human face of IT and business services.
How will we use it? We will use this message to show the market who we are, through demonstrating the well known clients behind whom we are the secret power. In revealing this secret we are inviting people to Discover the Power of Sharing and in doing so, discover Steria, who we are and what makes us different.
How will it help me sell more? Many potential clients do not know enough about who we are, how we work and what we could help them achieve. The Power of Sharing gives us a platform to educate and excite them about the possibilities we make available. Plus, as this message is echoed right across all our geographies, it will resonate more loudly with our global clients and prospects.
1.4 EXECUTIVE SUMMARY Steria, Indias premier information enabling and integration has
received the ISO 9001:2000 certified specifies requirement for a quality management system where an organization needs to demonstrate its ability provide
product and service that meets customer and applicable regulatory requirements. ISO 9001:2000 also aims to enhance customer satisfaction through the effective application of the system, including process for continual improvement of the systems and the assurance of conformity to customer and applicable regulatory requirements.
1.42 The menu of Steria global services broadly covers: Accounts Our clients, the services we provide to them and the sectors in which we operate. Infrastructure Management Service Line (IMSL) IMSL deliver infrastructure management consulting, infrastructure consolidation, operation transformation, technology, systems and desktop services to sectors and internal clients. NHS Shared Business Services Joint venture with the Department of Health providing finance and accounting, payroll, HR administration, eprocurement and family health services to the NHS. Service Line Delivery Information on the Service lines in which we operate as well as latest news and newsletters from around the Service Lines centres
Steria have clients in the following sectors: banking, insurance, government, utilities, retail and telecommunications. We enable our clients to do more with their business by providing IT outsourcing, business and technology consulting, and business process outsourcing services to them. Project managers, business process designers and technical architects deliver these services from client's premises and from our premises in the UK and India. This information helps maintain awareness throughout Steria. If you would like to use any of the content please contact the person on the site.
1.5 HR Structue of the company
1.51 Corporate responsibility
At Steria everything we do in business is guided by the principles of corporate responsibility and ethics that have been integral to our culture for over 40 years.
They shape the way in which we fulfill our responsibilities to all Steria stakeholders, from our shareholders and clients to the communities in which we operate and our employees. As we strive to achieve long-term growth by providing our clients with strategic projects based on innovative IT-enabled solutions and services, our ethical framework ensures that we manage the expectations of all these stakeholders. It keeps us focused on four simple, yet ambitious goals within the context of the marketplace, and the workplace. Our efforts to achieve these goals are set out in the content on this website and we will continue our endeavour to make the world a better place to live, while delivering value to Sterias business and our clients. We are, for example, meeting the demand for sustainable services, including green IT, with innovative services including virtualisation of servers, document output management systems, business process outsourcing (BPO) and other initiatives to reduce paperwork and save energy.
Were also investing in education for disadvantaged groups to help fight the digital divide and use new technologies as a tool for social integration. I am also thrilled that our people currently own 20% of Sterias capital and I have full confidence in the growth of that percentage.
Because I believe that employee ownership is a prime example of sustainability in action.
And, of course, a consistently responsible approach to business has the added benefit of attracting new talent. It is our people who will devise the exciting new products andservices that we trust will continue to earn the loyalty of existing clients and interest new ones.
1.52 STERIA GOVERNANCE
Group Steria has set up a particularly innovative and unique governance system designed to help the company distinguish itself from the competition, develop and enhance its appeal. This governance system uses the legal structure of a partnership limited by shares under French law (SCA) in an original way. Unlike the usual partnerships limited by shares, it does not seek to protect a founder or management in that:
the General Partner is unique and only represents the community of employee shareholders,
the General Manager and the General Partner are two different people, with the former reporting to the latter,
the aim is to involve employee shareholders in the governance of the company in order to boost their entrepreneurial spirit and commitment.
Such a governance system is a major competitive advantage in a service activity where the companys main asset is its human dimension. It encourages the involvement and commitment of employees as well as being a significant asset to the Group's appeal in a highly competitive labour market.
It enables the Group to offer existing and future employees to become implicated in a project that goes far beyond their job at the company. Such a project involves an entrepreneurial dimension that encourages employees, if they are shareholders, to participate in defining and implementing the Group's strategy.
1.53 Steria Recruitment wins Recruiter Excellence award

Steria Recruitment has won the award for 'Best Small Agency of the Year to Work For' at the 2011 Recruiter Awards for Excellence hosted by Recruiter Magazine.
The award recognises companies which provide the most effective work environment, incentives, benefits, training, internal communications and 'best practice' oriented management. The judges felt that Steria Recruitment's entry conveyed a business with a close-knit team working at its centre, and they were particularly impressed with the strong ethical commitment to Corporate Social Responsibility (CSR).
Managing Director of Steria Recruitment, Pete Holliday says:
"We are honoured to have won this award and to have been a finalist in a further category. It is great that our people's efforts are acknowledged in such a diverse and highly competitive UK recruitment industry.
Steria Recruitment has over 30 years of experience in delivering contract resourcing, interim managers, permanent recruitment and managed recruitment services with a portfolio spanning across all industry sectors. To win this award further highlights the work we do every day to offer a bespoke service that is tailored to the changing resourcing needs of our clients."
The award was presented on 11 May at the Recruiter Awards for Excellence ceremony, which took place at London's Grosvenor House Hotel.
The Recruiter Awards, hosted by Recruiter Magazine, celebrates the achievement of the UK's finest recruiters and acts as a benchmark for exceptional business and individual performance, rewarding examples of best practice and innovation within the recruitment sector.
1.53 How HR can support you
Whether you are a leader or an employee our HR service model is available to support you - here's how
Within Steria we have had a history of innovation in our HR model which has enabled us to both win industry awards and subsequently develop a full HRO proposition that is now being sold to our clients.
Over the last few weeks, we have been revisiting the HR service model to identify how we can continue to improve it. The model has worked most effectively in the UK and to a lesser degree in India, and a number of improvements are currently underway. With the dramatic headcount growth in India it is now imperative that we all work together to build a model that supports leaders and employees with people related activities and queries fully.
The business imperatives in our approach are to:
Provide everyone with easy, on-line, access to relevant information. Respond promptly, consistently and accurately to queries raised. Be cost effective.
Provide strategic and specialist advice to the organisation. Have a structure that can support rapid company growth. Have an HR support model that can be showcased to potential HRO clients.
The role of Human Resources is to provide support to leaders and employees but not to replace the leader/employee relationship. Leaders in Steria are expected to fulfil all responsibilities mapped out in the Leadership Charter, which can be viewed on sterianet (just type leadership charter into the homepage Google search facility). Human Resources will ensure that the leader is equipped with the skill and information required to fulfil the Charter requirements effectively.
1.54 So what HR support is available?
1. The first place that leaders and employees should go to look for answers to their people related queries is People Pages.
There are two People Page sites which can be found on sterianet; one for the UK and one for India. In many cases, the policies and processes are the same but inevitably the two countries have some differences that are addressed via the different country sites. Over recent weeks we have improved the pages to make them more user friendly and we will continue to make further improvements.
If you have not yet used People Pages, please ensure that you take the time to look for easily accessible answers to your questions through this tool in future. The links for People Pages are as follows:-
UK People Pages People Pages India
2. If the information on People Pages does not address your question, you should then contact the People Helpdesk. We operate two People Helpdesks - one for Indian employment related questions and one for UK employment related questions.
The contact details for the two People Helpdesks are:-
When calling from India the contact number is 830 6060; elect option One for the UK Helpdesk and option Two for the India Helpdesk.
When calling from the UK the contact number is 830 6060 (when dialing internally) and 0121 635 6060 (when dialing externally); elect option One for the UK Helpdesk and option Two for the India Helpdesk.
If you would prefer to email your query, then the relevant People Helpdesk can be contacted as follows:-
UK People.Helpdesk@Steria.co.uk
India PeopleHelpdesk.India@Steria.co.in
Opening
hours
are:
UK People Helpdesk - 08.00 - 18.00 Monday to Thursday and 08.00 - 17.30 on a Friday. India People Helpdesk - 09.00 - 23.30 (22.30 India Summer Time) Monday to Friday. A voicemail facility is operated by both Helpdesks outside of opening hours.
The People Helpdesks are located in India and consist of teams who carry out all the basic HR transactional processing for both the UK and India as well as providing an operational HR advice and guidance service. The team operates to SLAs that require the following metrics to be achieved. (Note: these differ between the UK and India due to the complexity of terms and conditions in place in the UK).
SLA's
UK
India
Ratio of voicemail to phone calls not to exceed
1:10 1:10 (under review)
Queries resolved immediately
50% 95%
Queries resolved within 8 hours
35% Not applicable
Queries escalated and responded within 48 hours, if classified as "urgent" or 72 hours if classified as "general"
15% 5%
Measurement of quality is made through a Customer Satisfaction Survey with a target of 3.09 (out of 4) for the UK and 2.8 for India
The People Helpdesk has been used extensively by UK leaders and employees for a number of years. However, within India there has been some reticence by leaders and employees to use it as service levels have not been high enough. To overcome this we have been undergoing a major programme of activity to improve the size and skills of the advice and guidance team. This is now well underway and over the next few weeks we will be insisting that all leader and employee queries are funnelled through the People Helpdesk and no longer through the HR Business Partners whose role is to work on more strategic issues for the organisation.
3. A small number of HR Business Partners are aligned to business units and India centres.
The role of the HR Business Partner is not to handle day to day employee queries but to work with the senior business leaders in the unit they are aligned to, providing strategic HR advice and guidance to support the business units in meeting their strategic objectives. They also ensure that the overall HR service being provided to the business unit/centre is meeting business needs and will follow up where there are issues with this service. This covers all facets of HR including recruitment, resourcing, People Helpdesk and specialist advice. A matrix showing which HR business partner is responsible for which business unit/centre is attached below.
4. Recruitment and Resourcing support is provided to leaders and employees via the Recruitment and Resourcing teams. Their remit is to ensure that, wherever resources are required, they look to
redeploy internal resource first but, where this is not possible, recruit externally to fulfil resource requirements as quickly as possible.
Global Resourcing Business Partners work with senior business leaders in the unit they support to provide strategic resourcing support in terms of achieving key business goals, such as required utilisation and profitability. They also ensure that the resourcing service being provided as part of the overall HR service to the business is meeting business needs and act as an escalation point where issues arise. The resourcing team in India has been strengthened to support the move of UK operational resourcing to it, and India facing resourcing has moved to a centre aligned model.
Resourcing Business Partners work hand in hand with the recruitment teams in the three centres in India and in the UK. Jointly the teams operate to a number of SLA metrics including being measured on time to fill requirements, bench levels etc.
5. Specialist Functions include Learning & Development, Employee Communications & Engagement, Reward, Performance & Employment, Business Analysis & Reporting, Employee Relations and TUPE/Bid support.
These are small teams of experts in their own fields who set overall policy and direction for the HR practices within their particular area of specialism. They also handle complex calls escalated from the People Helpdesk. Within the area of specialist functions there is also a small team of experienced HR consultants who are available to work on ad hoc projects requiring HR support as required.
Following the contact guidelines described earlier not only ensures that your query gets handled by the right person in the right timeframe, it will also ensure that the HR support within Steria can be
delivered at a cost effective price.
1.6 STERIA COMPOSITION
1.61 STERIAS BUSINESS SOLUTIONS
BANKING DEFENCE ENERGY UTILITIES GOVERNMENT HEALTHCARE HOMELAND SECURITY INSURANCE MEDIA TELECOMMUNICATIONS TRANSPORT CROSS INDUSTRY SOLUTIONS CONSULTING SYSTEM INTEGRATION APPLICATIONS MANAGEMENT TESTING & QUALITY ASSURANCE INFRASTRUCTURE MANAGEMENT BUSINESS PROCESSES OUTSOURCING
1.62 COMPETITORS OF STERIA
GEOGRAPHICAL STAN DING OF STERIA
Job Satisfaction - Theory

The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play, the field of job satisfaction has become difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying. One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a building. These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not & could be a function of the effort of the individual on one hand & on the other the situational opportunities available to him. This can be better understood by taking example of a foreman in an engineering industry. He has been assigned the task to complete a special order by a certain, deadline. Person may experience positive job satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that he has been trusted and given a special task, he
likes such kind of rush job and it may get him extra wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for extra wages. Each one of these variables lead to an end state of feeling, called satisfaction. Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of fulfillment of his needs in relation to his work & the situations surrounding it'. Theories of Job - Satisfaction : There are 3 major theories of job satisfaction. (i) Herzberg's Motivation - Hygiene theory. (ii) Need fulfilment theory. (iii) Social reference - group theory. Herzberg's Motivation - Hygiene Theory : This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organisation, workers feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organisation, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only.
According to Herzberg following factors acts as motivators: Achievement, Recognition, Advancement, Work itself, Possibility of growth, & Responsibility. Hygiene factors are : Company policy & administration, Technical supervision, Inter-personal relations with supervisors, peers & Subordinates, Salary. Job security, Personal life, Working Conditions, & Status.
Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterised by 'motivators' & those which led
people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'. Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations. Need Fulfillment Theory : Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the more he wants something or the more important it is to him, the more satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social achievement & for influence. a) Need for personal achievement : Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. b) Need for social achievement : A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone. c) Need for influence : A desire to influence other people & surroundings environment. In the works situation, it means to have power status & being important as reflected in initiative taking and participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to which one's personal & social needs are fulfilled in the job situation. Social References - Group Theory : It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment. To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the characteristics of the job meet with approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality. Relationship among motivation, attitude and job satisfaction : Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations.
They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it.
Relationship Between Morale & Job Satisfaction : According to Seashore (1959), morale is a condition which exists in a context where people are : a) motivated towards high productivity. b) want to remain with organization. c) act effectively in crisis. d) accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) are satisfied with their job. According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals. Relationship Between job satisfaction and work behaviour :
Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury. Job satisfaction and productivity : Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organisation should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. Job Satisfaction and absenteeism : One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation.
Job Satisfaction and Turnover : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labor market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organizational behaviorists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behavior has come to be identified as neurotic behavior. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimize its impact on work behavior. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs. Determinants of Job Satisfaction : According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are : 1) Organizational variables ; and 2) Personal Variables. Organizational Variable : 1) Occupational Level : The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. 2) Job Content : Greater the variation in job content and the less repetitiveness with which the tasks must be performed, the greater is the satisfaction of the individual involved. 3) Considerate Leadership : People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. 4) Pay and Promotional Opportunities : All other things being equal these two variables are positively related to job satisfaction.
5) Interaction in the work group : Here the question is : When is interaction in the work group a source of job satisfaction and when it is not ? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the ready calculability of the others behavior and constitutes a validation of one's self ; (b) It results in being accepted by others ; and (c) It facilitates the achievements of goals. Personal Variables : For some people, it appears most jobs will be dissatisfying irrespective of the organizational condition involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc. are responsible for this difference. (1) Age : Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constant, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement blocked, his satisfaction declines. (2) Educational Level : With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.
(3) Role Perception : Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviors they should engage in to perform there job successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual, the greater his satisfaction. (4) Sex : There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally low occupational aspiration of women. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc. Constructiveness / Destructiveness and Activity / Passivity. These are defined as follow : Exit : Behaviour directed towards leaving the organisation. Includes looking for a new position as well as resigning.
Active Exit Destructive neglect Passive Voice : Actively and constructively attempting to improve conditions includes suggesting improvements, discussing problems with superiors, and some forms of union activity. Loyalty : Passively but optimistically waiting for conditions to improve. Includes speaking up for the organization in the face of external criticism and trusting the organization and its management to 'do the right thing'. Neglect : Passively allowing the conditions to worsen. Includes chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviors encompass our performances variables-productivity, absenteeism and turnover. But this model expands Sales Person response to include voice and loyalty, constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. The importance of high job satisfaction : The importance of job satisfaction is obvious. Managers should be concerned with the level of job satisfaction in their organizations for at least three reasons: (1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely to resign ; (2) It has been demonstrated that satisfied Sales Persons have better health and live longer ; and (3) Satisfaction on the job carries over to the Sales Person's life outside the job. loyalty Voice Constructive
Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an Sales Person's decision to leave the organization. Although satisfaction and absence are also negatively related, conclusions regarding the relationship should be more guarded. An often overlooked dimension of job satisfaction is its relationship to Sales Person health. Several studies have shown that Sales Persons who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease. For managers, this means that even if satisfaction did not lead to less voluntary turn over and absence, the goal of a satisfied work force might be justifiable because it would reduced medical costs and the premature loss of valued Sales Persons by way of heart disease or strokes. Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole. When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the dissatisfied Sales Person carries that negative attitude home. Some benefits of job satisfaction accure to every citizen in society. Satisfied Sales Persons are more likely to be satisfied citizens. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. So job satisfaction is very important. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as well as into lower medical and life insurance costs. Additionally, there are benefits for society in general. Satisfaction on the job carries over to the Sales Person's off the job hours. So the goal of high job satisfaction for Sales Persons can be defended in terms of both money and social responsibility.
CHAPTER 2 2.1 SWOT Analysis
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
2.11 STRENGTHS: STERIAs strengths are many, to mention a few: Global Presence: Its collaborations and joint ventures with international companies such as Xansa,Oracle, Microsoft & IBM enable it to bring the best technology available worldwide to its consumers. 24 locations in 16 countries. Fast paced and flexible work culture which provides its employees autonomy to accomplish the task without much pressure from the higher authorities. Thus, employees are motivated to give their best to the organization. The core strength of STERIA is the talent and innovativeness of its people which enables it to provide the right solution at the right time. The mass markets handled through a chain of dealers, resellers and retailers which helps bring technology usage closer to the individual. It has very strong distribution network. Its pool of competencies: Hardware, Software, Training, Networking, Telecom and System Integration. Ability to understand customer's business and offer right technology. Long standing relationship with customers. Best-value-for-money offering
2.12 WEAKNESSES After sales service.
Less promotional campaigns.
2.13 OPPORTUNITIES IT industry booming at a rate of 45% every year. Increasing consumer awareness about IT and its use. Tremendous untapped potential of IT products in India. Increasing competition. Tie ups with various MNCs enable to extract their core competencies.
2.14 THREATS Local assemblers are biggest menace for the company. Entry of MNCs i.e. IBM, Microsoft giving direct competition. Govt. instability has a long term repercussions affecting companys policies & it growth. Technological shift as a result of research & development. Daily new technologies are emerging.
Concluding the S.W.O.T. analysis in words that prosperity lies ahead for STERIA. In order to retain its position as Indias No. 1 IT conglomerate, it has to come out with the state of art as well as futuristic technologies to its consumers well before time.
2.2 Best practices followed by the company in various areas Awarded three years in a row for Best Practice in Outsourcing, Sterias unique expertise, developed over four decades, allows you to focus precious internal resources on your customers...Our vision is to benefit the ordinary Indian citizen with world-class technology and best practices in policing.
Aims to provide flexibility and choice when deciding on an outsourcing model that best suits the organisation, providing informed advice and reassurance that allows the organization to evolve the model as their needs change. Steria has an outstanding track record in outsourcing as demonstrated by their repeated successes at the NOAs Awards for Best Practice in Outsourcing.
Sterias USP
The factor or consideration presented by a seller as the reason that one product or service is different from and better than that of the competition.
Before a firm can begin to sell its product or service to anyone else, they have to sell themselves on it. This is especially important when the product or service is similar to those around them. Very few businesses are one-of-a-kind. Just look around : How many clothing retailers, hardware stores, air conditioning installers and electricians are truly unique? The key to effective selling in this situation is what advertising and marketing professionals call a "unique selling proposition" (USP). Unless firm can pinpoint what makes its business unique in a world of homogeneous competitors, they cannot target their sales efforts successfully. Pinpointing USP requires some hard soul-searching and creativity. One way to start is to analyze how other companies use their USPs to their advantage. This requires careful analysis of other companies' ads and marketing messages. If firms analyze what they say they sell, not just their product or service characteristics, they can learn a great deal about how companies distinguish themselves from competitors. Here's how STERIA uncover its USP and use it to power up sales:
Put yourself in your customer's shoes. Too often, entrepreneurs fall in love with their product or service and forget that it is the customer's needs, not their own, that they must satisfy. Step back from your daily operations and carefully scrutinize what your customers really want. Steria provides customised software according to the needs of its business customers with quality, convenience, reliability, friendliness, cleanliness, courtesy & effecient customer service. They understand, price is never the only reason people buy. If competition is beating them on pricing because they are larger, they try to find another sales feature that addresses the customer's needs and then build their sales and promotional efforts around that feature.
Know what motivates your customers' behavior and buying decisions. Effective marketing requires firms to be an amateur psychologist. They need to know what drives and motivates customers. Go beyond the traditional customer demographics, such as age, gender, race, income and geographic location, that most businesses
collect to analyze their sales trends. Steria try to look at customers motives for buying software-competition, market pressure, convenience and so on.
Uncover the real reasons customers buy your product instead of a competitor's. As a firms business grows, they'll be able to ask best source of information: customers. Steria the software giant could ask its customers why they like their softwares over others, plus ask them to rate the importance of the features they offers, such as compatibility, size, components and service. They get surprised to know how honest people are when they ask how they can improvise.
CHAPTER 3 DATA COLLECTION AND PRESENTATION
3.1 Overview:
Data collection usually takes place early on in an improvement project, and is often formalized through a data collection plan which often contains the following activity. 1. Pre collection activity agree on goals, target data, definitions, methods. 2. Collection data collections. 3. Present Findings usually involves some form of sorting analysis and/or presentation.
During Internship Tenure the HRBP(HUMAN RESOURCE BUSINESS PARTNERS) aimed to obtain higher level of attrition among employees, for which they require Primary data from its employees. They decided to conduct a Telephonic Interview for the purpose of collecting responses from its employees regarding the prevailing transport facility in Steria SEZ Unit.
Data Collection & Data Presentation

Telephone Interviews
Similar to the Questionnaire Method, the interviewer will contact people via a telephone call and ask the questions over the phone. These people may be contacted at random or interviewer may target certain employee grades, etc if questionnaire is directed towards specific people or areas. Once again, the interviewer will record the answers to the questions as they ask them over the phone.
Advantages:

Quick and easy to perform Can cover a wide employee group. Higher response to postal questionnaires.
Disadvantages:

People do not often trust telephone interviews. Questionnaires have to be kept short to maintain interest and co-operation Interviewees have little time to think Expensive although the expense is usually less than personal interviews
Questionnaire
Ques 1. Are you satisfied with the Transport Facilities offered by Steria? 1. Yes. 2. No.
Response Yes No Total
No. of Respondents 30 20 50
Percentage 60% 40% 100%
Yes No
Interpretation: The above table and figure indicates that 60% of the employees in the organization are satisfied with the Transport Facility they get from the organization whereas 40% are not at all satisfied with the Transport Facility.
Inference: It is inferred that most of the employees are satisfied with the Transport Facility they get in the organization. But, 40% are not satisfied with the Transport Facility which shows that the Transport Facility provided by the company is not adequate as per the needs of the employees which keeps them motivated to work in an efficient manner.
Ques 2. Was your Pick Up on Time? 1. Yes 2. No
No. of respondents 35 15 50
40 35 30 25 20 15 10 5 0 Pick Up on Time Yes No
Interpretation: The above table and graph indicates that 70% of the employees in the organization get picked up on time, 30% employees have to wait at their pickup points for Cabs.
Inference: From the above interpretation, it is indicated that 70% employees get picked up on time whereas 30% of the employees have to wait for cabs to pick them up.
Ques 3. Do you get Drop on Time( wrt Work Shifts)? 1. Yes 2. No
Response No. of Respondents Yes No Total 30 20 50
Yes No
Interpretation: The above table and figure represents that 60% employees agree with the fact that they are provided with Drop on time with respect to their work shifts whereas 40% employees feel troubled in getting Drop.
Inference: The above interpretation shows that there exists ample number of employees in the organization which feel they are dissatisfied with the drop time cab facilities. Ques 4. Are you satisfied with the Routes & Roster plan? 1. Fully Satisfied 2. To some extent 3. Not satisfied
Response Fully Satisfied To Some Extent Not Satisfied Total
No. of Respondents 30 10 10 50
Percentage 60% 20% 20% 100%
Fully Satisfied To Some Extent Not Satisfied
Interpretation: The above table and figure indicates that 60% of the employees feel they are completely satisfied with routes & roster plan. But, 20% of employees feel they are satisfied to some extent and 20% contributes to Not Satisfied.
Inference: From the above interpretation it is clear that the Routes & Roster Plans prevailing in the organization are clear and transparent. But, still they need to be more effective as so to retain employees satisfaction level.
Ques 5. Are you satisfied with ambience if cabs sent for Pick Ups & D2rop Outs? 1. Yes. 2. No.
Ambience
30 20 10 0 Yes No
Ques 6. Do the cab driver wear proper uniforms on duty(pick & drop)? 1. Yes. 2. No.
No
Yes
10
15
20
25
30
35
40
45
Ques 7. Any kind of misbehaviour from Driver? 1. Yes. 2. No.
Yes No
Ques 8. Do you feel any need of improvement in Transport Department of Steria? 1. Yes. 2. No.
Yes No
Ques 9. Do you get reimbursed on time? 1. Yes. 2. No.
Yes No
Ques 10. Do Are guards present in cabs at time of Drop Outs? 1. Yes. 2. No.
Yes No
CHAPTER-4 FUNCTIONAL ANALYSIS
A function is a series of related activities, involving one or more entities, performed for the direct, or indirect, purpose of fulfilling one or more missions or objectives of the firm, generating revenue for the firm, servicing the customers of the firm, producing the products and services of the firm, or managing, administering, monitoring, recording, or reporting on the activities, states, or conditions of the entities of the firm. A function should be: Identifiable and definable, but may or may not be measurabl Definable in terms of activity, responsibility, and accountability A function may Be a major area of control or a major activity of the firm< Be composed of one or more subfunctions Be performed in one area or in multiple areas Be performed by an individual, a group of individuals, groups of individuals, areas of the firm, or the firm itself Involve one or more distinct, dependent or independent activities< Be identified and defined without being performed
If a function is performed in multiple areas, those areas may or may not be related in either an organizational or reporting sense. A function is normally chartered to perform one or more related activities. These activities are usually related because they work on common data entities or because the activities are sequential or parallel and perform related work to a common end. Generally, firms are organized along function lines, in that each vertical organizational grouping performs the same or related set of activities and is responsible to a single
control point. Functions may be grouped into super functions which come together at very high organizational levels. The functions of any firm, whether it is a manufacturing, finance, or service firm, can be segmented into two broad categories. Each of the various functions of the firm can be assigned to one or the other of these categories, and in some cases, a function may be assigned in both categories: Business category Functions in this category consist of those activities which are directly involved in producing the products, providing the services, generating the revenues and the profits of the firm, or managing those areas. This category has been termed the operational area of the firm. The functions in this category have also been termed line functions. Administrative, support or overhead category This category contains those functions which service the firm as a legal entity and provide for its day-today well being. The administrative category usually contains functions such as personnel, buildings and maintenance, executive management, general accounting, etc. These functions have been termed staff functions. Business Function Analysis Each user function description should be accompanied by an overview of the business documents or transactions which are input to the user function and which in turn drive that function. Samples of each input form should include form data element descriptions of the information on the form that is currently used by the firm; information that might be of potential use to the firm at a later date should also be included, along with the input descriptions.
The analyst should prepare a functional description for each function addressed. This functional description should be written in user, i.e., business, terms, and should not include any data processing jargon or terminology. Sterias Business Analyst team has strong competencies in Banking, Energy Utilities, Application Management and Consulting. They help clients in the Information Technology sector to understand and define their business needs as a whole, its strategic direction. After this business analysis, the functional analyst takes his role to identify initiatives that will allow the business to meet those strategic goals. Their role also includes: 1. Creating and maintaining the business architecture 2. Conducting feasibility studies 3. Identifying new business opportunities 4. Scoping and defining new business opportunities 5. Preparing the business case 6. Conducting the initial risk assessment 7. Documenting and modeling business processes 8. Alignment & automation of the different business & IT processes 9. Business Continuity planning and assistance in strategic decisions 10. Assist in User Acceptance Testing sessions.
1. HUMAN RESOURCE The Human Resources department can be overlooked at new or expanding businesses. In fact, an effective HR team can be among a growing firms most important assets. It can help protect a company from liability, maintain a satisfied workforce and bring the brightest talent to a company. By its nature, the HR department will take on a variety of responsibilities that can boost a companys ability to grow.
1.1 Recruiting and Hiring

More than filling an open position, the recruiters job is also to help the organization define its positions. A recruiter can help determine if a role should be full- or part-time, as well as evaluating if positions can be outsourced or handled by contractors. In hiring a new employee, a recruiter can research similar positions at other companies, helping determine the qualifications and compensation for the role. Finally, the recruiter plays a key role as a gatekeeper, assessing whether job candidates will be good fits for the company culture and justify the companys investment in hiring and training.
1.2 Benefits and Compensation

In start-ups and very small firms but also sometimes in larger companies, HR responsibilities often center around processing payroll and managing employee benefits. As a company grows, these tasks can take on a strategic focus. HR staff can begin to focus on developing systems and choosing vendors who help contain costs and increase the flexibility of the company. HR can also play a key role in analyzing a companys pay scale, track industry trends for compensation and benefits offered to employees, and ensure compliance with payroll and benefit regulations.
1.2 Compliance and Protection

Discrimination, harassment, unfair practices--these terms have become all too familiar in todays workplace. Human Resources can help protect a growing company by developing and enforcing standards that govern how employees interact on the job. These guidelines, supported by company-wide training on appropriate workplace behavior, can help protect the company from legal liability and help create a more pleasant and productive workplace.
1.3 Employee Development

In a fast-paced business environment, people are more important than job descriptions. Organizations may find an employees role changing from week to week, if not day to day. The HR department can take on the challenge of providing employees with the new information and skills they will need to thrive as the company changes. The department can also help employees set and achieve individual career development goals, leading to increased job satisfaction as workers see opportunities for personal success.
1.4 Internal Communication

The Human Resources department can play a key role in communicating an organizations goals and expectations to workers. HR staff may produce a company newsletter or magazine, filled with events, opportunities, news and useful information that helps employees accept and understand what the organization needs from its workforce. In addition, HR staff members are able to keep an ear to the ground, keeping tabs on the company rumor mill and helping management respond to misconceptions among employees.
2. FINANCE
The Finance Department continues to respond to organizational and community needs through development of new programs and modification of existing programs. Issues that continue to face the organization are heavy reliance on sales tax, lack of significant revenue growth, and increased expenditure needs to maintain service levels.
Finance Department issues continue to focus on support staff needs to maintain and improve service delivery to the City organization. Timely and quality financial information will continue to be the high priority. We will continue to look to future changes in computer technology and software releases to improve the efficiency of the way we serve all of our customers.
Finance Administration is responsible for the supervision, administration and overall planning of the City's financial activities. To better serve our customers, the Accounting Division is continually reviewing procedures to improve the efficiency of operations. Computer technology is allowing us to automate many manual procedures.
Book keeping procedures Keeping records of the purchases and sales made by a business as well as capital spending.
Preparing Final Accounts Profit and loss account and Balance Sheets
Providing management information Managers require ongoing financial information to enable them to make better decisions.
Management of wages The wages section of the finance department will be responsible for calculating the wages and salaries of employees and organising the collection of income tax and national insurance for the Inland Revenue.
Raising Finance The finance department will also be responsible for the technical details of how a business raises finance e.g. through loans, and the repayment of interest on that finance. In addition it will supervise the payment of dividends to shareholders.
3. Information technology
Information technology (IT) is the application of computers and telecommunications equipment to store, retrieve, transmit and manipulate data, often in the context of a business or other enterprise. The term is commonly used as a synonym for computers and computer networks, but it also encompasses other information distribution technologies such as television and telephones. Several industries are associated with information technology, such as computer hardware, software, electronics, semiconductors, internet, telecom commerce and computer services. In a business context, the Information Technology Association of America has defined information technology as "the study, design, development, application, implementation, support or management of computer-based information systems". The responsibilities of equipment, e
those working in the field include network administration, software development and installation, and the planning and management of an organization's technology life cycle, by which hardware and software is maintained, upgraded and replaced. The functions & duties of Information Technology Department: To accelerate the growth of Information Technology, for the socio-economic development of the State. To champion the use of IT in Government, with a view to provide better services to the citizens, through effective e-governance initiatives, including the development of the required software in a coordinated manner. To improve the productivity and efficiency of Government employees, vis a vis delivery of services to the citizens. To enhance the gainful employability of the States manpower. To promote Human Resource Development through training in the field of computer education etc. To develop appropriate networks between Government Departments and various organizations with a view to enabling the speedy disposal of matters. To create appropriate database management systems, which may include:i) PIS (Personnel Information System) ii) Financial Management & Budgeting
iii) E-Filing and Document management systems iv) Public Grievances Redressal Systems v) GIS and MIS systems for various Departments vi) Disaster management and Data warehousing The allocation of business to IT Department Policy matters relating to proliferation of Information Technology, Electronics & Communication. Promotion of Internet, IT enabled services Initiative on bridging the Digital Divide

HR Project

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

HR Project

Enviado por

Direitos autorais:

Formatos disponíveis

CHAPTER -1 1.

1.2 Company Perspectives:

1.21 The Steria Family

Breakdown of revenue by country as of 31/12/09:

United Kingdom: 39 % France: 31 % Germany: 15 % Scandinavia: 8% Belux-Switzerland: 4 % Spain: 3 %

Breakdown of revenue by core business as of 31/12/09:

Consulting & Systems Integration: 54 % Managed Services: 29 % Application Management: 10 % BPO: 7 %

Breakdown of revenue by market as of 31/12/09:

Public Sector (including healthcare): 39 % Finance: 25 %

Utilities (including Energy, Telco, Transport): 25 % Manufacturing and others: 6 % Retail: 5 %

1.69 billion of revenue (2010)

Branches operating across 16 countries

1.22 Company History:

1.23 French IT Pioneer in the 1970s

1.24 Sleeping Beauty in the 1980s

1.25 Reaching the Top Ten in the New Century

1.29 CORE VALUES

1.30 Milestones of Steria

Steria founded by Jean Carteron.

Establishing brand as a leading systems integrator. 1986 1998

Development of managed services and internationalisation.

Rise of a European group as an end-to-end IT services provider.

Listed on the Second March of the Paris Stock Exchange.

Creation of the European Delivery Centre.

Steria opens offices in Hong Kong.

Acquisition of Mummert Consulting in Germany.

Steria opens offices in Poland.

Creation of an Industrial Operations Division.

Opening of two "nearshore" centers in Poland and Morocco.

Acquisition of Xansa on 17 October 2007.

Steria celebrates 40th anniversary.

1.31 Years of Excellence:

1969: Steria is created by Jean Carteron, with backing from BNP.

1.3 VISION & MISSION

1.33 THE POWER OF SHARING

1.5 HR Structue of the company

1.51 Corporate responsibility

Because I believe that employee ownership is a prime example of sustainability in action.

1.52 STERIA GOVERNANCE

1.53 Steria Recruitment wins Recruiter Excellence award

Managing Director of Steria Recruitment, Pete Holliday says:

1.53 How HR can support you

The business imperatives in our approach are to:

1.54 So what HR support is available?

UK People Pages People Pages India

The contact details for the two People Helpdesks are:-

Ratio of voicemail to phone calls not to exceed

1:10 1:10 (under review)

Queries resolved immediately

Queries resolved within 8 hours

35% Not applicable

delivered at a cost effective price.

1.6 STERIA COMPOSITION

1.61 STERIAS BUSINESS SOLUTIONS

1.62 COMPETITORS OF STERIA

GEOGRAPHICAL STAN DING OF STERIA

Job Satisfaction - Theory

CHAPTER 2 2.1 SWOT Analysis

2.12 WEAKNESSES After sales service.

Less promotional campaigns.

CHAPTER 3 DATA COLLECTION AND PRESENTATION

Data Collection & Data Presentation

Response Yes No Total