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A PROJECT REPORT
ON
Assignment on Role of Human Resource in an
Organization
Organization: Softpro Systems Inc
DECLARATION
hereby
declare
that
this
Project
Report
titled
__________________________________________ submitted by me to
the Department of Business Management, O.U., Hyderabad, is a bonafide
work undertaken by me and it is not submitted to any other University or
Institution for the award of any degree diploma / certificate or published
any time before.
INDEX
Page No: 4
Organization Profile (Softpro Systems
Inc)
Page No: 5-6
Organization Structure
Page No: 7-19
Job tasks for various people in
various departments
Page No: 20-27
Job task for Human Resource
Manager
Page No: 28-34
Tra i ni ng an d D e vel op ment
Programmes in the Organization
Page No: 35-40
Performance appraisal system and the
appraisal system followed in Softpro
Systems Inc
Page No: 41-46
Performance appraisal Form
Page No: 47-50
Motivational Theories and the
Motivation theory followed in Softpro
Page No: 51-56
Determination of wages, salaries and
compensation in Softpro
Page No: 57
Bibliography
2. ORGANIZATION STRUCTURE
SOFTPRO SYSTEMS INC
Chief Executive Officer (CEO)
The CEO of the organization reports to the board of directors of the Company. He is the overall incharge of the organization. All functional heads report to him directly.
Management Representative (MR)
MR has the overall responsibility for the entire spectrum of activities in the Quality Assurance area
as per the ISO 9001 requirements.
Customer Relations Executive (CRE)
The responsibility of CRE is to communicate with the client time to time during the execution of the
project.
Quality in Charge (QI)
The QI is responsible for the implementation of the QMS and extends all the support required for the
projects to adhere to the QA activities. He reports to the CEO.
Audit in Charge (AI)
He manages the Audit Function. He is supported by the Audit Coordinator and a pool of trained
Auditors. He reports directly to the CEO. His main responsibilities include planning, scheduling,
conducting the Internal Audits.
Project Manager (PM)
He is nominated by the CEO and is the overall in charge for the projects. He manages the project
teams, project execution and customer interactions and is supported by the Project Leader (PL),
Team Member (s) and Project Quality In charge (PQI). He reports to the CEO.
Human Resources in Charge (HRI)
He is nominated by the CEO and provides the required direction to HRPA and Training Groups
keeping the overall business goals in focus. He is supported by the Training In charge (TI) and
Human Resource Planning and Allocation In charge (HRPAI).
Facilities Management in Charge (FMI)
He is nominated by the CEO. He is overall responsible for planning & procuring the Hardware and
Software resources for the organization ensuring that reliable resources are available for meeting the
project needs in a timely manner. He is supported by the Purchase In charge (PI) for purchasing
activities, System Administration In charge (SAI) for allocating and & maintaining the resources in
good condition, Physical Facilities In charge (PFI) for providing required workspace, seating
arrangement and other administrative services.
Accounts in Charge (AAI)
He is responsible to maintain accounts for the organization related tasks like payments, billing the
projects etc.
Authorized to
Nominate the staff who will play the roles shown in the organizational structure
and discharge the responsibilities prescribed for the roles. In the event of absence
of any such nominated staff CEO or any other person designated by CEO will
handle their responsibilities.
Nominate someone to represent him in his absence, to discharge the specific
responsibilities as per QMS requirements.
Approve Quality System Manuals, and the distribution list for issue of copies of
Quality System Documents / Manuals.
Identify and appoint appropriate personnel for management, performance of work,
verification and validation activities in the organization.
Delegate project management, contract review operations and Quality System related
responsibilities to appropriate personnel.
Approve initiation of Projects & Assign project(s) to Project Manager(s).
Approve work ahead when needed.
Ultimate authority for giving the approvals in the event of the designated person not
being present or happens to be the request originator.
Responsible for:
Authorized to:
Approve changes to and release of QMS documents.
Identify reviewers for QMS Documents.
Interact with the project teams on matters related to QMS Implementation.
Responsible for:
Involving in development of QMS
Implementation of the QMS.
Ensuring that all personnel have been trained on the Quality System and the
standards.
Providing guidance and support in implementing the Quality System to projects and
support activities.
Conducting organization wide causal analysis taking inputs from implementation
feedback, audits and review meetings.
Initiating corrective and preventive actions for problems detected.
Providing feedback on Quality System implementation and effectiveness in the
Management Review meetings, periodic review meetings and through reports to GM
and MR.
Handling the EQA requirements for the projects.
Maintaining QMS quality records and document control system.
Participating in the Internal Audits.
Collecting, analyzing, and reporting on Customer Complaints, Satisfaction reports,
and effectiveness of customer interaction at the organization level in the absence of
any other person designated for the purpose.
Participating in the PMR's to review the Projects w.r.to Quality related Issues.
Authorized to:
10
Responsible for
Planning and scheduling the internal audits for all audit areas.
Conducting Internal Audits with the help of trained internal auditors.
Reviewing action taken on the reported non-conformities from internal and external
audits and closing them formally.
Analyzing the non-conformities reported across the organization.
Reporting the status of audit findings to the management.
Providing audit findings as inputs for management reviews.
Providing feedback on audit process as inputs for process improvement.
Participating in the internal audits.
Authorized to
Nominate the Lead Auditors and Auditors for the Internal Audits scheduled
Assign the tasks related to the audit function to AUCO.
D) CUSTOMER RELATIONS EXECUTIVE (CRE)
Nominated by CEO
Preferably an independent person who does not directly involve in project
activities.
Reports to CEO.
Responsible for:
Promotes throughout the organization the importance of meeting customer
requirements, improving customer satisfaction levels
Reviews customer satisfaction from time to time seeking inputs directly from the
customer.
Ensures that customer complaints are addressed satisfactorily.
Provides inputs on customer complaints, customer satisfaction and related metrics in
the management review committee meetings.
Reviews customer interactions from time to time to provide inputs on improving the
same.
Authorized to:
Have access to all channels of customer interactions in projects
Receive a copy of the customer complaints and customer satisfaction reports from all
projects.
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Nominated by CEO
Heads a set of projects and/or lines of business as assigned by CEO
Overall responsible for meeting project commitments and customer
satisfaction.
Manages the project teams, project execution and customer
interactions.
Is supported by the PL and team members.
Reports to CEO
Responsible for
Planning and initiating process for acquisition of resource and skill requirements for
projects.
Handling the responsibilities of Project Leader (PL) till such a time a PL is designated.
Finalizing the roles and responsibilities of PM/PL/PQI specifically for the project in
consultation with the PL and reviewing and updating the same depending on the
changing status of the project or change in personnel holding these positions in the
project.
Suggesting methods, tools, methodologies, and techniques to improve the process in
consultation with the client when needed.
Ensuring that the projects are meeting the contractual commitments.
Ensuring effective implementation of Quality System in the projects.
Establishing the processes for collecting the project metrics, analyzing the collected
metrics, and achieving the organizational targets in the metrics identified for the
project.
Reviewing the training requirements for the projects.
Reporting on the status of the projects and issues to the management.
Forwarding, follow-up, and tracking the work-aheads issued for the projects.
Initiating and Participating in the Joint reviews with the Clients.
Ensuring that the causes for non-conformities in the projects (both internal and field
complaints) are analyzed and corrective and preventive action are initiated.
Participating in the MRCM to give feedback on Quality related issues in the projects.
Giving inputs to Customer Relations Executive on customer complaints, customer
satisfaction reports, and joint review meetings from time to time.
Participating in the internal and external audits & PMR's.
Bringing the projects to a formal closure and handing over the project related quality
records, software and other material to the CEO's Office or any other entity designated
by CEO.
Participating in the performance appraisals of the personnel involved in the project.
Authorized to
Coordinate with the customer.
Initiate formal process for allocation of the Project Leader (PL).
Assign/delegate responsibility and authority to the PL.
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Responsible for
Planning the project in consultation with the PM at required detail and requesting the
required resources for the project.
Executing the project as per the plan.
Ensuring that the training requirements for the project are identified and required
training is given. Every member is inducted into the project after briefing them on the
project's processes, standards to be followed and plans.
Implementing the Quality System in the project.
Maintaining the configuration management in the project.
Providing technical support to the team.
Interacting with team continuously and conducting the team meetings as planned.
Allocating the tasks to the team and monitoring the schedules for the tasks allocated.
Ensuring verification and maintenance of project quality records.
Ensuring use of tools and techniques in the projects.
Coordinating client activities including acceptance.
Analyzing the cause for non-conformities (both internal and field complaints) with
Project Quality Incharge and taking the required corrective and preventive actions by
initiating checklists, work instructions etc. and updating them on continuous basis.
Analyzing the changes required for project documentation and deliverables
Reviewing the project related documents and work done by the team.
Bringing the issues in the project to PM's notice for further escalation to the
management.
Reporting to the PM, client, and Management on the status of the project.
Collecting and analyzing the planned metrics for the project and reporting to the
management.
13
Authorized to
Responsible for
Planning the Quality Assurance activities, processes, and control mechanisms to
ensure product quality & assisting the PL in the preparation of Software Quality
Assurance Plan for the project.
Planning the process control mechanisms to ensure compliance with the planned
processes.
Establishing the processes needed with support from QA Group if needed.
Implementing the quality plans as planned for the project.
Preparing the induction manual for the project.
Providing the required guidance and support for the team members in following the
established processes.
Ensuring that the personnel are following the established processes and are making
use of the checklists etc. activated as a preventive and corrective measure and
updating the processes where needed.
Providing inputs on quality related issues in the team meetings.
Assisting in collecting and analyzing the defect related metrics for the project.
Being aware of the baselines of all the configurable items in the project, their
dependencies etc. so that they can individually visualize the impact of changes in the
14
items.
Release control in the project by ensuring that all effected items are verified after
every change and only the controlled copies are released for use.
Participates in the internal and external audits.
Coordinating all the planned reviews & inspections in the project at all stages.
Authorized to
Propose to PL, any QA activity for allocation to other team members in the project.
Coordinate with external QA Group for all EQA requirements for the projects.
Initiate corrective and preventive actions in the project.
Represent the project in the PQI meetings with the QI.
Approve the changes done on project items.
Use the FTP, Email etc. for data transfer and uploading and downloading the files
when required by the project.
I) TEAM MEMBERS - TM
Allocated by HRPAI
Reports to PL
Carries out all the activities assigned throughout the projects life
cycle.
Responsible for
Carrying out analysis, design, construction, testing and validation, and any other task
assigned as per plan and reporting on the status.
Involving in the QA activities, maintaining the systems for the project as allocated.
Complying with the defined Quality System in all their activities.
Adhering to standards, rules, practices and conventions.
Generating the project quality records that are complete and correct, and for handing
over the approved records to the PL/ Person Incharge
Participates in the team meetings.
Taking timely and appropriate corrective actions for non-conformities found in their
work products, and the non conformances reported in their areas of activities.
Involving in the project management tasks that are allocated to them.
Authorized to
Use suitable tools, methodologies, and techniques identified for the projects.
Use the FTP, Email etc. for data transfer and uploading and downloading the files when
required by the project.
15
Nominated by CEO
Provides the required direction to HRPA and Training Groups
keeping the overall business goals in focus.
Is supported by the Training Incharge (TI) and Human Resource
Planning and Allocation Incharge (HRPAI).
Reports to CEO
Responsible for
Planning for human resources and skills requirements.
Developing and implementing performance appraisal system.
Identifying the strengths and weaknesses of the individuals and initiating
remedial actions.
Generating job descriptions.
Reviewing and initiating actions to bridge the gap between skills available
and project needs.
Authorized to
Select and recruit trained/experienced personnel.
Review and approve training & HR plans for the organization.
Nominated by CEO
Heads the Training Function
Is supported by the Training Co-Ordinator / Training Officer (TRCO)
nominated by HRPAI.
Reports to HRI
Responsible for
Identifying the training needs with respect to Quality, Quality System, and all other
project related skills.
Planning the training plan for the organization based on the training needs.
Implementing the training plan ensuring the quality of the training imparted.
Evaluating the effectiveness of the training imparted.
Taking the necessary corrective and preventive actions for ensuring that the quality of
the training is maintained and further improved.
Collecting, analyzing and reporting the training metrics at organization level.
Maintaining the Training Records.
16
Authorized to
Assign the tasks related to the Training Function to TRCO.
Identify the faculty for conducting the training.
Nominated by CEO.
Plans and allocates the human resources to the Projects as needed.
Plans and allocates workspace for personnel.
Collects and Reports the HR metrics to HRI for further planning.
Is supported by the HR Co-Ordinator (HRCO) nominated by HRPAI.
Responsible for
Maintaining the skills database, qualification, experience related records of the
employees.
Monitoring the skills and human resources requirements for projects and matching
them with the available resources.
Bringing the HRPA related resource requirements, issues etc. to the notice of HRPA
Committee in the HRPA Meetings and resolving the same.
All HR nominations and allocations to Projects and Support Functions.
Allocating proper workspace enabling the personnel to carry out the designated
activities smoothly.
Authorized to
Plan and allocate human resources to a projects and support functions
Decide on the workspace allocation in consultation with the management (if required).
Assign the tasks related to the HRPA Function to HRCO.
Nominated by CEO
Over all responsible for planning & organizing all the infrastructure
facilities which includes, Hardware and Software resources and
physical facilities like work environment, seating and transportation.
Is supported by the Purchase Incharge (PI) for purchasing activities.
Is supported by System Administration Incharge (SAI) for allocating
& maintaining and the resources in good condition.
Is supported by Physical Facilities Incharge
17
Responsible for
Facilities acquisition, management and disposition.
Ensuring that the purchased hardware, software and other resources conform to
specified requirements.
Ensuring that the essential working environment is provided for proper functioning of
the HW equipment.
Establishing appropriate systems and procedures for the maintenance and effective
utilization of the resources acquired, and monitors their implementation.
Performing vendor evaluation from time to time in consultation with SAI and PI.
Authorized to
Plan and initiate steps to acquire the hardware, software and other infrastructure
resource requirements for the projects.
Recommend addition or deletion of vendors from the approved vendor's list.
Approve inclusion or removal of vendor's from/to the approved vendor list in
consultation with CEO when two independent persons handle the FMI and PI roles.
Nominated by CEO
Is supported by the Purchase Co-Ordinator (PCO) nominated by
HRPAI.
Responsible for
Procuring the required Hardware/Software resources from reliable sources.
Receiving the in-coming goods and handing over to the system administration after
preliminary verification.
Ensuring compliance with the purchase procedures.
Maintaining the database of vendors and their performance.
Maintaining the purchase records and data as per the established norms.
Participating in the vendor performance reviews at periodic intervals and give
recommendations on their performance.
Follow up and reporting the status of Purchase Operations to the management & FMI.
Authorized to
Validate and certify the purchased hardware and software products as cleared from
inspection.
Suggest vendors who could be added/ removed to/from the approved vendor's list.
Assign the tasks related to the Purchase Function to Purchase Coordinator (PCO).
18
Responsible for
Nominated by CEO
Heads the System Administration Group.
Ensures that the resources are allocated to the projects as requested
and are maintained in good working condition and brings the resource
requirements to the notice of FMI for further planning.
Is supported by the System Administration Co-Ordinator (SACO)
nominated by HRPAI.
Inspecting the in-coming goods or co-ordinating the same with the vendors.
Installing System software and packages as per the requirements of projects.
Resource allocation and release as requested.
Maintaining the data related to the available Hardware/Software.
Handing over the software to the Software librarian.
Establishing and maintaining the Network.
Ensuring that the planned maintenance is done for the resources so that they are
maintained in reliable working condition.
Providing support/ coordinating with external parties in rectifying the problems
reported on Hardware/ Software
Reports to the management in status of the hardware / software resources.
Participating in the vendor performance reviews at periodic intervals and give
recommendations on their performance.
Conducting the Goods Inspection for the received goods and ensuring that only the
passed goods are used for project purposes.
Authorized to
Organize installation and testing of purchased hardware, software products and
network systems.
Interacts with vendors on Resource installation and issues related to maintenance.
Assign the responsibility to carry out the incoming goods inspection and Testing to
suitable person.
Suggest vendors who could be added/removed to/from the approved vendor's list.
Assign the tasks related to the System Administration Function to System
Administration Coordinator (SACO).
Nominated by CEO
Provides support for general administration, accounts and other
Liaison for the organization and facilities management.
19
Responsible for:
Organizing work space arrangements ( number of seats and locations)
Administrative services ( telephone & communication systems)
Arranging for Transport facilities to visit the client place.
Q) Management representative
20
4. JOB TASK OF HR
HRM
AN OVERVIEW
The Human Resources Planning and Allocation (HRPA) process comprises of the
following procedures:
Human Resources Requirement Planning
Human Resources Skills Data Maintenance
Human Resources Allocation, Extension and De-allocation
HUMAN RESOURCES REQUIREMENT PLANNING
A.
Purpose
To plan the requirement of human resources and skills at different levels, for a given
period of time and to prepare a Human Resources Requirement Plan.
B.
Scope
This procedure covers assessing of the human resource and skills requirement over a
given period, as realistically as possible for them to be feasible, taking into account the
existing project requirements and planned business growth. This planning exercise is
carried out once a year, and is reviewed every quarter.
C.
Entry Criteria
Responsibilities
Activity
Responsibili
ty
HRPAI
HRPAI
HRI/HRPAI
HRI/HRPAI
21
Procedure
The Human Resources Requirement Plan (HRRP) is prepared at the beginning of every
year.
This annual plan is reviewed, at the beginning of every quarter, for its continuing
suitability and updated, if necessary. Following activities are carried out:
Obtain the human resource requirements projections
Obtain requirement projections for the on going projects, new projects to be
started and planned activities in consultation with the senior personnel in-charge
of projects and functional groups.
Interact with the MR/QI to work out the quality objectives relevant for the group
and targets specified. These could be related to recruitment process, academic
and experience profile of human resources to be maintained and other factors
such as making available the needed resources etc. The quality objectives for the
group can be a part of the organizational quality objectives or can be designed
to ensure a high quality service by the group to the other internal users.
Obtain from management the business growth planned and corresponding
projections for human resources.
Present the draft HRRP to the HRPA committee, other concerned management
members for review and suggestions on strategies to be implemented to meet the gaps
in the requirements and availability. The strategies may specifically address issues on
how to get additional/new skills, identifying potential staff internally to move on to
new roles, sourcing the requirements externally.
Prepare the final HRRP incorporating the suggested changes during the review
process. The finalized plan will include: quarter wise , skill wise, level wise number
of staff required, number of staff available, additional staff to be recruited, strategies
for recruitment and acquiring skills that do not exist in the organization .
Get the approval of the HRRP from the HRI or other designated management
member.
Obtain the HRI's and CEO's approval for the consolidated Human Resources
Requirement Plan.
F.
22
Organize review of the HRRP by HRPA committee for the ensuing quarter and
incorporate the recommended changes. The review should take into account the
business needs in the ensuing quarter and other factors considered while preparing the
annual HRRP and arrive at the changes needed, if any, in the HRRP for the
remaining quarters.
Obtain the approval of the HRI and CEO's for the updated HRRP.
G.
Exit Criteria
Approval of Human Resources Requirement Plan.
Purpose
To outline the activities involved in maintaining skills data of all human resources that
are available for software projects.
B.
Scope
This procedure covers all project
C.
Entry Criteria
D.
On receipt of latest skill data from an employee or training in-charge or project incharge.
Once in a quarter.
Responsibilities
Activity
Responsibility
E.
23
HRPAI
HRPAI
HRPAI
Procedure
Skills information of employees is maintained in two forms in C.V form and in an
abstract form as Employee Skills Data. This data is updated regularly once in a quarter.
Information becoming available between the regular updates is kept track at employee
level separately.
Following activities are carried out:
Receive the latest skill data of human resources
Obtain the latest resume or the skills update information of an employee when ever :
- A new recruitment takes place.
- A person completes a project / returns from on site deputation.
- A person completes a training programme/ acquires some new skills
- Once in a quarter for all those in the ongoing projects
Analyze the skills acquired by the employee, to decide on the Proficiency Index in the skills,
discussing with the employee and the PL/PM concerned.
Prepare the Skills Summary Reports giving the employee wise available skills and skill wise
employees details.
Update the Skills summary Report at least once a quarter.
Maintain the updated skills data and resumes:
F.
Maintain the latest skills data of an employee, updated on quarterly basis. This can be done
by contacting all employees or in consultation with the PMs / PLs keeping a track of the
skills being acquired by the employees.
Keep track of update information received during a quarter, employee wise, and ensure that
the latest updated skill profile of an employee is available
G.
Exit Criteria
Updated Skills Summary Report.
GUIDELINES FOR DECIDING PROFICIENCY INDEX IN A SKILL AREA
Proficiency Index
24
Limited to Academic Exposure or Training
Has Familiarity with Subject, Technology
Cannot be assigned Independent Work
25
The index is arrived at by personal discussions with the concerned professional and
his/her supervisor.
HUMAN RESOURCE ALLOCATION / EXTENSION AND DE-ALLOCATION
A. Purpose
To outline the steps involved in managing the allocation and de-allocation of human
resources to projects.
B. Scope
This procedure covers effective utilization of human resources, assigning right resources
to right projects and pursuing of release of resources from projects.
C.
Entry Criteria
Request for Allocation/ Extension
Intimation of De-allocation
Requirement for withdrawal of personnel from project.
D.
Responsibilities
Activity
Responsibilit
y
HRPAI
HRPAI
PL/ HRPAI
PL/PM
HRPAI
E. Procedure
Request for allocation/extensions of human resources are raised by PM/PL or in charges
of functional areas like Training, Marketing etc., for management approved projects or
other initiatives. All such requests are processed by HRPAI in close coordination with
HRPA committee to ensure optimal and effective utilization of human resources in the
organization. Following activities are carried out
Evaluate request for allocation/ extension of allocation of human resources:
Review the request considering the skills required and numbers required.
Evaluate the availability of candidates with the required skills for allocation,
other pending requirements / plans and the personal constraints (if any) of the
resources being considered.
26
Shortlist the suitable candidates /options. In case, the requirements are not met
completely, evaluate the impact of the gaps in consultation with the requestor and
arrive at the best possible options (like retraining, outsourcing, recruitment etc).
Review all the requests for extension of allocated human resources from the
criticality of the tasks in progress, plans and the likely impact of such extensions.
Discuss with HRPAI Committee the details on these requests to finalize
identifications
Discuss the gaps, if any, in the skills requested and allocated to let the
requester plan for a strategy to bridge the gaps by appropriate initiatives like
training etc. Keep track of any allocations are agreed upon to be made at
subsequent dates so that the same can be satisfied.
Plan for the completion/ handover of the currently assigned tasks if any for
the identified resources and a formal release.
Issue the allocation letter indicating the from' and to' dates of the
allocation/extension Copy it to the requester, individual allocated,
PM/functional head concerned and QA in- charge.
PL/PM communicate to HRPAI on the early release of an allocated resource, using the
form
When the allocated resource completes the period of allocation, and there is no request for
extension in the project. HRPAI to log the HR Release request in this case and inform the
PL/PM.
HRPAI Committee decides under a compelling organizational need to release a resource
from the allocated activity, before the expiry of the allocation. HRPAI informs the PL/PM
in charge, requesting them to plan for the release using the form duly referring the minutes of
the meeting where the decision is made.
Inform the concerned employee, PM, PL.
PL/PM complete the formal release form and release the resource
27
Update Status
Update the human resources allocation status whenever an allocation, or release takes
place.
Maintain the minutes of the HRPA committee meetings, record of all requests received,
action taken on them, allocations made
Ensure that information on the updated skills of the employee is received from the PL.
28
29
Purpose
To plan the training requirements for a given period and prepare Training Requirements
Plan.
B.
Scope
This procedure covers assessing the training requirements for a period, as realistically as
feasible, taking into account the existing project requirements and planned business
growth. This planning exercise is carried out once a year, and is reviewed every quarter
for continuing suitability.
C.
Entry Criteria
Beginning of the Year.
Beginning of the Quarter.
D.
Responsibilities
Activity
E.
Responsibility
TI
TI
TI / HRI
TI /HRI
Procedure
Training and continuous learning are important activities forming an integral part of the
SoftPro business operations. An annual plan is prepared for these activities dovetailing
it into the plans of other groups like business groups, HR, QA and management vision
and business goals.
The Training Incharge (TI) compiles the skills and training requirements at different
levels across the organization in consultation with the HRI, PMs, functional heads and
others suggested by HRI. The various options to meet these requirements are analyzed
and assessed by the TI.
The TI interacts with MR/QI and works out the quality objectives for the group for the
year along with the targets for their metric. These objectives can be directly or indirectly
supporting the organization's quality plan. These objectives will guide and ensure the
quality of the training services provided by the training group to the other users in the
organization.
The Training Requirements Plan is then prepared and submitted for approval, to the HRI.
30
The plan need to ensure meeting the quality objectives At the beginning of every quarter,
the TI and HRI will review the Training Requirements Plan for validating its continuing
suitability to the organizational goals and requirements, and updates the plan.
The following tasks are carried out:
Compile the Training and skills Requirements Projections
Obtain from management (and the HRPA review committee), for the period under
consideration, the projections of skills requirements, at various levels.
Obtain from the in-charges of functional groups and projects, the details of training programs
(subject areas, numbers &levels of staff to be trained, period by when the training is needed)
required for
Ongoing project activities,
Business needs
To strengthen the identified weak areas
Quality system requirements
Staff career progression requirements
Note: The staff requirements can be got from the annual appraisals or directly from the
staff, as applicable.
Analyze the requirements compiled with reference to priorities, quality objectives and
relevancy.
Identify the programs, based on its priority and the number of staff to be trained,
Which need to be organized internally
For which staff can be nominated to external programs
Which can be organized as self-directed training using video, CBT, Manual study
resources
Update the compiled requirements projections
Prepare the Training Requirements Plan
31
G.
Exit Criteria
Approval of Training Requirements Plan.
H.
Work products
Training Requirements Projection
Training Requirements Plan
Purpose
To outline the steps involved in scheduling the training programmes at SOFTPRO.
B.
Scope
It covers all the training programmes conducted for SOFTPRO personnel. These include
short duration or long duration courses, workshops and seminars.
C.
Entry Criteria
Approved Training Requirements Plan,
Training Request
Management's decision to conduct a training programme.
D.
Responsibilities
Activity
E.
Responsibility
TI
Obtain Nominations
TI
TI
Procedure
The training programs are organized on a monthly basis as per a pre-fixed schedule. The
updated Training Requirements Plan is used as the basis for working out the monthly
schedule.
Programs which are not part of the Requirements Plan but are requested on priority
32
basis to meet project/ business needs, shall also be organized taking management
approval.
The following tasks are carried out:
Schedule Training Programmes
Schedules are usually prepared for the month and communicated before the first week of the
month.
Review the Training Requirements Plan with respect to the priorities, updating the same, if
necessary, and identify the programs to be scheduled.
Review the priority requests received, not included in the Requirements Plan, and obtains
HRI approval.
Assess the availability of the faculty, instructional resources, support facilities like
conference room, projection needs, software and hardware requirements etc. and ensure their
availability by the date to be scheduled.
Seek the support from HRI / management / functional heads, if necessary, while identifying
and mobilizing the resources from other organizational groups.
Prepare the schedule of the programs for the month clearly noting the category, dates,
timings and venue.
Obtain approval from HRI
Note:- First two steps are not applicable for the priority programs, not forming a part of the
Requirements Plan.
Obtain Nominations
Communicate the schedule to all PLs/Support Function In-charges to send in, formal
nominations. For certain programmes, management may decide the participants.
Review all the nominations to ensure:
that the nominee has the concurrence of the supervisor
the nominee meets the pre-requisites for the program, if any.
The nominee fulfils over all management policy guidelines with respect to imparting
training to the staff.
Finalize the nominations and inform all concerned
F.
G.
Exit Criteria
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Work products
Training Schedule
Training Nominations
Purpose
To describe procedures for conducting scheduled training programmes at SOFTPRO.
B.
Scope
It covers the activities involved in conducting the scheduled training programmes.
C.
Entry Criteria
Training programme is scheduled.
D.
Responsibilities
Activity
E.
Responsibility
TI/ Faculty
TI/ Faculty
TI/ Faculty
TI
TI
Procedure
Prepare for conducting the training
Preparing to conduct the training program shall involve following tasks
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The faculty shall ensure that the following activities are done while conducting training
Adhere to the timings and to the schedule.
Discuss the Course Details like tests/work sessions planned with all
participants.
Inform the TI about any additional requirements that arise during the
training program in advance.
Record the attendance of the participants everyday
Conduct the sessions professionally and enthusiastically. Remember that
the participants are working professionals.
The answer scripts can be returned back to the participants unless the
training group specifically advises otherwise.
Obtain participants' feedback on the training program. Obtains Faculty's feedback (where applicable)
Review the feedbacks received and discuss with faculty on specific issues, if
any, pointed out in the feedbacks.
Summarize the feedbacks received and the discussions, and the training groups
action points.
Submit the summary report to HRI and other management staff specified by
HRI, if any.
F.
Exit Criteria
Training has been completed.
H.
Work products
Attendance Sheet(s)
Training Programme Participants feedback form.
Summary of the Feedback.
Faculty feedback form.
Training Evaluation Sheet.
Training Material (Prepared/Updated).
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Appraisal Benefits:
Appraisals offer the company:
Documentation
Employee development
Feedback
Legal protection
Motivation system
Appraisals offer employees:
Direction
Feedback
Input
Motivation
Performance appraisals offer many of the same benefits to employees, including:
Clear direction in their work regarding whats expected of them and of their role in the companys
overall goals
A regular outlet in which to receive feedback on performance and expectations
A regular time in which to give input on their job, their department, or the company
Motivation to perform their best because they know they will be recognized and/or rewarded
Appraisal Forms
Defining performance expectations
Describing measurement tools
Using a rating system
Covering specific examples
Setting measurable goals
In order to be most effective, performance appraisal forms need to be well constructed and easy to
understand. They should include the following items.
Well-defined performance expectations in areas that include adaptability, communication skills,
cooperation, dependability, initiative, innovation, job knowledge, organization, productivity, and
quality of work
Clearly described measurement tools
A concrete rating system
Space to write down specific job examples
A section for setting timely, measurable performance goals Measure Performance
Process of appraisal:
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performance
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Being consistent in using the same measurement systems for all employees.
Making sure the measurement system is clear about what is being measured. Also make sure it is
understood by all employees.
Measurements need to be a useful tool that enables you to give a meaningful assessment as well as
enabling employees to know exactly how their performance measures up.
Measuring performance Systems can be:
Numerical
Textual
Management by
Objective (MBO)
Behavior oriented
One of the most common rating scales is numerical because numbers are perceived to be the most
objective. Its a good idea to also attach words describing what each number means, however, to
make sure the numbers are used consistently. For example, on a 1 to 5 scale, 1 could mean well
below standard, 3 means meets standards, and 5 means
well above standard.
Measurement terms can also be used as long as they are specific, meaningful, and distinct from one
another. A typical spread goes from unsatisfactory through satisfactory to outstanding.
Management by Objectives (MBO) is a system of ratings that measure how well an employee
reached specific goals or objectives, such as producing x number of pieces per shift or making x
number of calls per hour.
Systems can also measure effort or results with behaviors you can observe and track, such as
attendance or initiative.
Set Goals
Based on job requirements
Realistic
Measurable
Observable
Challenging
Prioritized
Since goal-setting is central to an effective performance appraisal, its crucial to get it right.
Performance goals should be set with employees and meet the following criteria.
Goals must be based on actual job requirements. Use the job description when setting performance
goals.
Goals must be realistic and achievableotherwise they will frustrate rather than motivate
employees. They should account for changing conditions and priorities.
They must also be measurable, which means that they are specific and practical.
Goals need to be observable in any number of areas, including time spent or results produced.
Goals must remain challenging. They need to evolve with time. Once previous standards are met,
raise the bar.
Goals must be clearly prioritized so that employees know which are most important to you and the
organization.
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Employee Input
Employees take an active role
Setting goals
Designing action plans
Identifying strengths and weaknesses
Employees participate in the performance appraisal meeting
For the performance appraisal process to be most effective, you need to get your employees involved
from the beginning.
Employees must be encourage to take an active role in
Setting their performance goals
Designing the action plans to help them achieve their goals
Identifying their professional strengths and weaknesses, and giving their input about how to
improve these identified areas of their performance
Employees also need to be very involved in the performance appraisal meeting from preparation
through the final report. Employees are much more fully invested in their performance when they
play a large part in designing and guiding
Preparation for performance appraisals involves both the employer and employees. Employees need
to prepare for their performance appraisal meeting by:
Reviewing their performance during the evaluation period as objectively as possible, considering
their achievements and how well they have met their goals.
Thinking about new performance goals for the next evaluation period.
Laying out agenda
Talking about money
Encourage input
Give good news first
Ask trainees how they typically start an appraisal meeting and put
Employees at ease, encouraging involvement. Have two volunteers role-play
The opening of an appraisal meeting.
Performance appraisal technique followed in Softpro Systems Inc:
The performance appraisal technique which is followed in Softpro systems is the Grading method
the managers are asked to select a level of degree to which an individual in question displays the
given characteristic
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8. MOTIVATIONAL THEORIES
Various motivational theories are
1.
2.
3.
4.
5.
6.
Goal-setting theory states that individuals make calculated decisions about their desired
goals.
Once individuals determine the goals they intend to achieve these goals and intentions direct
and motivate efforts to attain them.
Thus, setting goals affects behavior of the individuals and their job-related performance.
As people work on a task they compare their current performance with the goal. Selfevaluations of progress strengthen self-efficacy and sustain motivation.
Goals themselves are not reinforcing. The motivation to work harder comes from the
dissatisfaction with discrepancies between what was achieved and what was originally hoped
for. The discrepancies motivate people to work harder next time.
Effective goal setting requires that people set a long-term goal, break it into short-term,
attainable sub goals, monitor progress and assess capabilities, adjust the strategy and goal as
needed, and set a new goal when the present one is attained.
This multi-step plan is a key to promoting healthier human functioning, higher motivation
and perceived self-efficacy, and self-regulated learning and performance across the lifespan.
Vrooms Theory:
Examines motivation from the perspective of why people choose to follow a particular
course of action. There are three variables which he calls Valence, Expectancy and
Instrumentality.
This theory of motivation is not about self-interest in rewards but about the associations
people make towards expected outcomes and the contribution they feel they can make
towards those outcomes.
Valence is the importance that the individual places upon the expected outcome of a
situation.
Expectancy is the belief that output from the individual and the success of the situation are
linked, e.g. if I work harder then this will be better.
Instrumentality is the belief that the success of the situation is linked to the expected outcome
of the situation, e.g. it's gone really well, so I'd expect praise
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McClelland theory:
Each of us have three fundamental needs that exist in different balances. These affect both how
we are motivated and how we attempt to motivate others.
N-ach: Need for achievement:
Seeks achievement, attainment of goals and advancement. Strong need for feedback, sense of
accomplishment and progress
N-affil: Need for affiliation:
Need for friendships, interaction and to be liked.
N-pow: Need for power
Strong need to lead and to increase personal status and prestige.
Achievement motivated people set goals that are balanced between challenge and realism.
They feel they can influence goals where they feel that they can influence the outcome.
An achievement motivated person sees the achievement of a goal as the reward; it is more
satisfying than praise or monetary reward.
Money is the feedback. This idea of feedback is essential to the achievement motivated
person. Money is seen as good only in that it is seen as a measure of their achievement.
Hertzberg Theory:
Theory of motivation based on the idea that some factors motivate and some demotivate.
Hygiene factors are basic and include interpersonal relationships, work conditions, salary,
status, promotion, freedom of speech etc
Motivation factors include things such as challenging work, achievement, opportunity and
growth, self-learning, and crucially work itself.
Hygiene factors caused dissatisfaction by their absence, but did not cause motivation by their
increased presence.
Maslow Theory:
Some needs are very fundamental, like warmth or food, and some are less fundamental like
the need for a beautiful environment
The crucial point is that you will always experience needs; furthermore, the needs
experienced are dependent on those already fulfilled - hence hierarchy of needs
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Theory Y
Management of professionals,
participative complex problem solving
Assumptions
Application
Conductive to
Management
style
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competency-based
pay
cost-of-living
adjustment (COLA)
Wage increase or decrease pegged to the rise and fall in the cost-of-living
index
A piecework plan that pays on the basis of two separate piecework rates: one
for those who produce below or up to standard and another for those who
produce above
feedback pay
guaranteed annual
wage (GAW)
knowledge-based
pay
Merit pay
open system
A pay system where pay ranges and even an individual's pay are open to the
public and fellow employees.
pay compression
production bonus
system
Salary
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secret system
severance pay
skill-based pay
An alternative to job-based pay that sets pay levels on the basis of how many
skills employees have or how many jobs they can do.
standard-hour plan
An individual incentive plan that sets wages on the basis of completion of the
job or task in some expected period of time.
straight piecework
suggestion system
supplementary
unemployment
benefits (SUB)
total compensation
approach
Total compensation is made up of base pay, variable pay, and indirect pay
(benefits).
variable pay
Wage
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Way how wages and salaries are determined in Softpro Systems Inc
1. Determination of individual pay
a. pay differentials are based on:
Individual differences in experience, skills, performance
Expectations that seniority and higher performance deserve higher pay
B. reasons for choosing to pay employees at different rates for doing the same job include:
Pay differentials allow firms to recognize that different employees performing the same job make
substantially different contributions to meeting organizational goals
Differentials allow employers to communicate a changed emphasis on important job roles, skills,
knowledge, etc
Differentials provide organizations with an important tool for emphasizing norms of the enterprise
without having employees change jobs
without differentials, the pay system violates the internal equity norms of most employees,
reducing employee satisfaction with pay and making attraction and retention of employees more
difficult
pay differentials allow firms to recognize market changes between jobs in the same grade without
requiring a major overhaul of the whole compensation system
2. Methods of Payment
a. flat rate
Single rate in unionized firms (treating everyone equally)
b. recognizing individual differences
assumes workers are not interchangeable/equally productive
C. payment for time worked
i.
ii.
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suggestion systems
ii.
iii.
iv.
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ii.
iii.
iv. Performance yardsticks are linked to actual key productivity indices or to Competition
v. CEOs are held responsible for cost of capital, forcing them to look for
Vehicles of growth rather than amassing wealth
3. Issues in Compensation Administration
A. pay secrecy or openness
B. pay security
guaranteed annual wage (GAW)
Supplementary unemployment benefits (SUB)
COLAs
Severance pay
c. pay compression
Solutions for pay compression
re-examining how many entry-level people are needed
reassessing recruitment itself
focusing on the job evaluation process emphasizing performance
basing all salaries on longevity
giving first line supervisors the authority to recommend equity adjustments for victims of pay
compression
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Bibliography:
1. www.softprosystems.com
2. eportal.softprosys.com
3. www.google.com
4. Softpro systems Inc, Hitech city, Hyderabad
5. Class Notes and slides
6. Natwar Sharma, HR Head-Softpro systems
7. Sandhya Rani, HR-Executive- Softpro Systems
8. Kiran, Asst Manager RMG-Softpro Systems
9. www.sugar-crm-softprosys.com
10. www.netmba.com
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