Internship Report

At Samiah International Builders Ltd.

Lucknow

Submitted to
NIDHI SRIVASTAVA

Submitted by
HARSH VERMA
Roll no.-813017
Program-B.B.A [MS]

NATIONAL PG COLLEGE, LUCKNOW

2016-17
 ACKNOWLEDGEMENT

First I would like to thank Mohd. Ali, Assistant Manager, for giving me the opportunity
to do an internship within the organization. For me it was a unique experience to be in
company and to study an interesting working of the organization. It also helped to get back
my interest in management research and to have new plans for my future career. I also would
like all the people that worked in the office of Samiah builders. With their patience and
openness they created an enjoyable working environment. Furthermore I want to thank all the
Directors and managers, with whom I did the fieldwork. We experienced great things
together and they have shown me a beautiful part of their country. At last I would like to
thank the, Nidhi Srivastava, to allow me to do this interesting internship.
 PREFACE

This report documents the work done during the summer internship at Samiah
International Builders ltd. The report first shall give an overview of the tasks completed during
the period of internship with technical details. Then the results obtained shall be discussed and
analyzed.
Report shall also elaborate on the future works which can be persuaded as an advancement of the
current work. I have tried my best to keep report simple yet technically correct. I hope I succeed
in my attempt.

HARSH VERMA
 SUMMARY

The internship was concentrated on the Human Resource Management. At the beginning
of the internship I had set several learning goals regarding the improvement of knowledge
and skills, my stay several activities have contributed to achieve a number of goals. I went
two times to the field to do direct-count surveys of buildings. The objective of these projects
is to estimate the human habits of buying a house.. Next, I participated in a workshop, in
which the first steps were taken in the development of an action plan for the managing the
materials required to build a house. The objective was to elaborate and coordinate a national
strategy with several stakeholders. For several strategy lines objectives and activities were
formulated: Investigation and monitoring; Environmental education and local participation;
Rules and politics; Management and organizational strengthening; Alternatives of
conservation and sustainable development; Communication strategies; and Responsible
cooperation. Regarding to these elements several activities were carried out. In conclusion,
the internship was a useful experience. I have find out what my strengths and weaknesses
are; I gained new knowledge and skills and met many new people. I achieved many of my
learning goals, however for some the conditions did not permit to achieve them as I wanted. I
got insight into the work of a builders. The financing of projects is an important factor and
forces to be flexible in attitude and approach. I learned more about buying behaviors.
Working together with the different stakeholders, the sharing of knowledge, ideas and
opinions is of importance. There is still a lot to discover and research methods can be
improved. At last this internship has given me new insights and motivation to pursue a career
in ecological research abroad. To prepare myself for my future career I can improve several
present and express myself more confidently. I could perform certain tasks in research better
if I have more experience in the research methodologies.
Human Resource Essentials for Real Estate Managers-

Successfully face the challenges of hiring, managing and evaluating on-site staff and
discover how to operate a seamless human resources function. Planning and requirements:
Staffing needs, job responsibilities and skills, job descriptions Recruitment and selection:
Candidate qualification, employment offers and contracts, alternative staffing options Training
and development: Learning styles, training delivery, training programs, career development
techniques Employee management: Employee motivation, performance evaluation, policies, and
record keeping How youll benefit: Select the right people for each job Maximize the
productivity of your staff Reduce both the financial and emotional costs associated with turnover.

Refund of Deposit Money

I had booked a flat (Gulmohar 4) with SAMIAH INTERNATIONAL BUILDERS PVT LTD in
their Rudrapur Project in June 2010. Till date there was no work in the said project and i finally
cancelled the booking. For the last five years i had repeatedly calling them for returning the
money. But they are delaying on some pretext or other.

Refund of Deposit Money

I book a flat with SAMIAH BUILDER in 2010 they have to complite my flat in 2012 but still i
did not get my flat. I m not geting any positive feedback from samiah (sazeer khan). It is my
personal experience that samiah is a frod company.
Refund of cancellation money

I had booked a flat (Gulmohar 4) with SAMIAH INTERNATIONAL BUILDERS PVT LTD in
their Rudrapur Project in June 2010. Till date there was no work in the said project and i finally
cancelled the booking. For the last three months i had repeatedly calling them for returning the
money. But they are delaying on some pretext or other.

Refund of Deposit Money

DHFL came to know about this fraud and taking appropriate action against them. I have also
informed LIC HFL about this case.

Refund of Deposit Money

If we booked flat in Hapur Garden City, dont you think there could be other factors as well for
anyone to choose the location. Not everyone book flats as investment. Anyway what option you
hold for someone who cant take up your second option, and wants his money refund. As a matter
of fact I'd paid after taking Personal Loan etc etc, just for the hope of getting the possesion last
year.
So can you just tell me what's the status, time frame and option you hold for refund - in this
practical scenerio where client was paying / had paid but company cant provide what was
committed.
I too am victim of same situation, booked a flat with Samiah International Builders Pvt Ltd
(www.samiah.net) at their project in Garden City Hapur. No further updates, no commitments, no
hope for Flat or Refund. I was just checking that you are mentioning more bigger commitments
now:

Singapore Residency, Greater Noida

Vrinda City, Greater Noida

Media Village, Greater Noida

Samiah Residency, Lucknow

Melrose Avenue, Lucknow

Sunny Lake, Nainital

Sunny Forest, Nainital

Raksha Retreat, Nainital

but now I find Garden City, Hapur for which we have paid over 50% missing from your
promising list !
But is there anyone in whole of their system and team who can please tell whats status of their
first project: Garden City, Hapur or our money (Will any of one (Flat at Garden City, Hapur or
Money Paid) can be delivered ???)

REFUND OF DEPOSIT MONEY

Samiah builders are declared fraud company.In NRI lake city for last four years they are not

doing any activity There intention to only fool customers.No infrastructure construction is going

on and they are asking balance payment.

Refund of Deposit Money

Samiah is now giving you an option to move to NRI lake city, Rudrapur
project. Good location for investement and good rental return. Samiah is focusing in
completion of this project first and then concentrate on Hapur project(might take
upto 2yrs atleast). Phase-1 is almost ready for possesion and if you book now you
will get the possesion within 8 months as constuction is in full swing. Please go and
visit the site before you decide anything. If you really want to save your money than
you only have this alternate.

Refund of Deposit Money

I had deposited Rs.169500.00(One Lakh sixtyninethousand five hundred only) to the above
builders on 07/10/2006 vide their reciept no. 1502 and till date they have neither intimated any
allotment or progress of construction of flats.
I had been after their office in Noida and also visited their site office in rudrapur and met the
marketing manager but they have not given any response to refund my money.
Pls take up my problem.
I can provide all the communications needed on requirement.

Performs a variety of clerical, administrative, and research duties in the Real Estate Department.
Develops, implements, and maintains systems and databases related to real estate records and
legal documents. Assists department staff in the areas of leasing, property management, real
property acquisitions, and scheduling of meeting room space.

I had deposited Rs.169500.00(One Lakh sixtyninethousand five hundred only) to the above
builders on 07/10/2006 vide their reciept no. 1502 and till date they have neither intimated any
allotment or progress of construction of flats.

I had been after their office in Noida and also visited their site office in rudrapur and met the
marketing manager but they have not given any response to refund my money. Pls take up my
problem.

I can provide all the communications needed on requirement.

Samiah International Builders is the worst builder which I have seen ever.
They people do only promise but not fulfill their commitment.

As myself "Amit Rautela" by mistake booked a flat in "SAMIAH NRI LAKE CITY, Kashipur
Road Rudrapur" at OCT. 2011 (Saryu G64) but till now I did not get possession for my flat Not
even they people give proper response.

In fact one of the employee has taken money (during the booking) for concession.
Lots of time I complaint/visit but still no result.
And I do not think so that if they are serious for my me.
They people also do not know how to talk with their consumers. One of the example is MR.
Asim.
So at finally I decided to go to Court and filed a case against them.
I request you to each and every person who are cheated with Samiah and facing the same
situation as like me please contact me.
I sure a bunch of wooden may affect them.
Personal refund of money
I am an account holder (saving) of state bank of India ,paona bazaar branch(code 7440) here at
Imphal.
My account no being 30323179657 having SBI gold card.
Recently I am trying to booked flight ticket through online booking (www.yatra .com) using SBI
gold card in payment procedure .
The cost of flight ticket 8057/- has been debited from my account through my gold card and
unfortunately I could not booked the ticket by that time and therefore 8057/-has been again
credited to my account at that moment itself.

However the home branch of my account has created an OD account corresponding to my saving
account.
The question I want to arise is that why should I spend 8057/- without booking any ticket at that
moment and it has already been credited to my account since the ticket has not booked and the
staff here in my homebranch whose name is Mr Biren who is in ATM section really give the
harassment to the customer .He says the OD account will be closed by paying 8057/- together
with the interest.

During my enquiry process to the home branch he says that there is no one who can explain you
in that case and we havent heard this type of problem before and if otherwise you must go and
get your money 8057/- from where you are trying to booked the flight ticket online.
Please take a serious action regarding the way he deal the customer.
As a customer I would like to give my opinion that he should be taken a necessary action by the
higher authority.

Samiah builders are declared fraud company.In NRI lake city for last four years they are not
doing any activity. There intention to only fool customers.No infrastructure construction is going
on and they are asking balance payment.
If we booked flat in Hapur Garden City, dont you think there could be other factors as well for
anyone to choose the location. Not everyone book flats as investment. Anyway what option you
hold for someone who cant take up your second option, and wants his money refund. As a matter
of fact I'd paid after taking Personal Loan etc etc, just for the hope of getting the possesion last
year.
So can you just tell me what's the status, time frame and option you hold for refund - in this
practical scenerio where client was paying / had paid but company cant provide what was
committed.

I too am victim of same situation, booked a flat with Samiah International Builders Pvt Ltd
(www.samiah.net) at their project in Garden City Hapur. No further updates, no commitments, no
hope for Flat or Refund. I was just checking that you are mentioning more bigger commitments
now:

This in bring to your kind notice that I had booked a flat in Samiah project whose details are
below for your kind consideration.At the time of booking Samiah executive Mr.Manish told me
that this flat will be ready for possession in the month of Nov.2012 but as per todays scenario of
construction I dont see that completion/possession is possible by Nov.2016.This is really sad for
me and shameful for Samiah as Samiah people are not delivering projects as per committed
date.I have taken a loan and was in the opinion that once I got possession in the month of Nov.
than I will give my flat on rent so that I will get some money monthly which will contribute in
my EMI.

I too booked my Flat in Garden city Hapur, as I know they have postponed that project and
giving option to move to other Project, In My case, I could Not Move and demanded my Money
back. Mr. Sageer khan Promised, that he will Refund my Amount. But Problem is he is not
committed...every time he move to next Month. If Before Dewali he is not giving my money
back I have to take legal action against him. Join Me if any one is victim like me.
Duties and Responsibilities

Maintains property files and appropriate records of university-owned real estate, including
property ownership files, deeds, leases, easements, and related documents.

Performs on-going market research to provide senior real estate management current information
regarding listings of ewL property adjacent to the university.

Assists with the property management of multiple buildings including services contracts,
maintenance, and repairs.

Assists in the negotiation and preparation of leases, including amendments and renewals, and
other real property legal documents in conformance with university requirements and standards.

Assists with interpreting market and financial data and provides analysis in support of the
department's property management, leasing, and/or real property acquisition functions.

Assists with coordinating the database and financial reporting functions for the assigned
department business unit, including database entries and the preparation of regularly scheduled
reports for senior real estate department management.

Assists with the use of department-managed revenue generating facilities for meetings,
conferences, special events, and short-term or temporary occupancies.

Assists with the marketing of real estate projects, as applicable, including maintaining good
tenant relations, preparing marketing materials, and assisting with written, electronic, and oral
presentations to business, industry, community and government.

Assists in the development and management of annual budgets for the unit and assists in
preparation of periodic cost and economic performance analyses. Assists in the preparation of
financial reports for senior real estate management.

Participates in representing the unit in interactions with various institutional divisions to insure
consistent delivery of internal support services. Coordinates the activities of internal services and
outside vendors, contractors, and suppliers.

Assists and participates in the development of overall policies, objectives, and short- and long-
range plans; develops and implements projects and programs to assist in the accomplishment of
established goals.
May supervise and/or lead lower graded staff and/or student employees.

Performs miscellaneous job-related duties as assigned.

Minimum Job Requirements

Completed degree(s) from an accredited institution that are above the minimum education
requirement may be substituted for experience on a year for year basis. Bachelor's degree; at
least 1 year of experience that is directly related to the duties and responsibilities specified.

Knowledge, Skills and Abilities Required Skill in organizing resources and establishing
priorities.

Knowledge of business practices and procedures.

Knowledge of marketing strategies, processes, and available resources.

Knowledge of budgeting, cost estimating, and fiscal management principles and procedures.

Knowledge of real estate, property management, development, and construction principles and
techniques.

Advanced verbal and written communication skills and the ability to present effectively to small
and large groups.

Ability to foster a cooperative work environment.

Research, analytical, and critical thinking skills.

Employee development and performance management skills.

Skill in the use of personal computers and related software applications.

Ability to review and evaluate contractor proposals and bids.

Strong interpersonal and community relations skills and the ability to work effectively within a
diverse community.

Knowledge of organizational structure, workflow, and operating procedures.

Ability to perform complex tasks and to manage multiple projects.

Ability to analyze and interpret the needs of customers and offer appropriate solutions.

Ability to summarize data, draw conclusions and inferences, and prepare reports and/or
presentations.

Distinguishing Characteristics
a)Performs administrative, clerical and research functions for unit. b)Responsible for file and
database management of property and leasing documents such as deeds, leases and easements.
c)Supplies and assists Real Estate team with interpreting on-going market research that include
listings of ewl properties in close proximity to the university. d)Assists in the development and
management of annual budget for the unit.

Conditions of Employment

Successful candidate must possess a current NM Real Estate Associate Broker or Qualifying
Broker License OR must obtain such licensure within 12 months of date of hire.

Working Conditions and Physical Effort

No or very limited exposure to physical risk.

No or very limited physical effort required

We have worked closely with our clients on projects in different locations across India to
understand the market for Commercial, Housing and Government spaces.

We collaborate with our clients to scan the consumers mindscape and find their idea of their
perfect home or their perfect office space and then help our clients marketing teams to map out
their plans in as much detail as possible.

Whether it is about developing a new project by studying the catchment area, or helping plan an
upcoming project, testing a concept home, investigating the motivations for a particular housing
segment or expanding our understanding of what makes a particular brand connect with the
customer, or finding out the optimum price that a consumer is willing to pay for a space, we
provide the solutions.

Team Estate has worked with its clients to find out what makes a consumer make the final
buying decision in this high involvement category. Whether Vaastu Shaastra works or Feng Shui?
Or is it the lake view that will gain precedence over the door direction? Fundamental questions
such as these are looked into in detail. We have done wide-ranging research which has enabled
us to find out whether brands matter, how amenable are customers to the idea of sustainability
and what role do tie-ups with financers such as home loan providers play in the final decision.

A Balanced Real Estate and Human Resource Model for Assessing the Financial Implications of
Large Scale Real Estate DecisionsAs large organizations grow and evolve over time; they face
the challenge of accommodating change in a manner that contains costs while strengthening the
firms competitive position in the marketplace. Invariably, not only initial capital and long term
operating costs, but the effect of the real estate decision on the firms ability to attract and retain
staff, and their ability to work productively, must be considered. Compounding an already
complex decision is that the factors influencing such decisions are often highly uncertain, and
that there is limited data on the impact of such decisions on human resource factors. Yet such
decisions must be and are made. This article describes the Cornell Balanced Real Estate
Assessment model (COBRA), a prototype tool which address these issues.
The second major challenge to such large-scale real estate decisions is that the largest potential
consequence lies not in the property value but in the effect on the ability to attract and retain the
desired workforce, and for these employees to work productively. Unfortunately, no clear data
exists concerning the impact of most kinds of real estate decisions on employee attraction and
retention, or work effectiveness and productivity. Research exists on the value of collocated and
distributed dedicated work teams (Balanger, 1990; Caldwell and Koch, 2000), but there is little
empirical research on the value of a campus or collocation of business units from either a real
estate or human resources perspective.
That is not to say there are a shortage of views and opinions. A recent article captures
many of the accepted beliefs about the value of a campus (Hampton, 2002). Writing that a
campus makes sense under any economic circumstances, Hampton cites benefits ranging from
branding and flexibility to attraction and retention and lowered capital and real estate costs. Yet
companies like IBM, which once subscribed to the value of a campus and owning their own
buildings (except for leased manufacturing space), now believe they can operate with maximum
flexibility and effectiveness by leasing many buildings in settings other than a corporate campus.
Other firms like Sun Microsystems and Toyota Motor Sales, continue to believe in the value of a
corporate campus, but are rethinking aspects of design and operations in recognition of three
powerful factors:
How volatile and unpredictable business is or may become.
The proliferation of teams that span countries and continents.
New information technologies that make possible mobile and distributed work patterns.
So while at one end of the spectrum there are real estate professionals arguing that a highly
centralized campus always makes sense, at the other end of the spectrum are those who believe
that a combination of increasingly high fixed real estate costs, emerging lifestyles, and new
technologies are creating matrix living, which integrates work and non-work spheres allowing
relatively seamless movement between different environmental spheres (Harrison, 2002). From
this perspective, distributed work patterns make great sense and are the wave of the future.
As the above list suggests, the integration and sophistication of planning and forecasting tools
is extensive and improving rapidly. Shriefer and Ganesh (2002) describe, for example, a merger
planning tool that was used to create a real estate strategic plan that achieved the targeted cost-
saving goals for a merger. The tool integrated portfolio data and market information such as
occupancy costs, workspace capacity, and cost information, as well as market-specific
information on absorption and vacancy rates and opportunity costs. Clearly, a tool that can do
this makes a significant contribution compared to the piecemeal data silos that often exist in
departmental corners invisible and often inaccessible to each other. Yet even this kind of
sophisticated CRE tool neglects the human resource consequences when forecasting costs.
Human resource impacts can be highly significant, and if incorporated into a single model might
lead to very different recommendations than those based only on the direct real estate costs. If,
for example, a recommended building consolidation (helping achieve the desired real estate cost
savings) results in even a few percent higher turnover rate, let alone affecting productivity
negatively, the straightforward real estate savings are likely to vanish. Such human resource
implications are often talked about, but rarely considered in financial models. Firms that are
considering building new facilities, and that are also active in the merger market, could benefit
from modeling the probability of a new acquisition within the planning horizon. Based on
experience, what is the likelihood that such an acquisition will create surplus capacity? Such an
analysis could help clarify the relative costs and benefits of leasing additional space for the short
term versus building what may turn out to be expensive excess capacity." Such human resource
and uncertainty factors are fundamental considerations; yet most current facilities models do not
incorporate them. Given the enormous financial and organizational impact of large scale real
estate decisions, particularly in the face of both uncertainty and limited evidence about their
impact on human resource factors, the Cornell University International Workplace Studies
Program (IWSP) has been conducting research on the value of different types of corporate
campuses and collocation over the past year.1 Survey and interview data has been collected
around three critical benefits often attributed to a corporate campus:
more interaction within and across business units
reduced capital and operating costs and increased organizational flexibility
stronger sense of identity and community among employees

Modeling HR Implications in Real Estate Projects: TURNOVER

Turnover represents a major cost for virtually every corporation. In call centers, where turnover
often ranges from 15-30% or higher, a higher level of amenities is often justified on the basis that
it would reduce turnover. What, however, is this relationship? In the absence of hard data on
turnover collected in companies that have distinctly different facilities and amenities, one can
either just argue for the value of some increased expenditure, or one can make explicit
underlying assumptions and test their impact. Can planners and management agree, for example,
that it is reasonable to assume a very modest one percent point reduction in turnover with a new
building and upgraded amenities? If so, what would be the financial impact of that one
percentage point reduction in turnover? Stated differently, how much extra might it be
justified to spend on a facility or amenity plan that management agreed might, conservatively,
result in a one percentage point decline in turnover? Using the model and a set of explicit
assumptions about salary costs, turnover costs, etc. (which can be changed to test for sensitivity
and reasonableness and to reflect the consensus thinking in a particular organization) the
relationships between facility/amenity costs and turnover costs can be made explicit. . The
bottom line is that reducing turnover from 12% to 11% for an employee population of 3,600 and
growing at 2% per year, with an annual average salary & benefits of $75,000 and a turnover cost
equal to 50% of salary & benefits, results in a turnover cost savings (NPV) of $13 million over
the analysis period of 20 years. That savings can be used to justify substantial capital investment
in better amenities. This example models only a series of relatively simple assumptions yet
provides the basis for a more focused and structured debate than often occurs in making these
kinds of organizational decisions.

Modeling HR Implications in Real Estate Projects: DENSITY

One of the easiest ways to save on facility expenses is to increase density by increasing the
number of people on a floor or in a building. But what are the productivity/turnover
consequences? Will higher density save costs but
undermine the ability of staff to work productively? These relationships can be probed using the
model. For example, if the density per floor were increased by reducing the number of square
feet per person from 220s.f. to 175 s.f. per person ( and as a result the total project was shrunk by
20%) , what would this mean in terms of the overall financial impact, when the impact on
productivity and turnover as well as direct real costs are considered? The model shows that by
increasing density the NPV of the core expenses for building and operating the project would
drop (because less space is needed) from $298m to $266m, a saving of $32m. This $32m is,
however, the same present value generated by a 1% point increase in turnover and a 1% decline
in productivity. In other words, the cost savings from densification would be negated by a fairly
modest 1% change in productivity and turnover. COBRRA allows organizational leaders to
very quickly model and test these kinds of assumptions. While no precise information may exist
about the impact of densification on productivity, there is a strong likelihood that the range of
such an impact can be agreed upon. Thus, while some might think the impact larger, all might
agree that it would be at least 1%. That figure, the model quickly shows, eliminates the presumed
value of densification. The key to such analyses is debating and then agreeing on your
companys assumptions. Most firms considering a campus do so because they have experienced
significant, and sometimes explosive, growth over a period of years. Under these conditions,
finding any space, let alone the right kind of space at a desired rate, can be difficult. Often, the
solution is stitching together a series of quick fix solutions that result in a patchwork of leased
buildings spread out over a several mile area (e.g., Sun Microsystems, Apple Computers and
Cisco in the Silicon Valley). The alternative, a purpose-built collocated campus strategy, often
looks attractive under such circumstances.

Uncertainty
As the discussion about exit strategy suggests, uncertainty permeates the real estate decision
making process. Companies consider (or at least talk about) such factors, but few companies
attempt to model uncertainty despite the fact that virtually every assumption in any financial
model is uncertain. In other disciplines, such as financial engineering (e.g., for options pricing),
energy exploration (e.g., assessing the risk in searching for and drilling oil wells), and
environmental risk management (e.g., assessing the likelihood that a prospective site has a toxic
environmental load, and the probable cost of remediation) decisions are informed with financial
models using stochastic techniques that capture the probability of specified outcomes. Few such
models are used in the real estate world. Given the level of uncertainty and potential size of the
financial impact, leading candidates for such real estate modeling include inflation rates, staff
growth rates, and exit costs. Current practice at some companies includes a best case, most
likely, and worst case analysis, but with this type of analysis it is difficult to get a good feel for
how the different uncertainty factors interact. When comparing alternative facility proposals, a
more structured analysis is needed in order to better understand the variation in projected
outcomes (the risks).
Community Impact: Will this project have a high impact on the community? In smaller
communities (or sections of a city) where a single firm may be the only or one of a
handful of major employers, major downsizing can have a significant negative effect on
 real estate values and vacancy rates since few other firms of sufficient size are nearby that
may require additional space.
Architectural Branding: Is the campus architecture clearly distinctive? While consistent
and distinctive architectural form may help attract staff to a campus occupied by a single
firm, those same feature can make it harder to sublease space and attract other tenants
who may feel their own corporate identity is lost, confused or diluted by being part of a
facility clearly identified with another company.
Building Adaptability: Do buildings lend themselves to ready reuse? Buildings that can
accommodate a wide range of firms and/or uses (including different kinds of office
layouts and varying proportions of open and closed space) with minimal cost of
renovation are likely to be easier to sublet and to command a higher market rate than
those that can easily only accommodate their original tenant.
Defined Boundaries: Are the campus boundaries clearly defined by more than just
signage? This factor, like architectural branding, assumes that buildings on highly defined
campuses, in which it is very clear whether a building (and the firm occupying it) is on a
specific companys campus or not, are harder to sublet and may command lower market
rates than one in which boundaries are more ambiguous. The assumption is that the
corporate identity and presence to both the marketplace and to employees of a firm that
occupies only a small part of a large firms campus facility are weakened in comparison
to occupying a building not identified with another company.
Regional Economic Volatility: What has been the experience in this area with economic
booms and busts? Is the area dominated by a few industries that tend to follow the same
cycles of expansion and contraction, or is it more balanced?

Human Resource Factors

Three human resource factors are included in the prototype model: turnover rates and costs,
productivity, and wage scales. For all three of these factors the approach is the same: the current
norm for the company is established as the base and then assumptions are made concerning the
new facility.
Turnover rates and costs are assessed for existing locations and then projected for new
sites. The per turn costs are based on a percentage of average salary and benefits (the
default is 50%).
 Productivity is measured based on Net Income Per Employee (NIPE). While
productivity impacts can be modeled using salary costs and head counts, NIPE has the
advantage of recognizing that the contribution of employees to the bottom line net
income of a corporation varies significantly by industry and can be higher or lower than
average cost of salary and benefits. Current NIPE is entered for existing locations and
any anticipated increase or decrease is entered for the new location (+/- 1.0%).
Wage scale differences for the new location are entered as a percentage change in
average salary and benefits. The rates for turnover, productivity, and wage scales can
come from corporate databases, from human resource and real estate location consultants,
governmental agencies or any other source of expertise with corporate and/or location-
specific experience and data. Lacking such data, which is obviously preferred but not
always available, whatever data is available for a region or a particular industry sector
can be used. Failing that, which is not unusual, one must rely on expert judgment,
whether inside or external to the company. In all cases, the figure determined as
existing is the benchmark against which anticipated effects of a new building or
location are compared. So, for example, if the existing NIPE is $ 60,000, the judgment
required would be whether the new building or campus might reasonably be expected to
increase or decrease this by 1% or 2%, etc. Or framing the question differently, what %
increase in
 CONCLUSION

On the whole, this internship was a useful experience. I have gained new knowledge, skills
and met many new people. I achieved several of my learning goals, however for some the
conditions did not permit. I got insight into professional practice. I learned the different facets of
working within the builders. I experienced that financing, as in many organisation, is an
important factor for the progress of projects. Related to my study I learned more about the
working of a real estate company. There is still a lot to discover and to improve. The methods
used at the moment are still not standardized and a consistent method is in development. In
Samiah education is an important aspect of the wisdom of gaining customers.Experienced that it
is of importance that the education is objective and that you have to be aware of the view of
other people. The internship was also good to find out what my strengths and weaknesses are.
This helped me to define what skills and knowledge I have to improve in the coming time. It
would be better that the knowledge level of the language is sufficient to contribute fully to
projects. After my master I think that I could start my working career. However I could perform
certain tasks in research better if I practice/know more the research methodologies applied in
cetacean studies. It would also be better if I can present and express myself more confidently. At
last this internship has given me new insights and motivation to pursue a career in research of
human buying .
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