Project on Zensar Technologies
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Transcript of Project on Zensar Technologies
1
Objectives of the Study
To know about the various HR Policies practiced at Zensar.
To understand the performance management system of the organization.
To work with the HR team of the organization.
To know the core HR practices of the organization
2
Executive Summary
Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals.
So every modern management has to develop the organization
through human resource development. Employee Performance
Appraisal is important sub-system of human resource development.
Employee training and development is important function and is
one of the fundamental operative functions for human resource
management.
The objective of this project is to study the theoretical aspects of
Appraisal process as well as to understand the practical aspects of
Appraisal.
After studying the Performance appraisal process, problems are
identified such as genuine needs identification, development of
Employees, attitudes of the employees, conducting ROI assessment
etc. which can be faced in the Appraisal process and the
recommendations are provided to avoid them.
3
Methodology & Limitations
The main methodologies used in data collection for the project are
as following:
1. Primary Source: - The primary source data collection is through
questionnaire.
2. Secondary Source: - The secondary source of data collection is
through various company reading material, Internal website of
Zensar , Journals etc.
4
Scope of the Study
The scope of the project is fully dependent upon the objectives of
the project: -
This study can be helpful to the company for conducting any
further research.
The study is also helpful in finding out the respondent’s opinion
towards certain attributes.
It is also helpful in finding out the reach & effectiveness of the
performance appraisal system.
The study also serves as a base for understanding the perception
about the employees regarding their performance appraisals.
With the results of the study company can improve their
standards of appraisal system.
5
Limitations of the study
Time was a major constraint. Therefore only limited numbers of
employees were included in the project.
The respondents were selected inside the organization only so it
cannot be generalised as a whole.
There are many respondents who hesitated to answer the
questionnaire.
The human behaviour is dynamic hence the results may not hold
good for a long time.
The results of the survey are totally dependent on the accuracy &
authenticity of the information provided by the respondents.
6
Company Profile
(Zensar Technologies)
6.1 Introduction
Zensar technologies are a globally renowned software service
company that specializes in providing a complete range of software
services & solutions. Zensar technologies are ranked among India’s
top 20 service company by NASSCOM (National association of
software & Services Company) & also recognized by DSIR
(Department of scientific & Indian Research) for its robust in-
house research & development practices & acknowledged leader in
Innovation. The software services range from traditional to the
transformational enterprise ---------- product implementation &
hosting, Business intelligence & Data warehousing, collaboration
& Knowledge management services, Business process outsourcing
& optimization.
Zensar is the world’s first enterprise wide SEI CMM level 5
companies and enjoys a strong presence in US, Europe, Africa,
Middle East, & Asia Pacific regions. To serve its global customers,
Zensar has delivery centers in Pune , Hyderabad , Banglore in India
, China , Japan & UK. With 7000+ Associates, 400+ customers &
14 nationalities operating in more than 20 global locations Zensar
helps transform global corporations.
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Zensar encourages challenging of opinion, of mindsets and a young
and vibrant culture of innovation and experimentation. It
consciously focuses on building diversity into the system whether
it is of gender, region, nationality, background, learning or
education, and then in creating a framework for a confluence of
these different ideas, cultures and experiences to make an authentic
global organisation that delivers value to its customers. At Zensar
individual thinking, creativity, innovation and flexibility are
celebrated and through that enormous diversity seeps in a 'world
culture' for Zensar to become true transformation partners to global
corporations driven by a set of core organisational values - that
being the only place for homogeneity!
Using the Global Delivery Model in integrating global talent
including customer capabilities, embedding frameworks for service
delivery, and by creating the necessary go-to-market front ends,
Zensar demonstrates business value for its customers! This enables
a true customer proximal model by requirements being captured by
a consultant at their end with localized and business specific
capabilities and the luxury of global sourcing and 24X7X365
support and disaggregated software development that leverages
talent across nations.
8
6. 1 History
*1959: Hellerith Limited took over the Indian business of powers –
Samas Accounting Machines Limited, London. The name of
company was changed on 1st Oct 1959 to International Computers
& Tabulators Limited & the new trade mark ‘I.C.T’ was used in
relation to the company’s products.
*1996: ICIL purchased the software business from ICIM.
*2000: On Jan 14, 2000 the name of ICIL was changed to Zensar
Technologies Limited.
*2001: On 16th Aug, 2001 Zensar Technologies Limited merged
with Fujitsu ICIM Limited, to form the new company Zensar
Technologies Limited.
Recently Fujitsu’s stake in Zensar has been purchased by RPG
Group as Fujitsu’s is planning to come to the Indian market by
itself.
On 16th November 2010, Zensar Technologies acquired US-based
infrastructure Management Company PSI Holding, which operates
under the name Akibia.
9
6.2 Mission & Vision of Zensar
Vision: Transformation partners to global corporations
Mission: Leveraging technology & processes to help customers
attain their goals.
6.3 Values
Drive business transformation for our clients, with a firm
commitment towards customer sovereignty, passion for excellence,
continuous innovation, transparency & Integrity, & people
orientation. At the same time strive to maintain high standards of
corporate social responsibility.
6.4 Corporate Culture
Zensar technologies have a open-door culture. They believe in
creating an environment which encourages free & frank exchange
of views, fostering interactions & discussions on ideas & issues to
improve the work environment & thus increases the productivity.
They encourage associates to express their views openly without
any fear of retribution. Thus embracing & fostering the culture of
openness & participation forums which encourages active
participation.
6.5 Human Resource
An organization is only good as its people. The HR is the most
important asset for any organization. More so, for a transformation
10
partner like Zensar. They nurture this asset base through various
HR functions & processes & collective needs of the employees.
The role of HR at Zensar Technologies limited is that of a strategic
partner. The HR strategy is closely aligned with the business as it is
evolved from the customer needs & imperatives.
6.6 Work Culture :
The work culture of Zensar is based on “5F mantra” ------ Fast,
Flexible, Focused, Friendly, and Fun Organization.
Fast –Speedy action in whatever they do to stay extremely
responsive to changing market & customer needs.
Focused- Excelling in chosen verticals, markets & services.
Flexible – Spirit of continuous innovation & agility to respond
to change business situation
Friendly- We care for all our stake holders & always strive to
consistent meet & exceed their expectation
Fun- During fun at the work place while maintaining focus on
complex business problems.
11
About the Department
The department in which I worked for the period of 2 months
mainly focused on joining formalities of new employees &
conducting induction program for them. The Department had
various “Associate Manager” & they were assigned group of
employees who directly report to them in case of any grievance or
complaints. Apart from these the other functions off the department
are listed below:
Performance appraisal of employees
Induction Program
Grievance Handling
Employee Engagement Programs.
Exit Interviews
The department also conducted various events & Employee
Engagement Programs in the company. Some of them are as
following:
1. Vividha – The annual cultural event held to bring to the fore the
hidden talents of the associates in the fields of music, Drama, &
Dance.
2. Interest Groups – 5 interest Groups like sports, adventure,
dramatics, Literary, & music, Dance were made for the employees.
3. EBM (Everybody meeting) – Everybody meeting is held every 6
months in different locations.
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4. Pizza & coke Meets – Lunch meeting with random cross section of
associates are invited to be the members of management team &
discuss issues of common interests
5. Vision Community (VC) - Few employees with outstanding ideas
were selected to work with the vision community of the company.
6. Women For excellence (WE) – Discussion among women’s to
discover those inherent potential & fuel their desire for excellence
WE meets are held every quarter
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Introduction of Performance Management System
8.1 Concept of the Study
An organization’s goals can be achieved only when people put in
their best efforts. How to ascertain whether an employee has shown
his or her best performance on a given job? The answer is
performance appraisal. Employee assessment is one of the
fundamental jobs of HRM, But not an easy one. This project is
devoted to a detailed discussion of the nature and process of
conducting performance appraisal.
Appraisal, it seems, is both inevitable and universal. In the absence
of a carefully structured system of appraisal, people will tend to
judge the work performance of others, including subordinates,
naturally, informally and arbitrarily.
8.2 Meaning & Definition
Performance appraisal is an objective assessment of an individual’s
performance against well-defined benchmarks.
Performance appraisal is a formal, structured system of measuring
and evaluating an employee’s job related behaviour’s and
outcomes to discover how and why the employee is presently
performing on the job and how the employee can perform more
effectively in the future so that the employee, organization, and
society all benefit.
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In simple terms may be understood as the assessment of an
individual’s performance in a systematic way, the performance
being measured against such factors as job knowledge, quality and
quantity of output, initiative, leadership abilities, supervision,
dependability, co-operation, judgment, versatility, health, and the
like.
In the business world investment is made in machinery,
equipment and services. Quite naturally time and money is spent
ensuring that they provide what their suppliers claim. In other
words the performance is constantly appraised against the results
expected.
When it comes to one of the most expensive resources companies
invest in, namely people, the job appraising performance against
results is often carried out with the same objectivity. Each
individual has a role to play and management has to ensure that the
individual’s objectives translate into overall corporate objectives of
the company. Performance Management includes the performance
appraisal process which in turn helps identifying the training needs
and provides a direction for career and succession planning.
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8.3 Structure of Performance Management System
16
8.4 What is Performance Management?
Performance appraisal may be understood as the assessment of an
individual's performance in a systematic way, the performance
being measured against such factors as job knowledge, quality and
quantity of output, initiative, leadership abilities, supervision,
dependability, co-operation, judgement, versatility, health, and the
like. Assessment should not be confined to past performance alone.
Potentials of the employee for future performance must also be
assessed.
8.5 How is performance managed?
Good performance by the employees creates a culture of
excellence, which benefits the organization in the long run. The
activity includes evaluation of jobs and people both, managing
gender bias, career planning, and devising methods of employee
satisfaction etc. the efforts are to make to generate the individual’s
aspirations with the objectives of the organization. Organization
has to clear the way of career advancements for talented and
hardworking people. Fear of any kind from the minds of the
employees should be removed so that they give best to their
organization. Allow free flow of information. Communication
network should be designed in such a way no one should be
allowed to become a hurdle. This enables the managers to take
correct decisions and that too quickly.
17
8.6 Why Performance Appraisal?
Today’s working climate demands a great deal of commitment and
effort from employees, who in turn naturally expect a great deal
more from their employers. Performance appraisal is designed to
maximize effectiveness by bringing participation to more
individual level in that it provides a forum for consultation about
standards of work, potential, aspirations and concerns. It is an
opportunity for employees to have significantly greater influence
upon the quality of their working lives. In these times of emphasis
on “quality”, there is a natural equation: better quality goods and
services from employees who enjoy better quality “goods and
services” from their employers.
Performance appraisal must be seen as an intrinsic part of a
manager’s responsibility and not an unwelcome and time-
consuming addition to them. It is about improving performance
and ultimate effectiveness.
Performance appraisal is a systematic means of ensuring that
managers and their staff meet regularly to discuss post and present
performance issues and to agree what future is appropriate on both
sides.
This meeting should be based on clear and mutual understanding of
the job in question and the standards and outcomes, which are a
part of it. In normal circumstances, employees should be appraised
by their immediate managers on one to one basis. Often the
distinction between performance and appraising is not made.
18
Assessment concerns itself only with the past and the present. The
staff is being appraised when they are encouraged to look ahead to
improve effectiveness, utilize strengths, redress weaknesses and
examine how potentials and aspirations should match up.
It should also be understood that pushing a previously prepared
report across and desk cursorily inviting comments, and expecting
it to be neatly signed by the employee is not appraisal - this is
merely a form filling exercise which achieves little in terms of
giving staff any positive guidance and motivation.
THE APPRAISAL OF PERFORMANCE SHOULD BE GEARED
TO:
Improving the ability of the job holder;
Identifying obstacles which are restricting performance
Agreeing a plan of action, that will lead to improved
performance.
It is widely accepted that the most important factor in organization
effectiveness is the effectiveness of the individuals who make up
the organization. If every individual in the organization becomes
more effective, then the organization itself will become more
effective. The task of reviewing situations and improving
individual performance must therefore be a key task for all
managers.
19
For appraisal to be effective, which means producing results for the
company, each manager has to develop and apply the skills of
appraisal.
These are: -
Setting standards on the performance required, which will
contribute to the achievement of specific objectives
Monitoring performance in a cost –effective manner, to ensure that
previously agreed performance standards are actually being
achieved on an ongoing basis
Analyzing any differences between the actual performance and the
required performance to establish the real cause of a shortfall rather
than assume the fault to be in the jot holder.
Interviewing having a discussion with the jobholder to verify the
true cause of a shortfall, a developing a plan of action, which will
provide the performance, required
Appraisal can then become a way of life, not concerned simply
with the regulation of rewards and the identification of potential,
but concerned with improving the performance of the company.
The benefits of appraisal in these terms are immediate and accrue
to the appraising manager, the subordinate manager/employee, and
to the company as a whole.
20
8.7 Objectives of Performance Appraisal
To effect promotion based on competency and performance.
To confirm the service of probationary employee upon they’re
completing the probationary period satisfactorily.
To assess the training and development needs of employee.
To decide upon a pay raise where (as in the unorganised sector)
regular pay scales have not been fixed.
To let the employee know where they stand insofar as their
performance is concerned and to assist them with constructive
criticism and guidance for the purpose of their development.
To improve communication. Performance appraisals provide a
format for dialogue between the superior and the subordinate,
and improve understanding of personal goals and concern. This
can also have the effect of increasing the trust between the ratter
and the rate.
Finally, performance appraisal can be used to determine
whether HR programs such, as selection, training and transfer
have been effective or not.
21
8.8 Features of Performance Appraisal
It is a systematic process, which aims to evaluate performance
of the employees.
It provides a description of an employee’s job’s relevant
strengths & weaknesses.
It aims to find out how well the employee is performing the job
& tries to establish a plan for further improvement.
The appraisal period is carried out periodically according to a
definite plan.
8.9 Planning the Appraisal
A meaningful performance appraisal is a two-way process that
benefits both the employees & the organization as a whole. The
planning appraisal strategy has to be done:
8.9.1 Before the appraisal
Establish key task areas & performance goals.
Set performance goals.
Get the facts.
Schedule each appraisal interview well in advance.
8.9.2 During the Appraisal
Encourage two-way communication.
Discuss & agree on performance goals for the future.
22
To think about how one can assist the employee to achieve
more at work.
Record notes of the interview.
End the interview on an upbeat note.
8.9.3 After the Appraisal
Prepare a formal record of the interview.
Monitor performance.
8.10 Purpose of Performance Appraisal
Performance Appraisal is aimed at:
To review the performance of the employees over a given
period of time.
To judge the gap between the actual and the desired
performance.
To help the management in exercising organizational control.
To diagnose the training and development needs of the future.
Provide information to assist in the HR decisions like
promotions, transfers etc.
Provide clarity of the expectations and responsibilities of the
functions to be performed by the employees.
To judge the effectiveness of the other human resource
functions of the organization such as recruitment, selection,
training and development.
To reduce the grievances of the employees.
23
8.11 Benefits of Performance Appraisal
The benefits of performance appraisal are twofold. The
employees develop themselves while the organization gets
the benefit of improved workforce. A few benefits are stated
below:
8.11.1 Benefits to the Organization
To help Organisation understand individual aspirations &
development.
Building on Individual Competence to assume higher
responsibilities in future.
Timely identification & development of staff to meet with
the business needs.
To have a performance based reward system.
8.11.2 Benefits to the Individuals
Helps focusing on deliverables against set KRA’s.
Increasing job satisfaction individual efficiency &
performance.
Looking at one’s performance against the achievement
Yardstick.
24
8.12 Purpose of performance appraisal
General application Specific purpose
Development Uses
Identification of individual needs.
Performance feedback.
Determining transfers.
Identification of individual strengths and
developmental needs.
Administrative uses
Salary.
Promotion.
Retention of individual performance.
Recognition of individual performance.
Lay-offs.
Identification of poor performers.
Organizational
maintenance/objectives
HR planning.
Determining organizational training needs.
Evaluation of organizational goal
achievement.
Information for goal identification.
Evaluation of HR systems.
Reinforcement of organizational development
needs.
25
le 1.
Table 1: Purpose of Performance Appraisal
Performance Appraisal system at Zensar
Technologies
To succeed in the market place where strong competition exists,
the organization needs to create a culture with a sharp performance
focus. As a result the compensation reward system & career
progression of an associate is linked with performance which is
tracked & measured through an object performance management
system.
The process aims effectively to measure:
26
(a) The performance of the associates against defined
performance goals & targets.
(b)The training & development need for the development of
behavioural competencies.
9.1 Scope of the Appraisal Process
The process is applicable to all the associates on rolls of Zensar
Technology Limited in the organisation & excludes those on
probation or training as well as the retrainers .
Types of appraisal at Zensar Technology
The different types of appraisal that were done at the company are
listed below:
Confirmation Appraisal
Project End Appraisal
Annual Appraisal
10.1 Confirmation Appraisal
27
For all new associates (except junior associates), the confirmation
appraisal is held at the end of six months from the date of joining.
The confirmation of junior associates is different & while default
confirmation appraisal is held at the end of a period of one year,
accelerated confirmation is possible for outstanding performance
based on quarterly performance measurements. The details of the
accelerated confirmation policy are available with the SBU HR
Managers & the Line Managers.
On confirmation, the notice period applicable will be as per the
notice guidelines.
10.2 Project End Appraisal
From all those who get reallocated from a project, there is a project
end appraisal. The team leader / project managers / practice head/
Department head/Direct Supervisor appraises the individual as the
case may be. Feedback from customer / clients is also taken as a
part of the appraisal. It is the responsibility of every associate to
have his/her project end appraisal done. Whilst moving from one
project to another & keep the HR department posted about the
same.
10.3 Annual Appraisal
The annual appraisal takes place in April / May / June & the
performance bonus / Variable pay / Increment are declared in July.
All those who join the organization on 31st December get covered
in the appraisal cycle.
28
Variable pay is based on the company’s performance & that of
the associates & the payout is solely at the discretion of the
management.
Variable pay is payable annually for the completed financial
year & is taxable. Management reserves the right to make
partial or full payment of the variable pay periodically at its sole
discretion.
Variable pay is based on the performance of the company as
well as associates as evaluated under the performance
management system. It is essential that the associate should be
on the payroll of the company as on 31st march of the concerned
financial year so as to eligible for the variable pay.
10.4 Performance Evaluation is used for
- Performance Bonus / Variable pay
- Career Planning
- T raining & Development
The company reserves the right to review salaries during the mid
year if necessary.
29
Promotion to the next group is done in July/ January on the basis of
availability & eligibility on promotion all of the policies &
guidelines of the new Group applies automatically.
30
Process Of Performance Management System At
Zensar
Performance is tracked through “INNOWET” scorecard. From the
corporate INNOWET scorecard each functional head creates
departmental INNOWET scorecard. Individual key result area
(KRA’s) are also defined in INNOWET format by his/her
managers & used to measure individual’s contribution in annual
performance appraisal system.
The immediate supervisor / Managers & associates are strongly
encouraged to discuss goal setting & job performance on an
informal day to day basis. Additional formal performance
assessments are conducted to provide the immediate supervisor /
Manager & the associates the opportunity to discuss KRA’s.
Identify & correct performance gaps , encourages & recognizes
strengths & discuss positive purposeful approach to achievement of
the desired result. The organization has strong focus on
performance & therefore will not encourage low / non-performers.
Any consistent low or non performer would eventually be
separated from the organization.
31
11.2 What is INNOWET?
INNOWET stands for:
INNO – Innovation (To promote innovation & excellence)
W- Winning (To focus on business results)
E- Executing (To achieve operational excellence in every field)
T – Team (To promote culture of winning as a team rather than as
an individual)
11.3 The relation between INNOWET & KRA
32
KRA Dimensions Example
*Inno- Innovation (Looking at
different ways of doing things
evaluate & implement new ideas.
Improve processes tools &
work environment.
Technical knowledge skills
improvement in the
identified areas (Specific
to projects current/future
needs)
*W – Win (How do I contribute
to help the company win new or
repeat businesses.
Customer communication
& conducting
demo/presentation to
visiting customers
*E – Execute (Excellence in my
area of operations)
Quality in documentation
bugs, defects , etc
Timeliness
*T – Team (Contribute &
facilitate synergy in my team)
Knowledge sharing of team
members through training.
Participation in HR
processes Viz. candidate
selection , appraisal,
training etc.
33
Eligibility for Appraisals
Date Of
Joining
Annual appraisal
to be conducted
Eligibility
for Annual
increment
Up to
December
2011
Yes Yes
Jan 11 –
Dec 11
Yes Yes
(Prorated)
Jan 2012
onwards
No No
KRA Setting for 2012-2013
34
1. All associates need to set their Key Result area for the year
2012-13 in the EPMP Module.
2. Practice KRA’s as applicable.
3. Schedule for annual appraisal & KRA setting are intimated
subsequently.
13.1 KRA Ratings
Performance Rating Performance Rating Definition*Rating 1 Outstanding
performanceProduced exceptional results. The results are considered significant & innovative in nature. Helps to expand the task perception adding value in the process.
*Rating 2 Exceeds expectation Consistently exceeds expectation on the set KRA with good quality output reflecting overall good performance limited only by the definition of the task.
*Rating 3 Meets Expectations Accomplished the set KRA on time & met expectations established at the beginning of the performance period satisfactory work turnaround in qualitative & quantitative term.
35
*Rating 4 Close to meeting Expectation
Was close to meeting KRA set but could not accomplish it. Produced often incomplete output.
*Rating 5 Falls short of meeting expectations
Did not meet the KRA set has low initiative & demonstrates low quality of output. While able to comprehend the task, unable to execute it due to lack of competence will or attitude.
36
PMS Structure
Step 1 –
a. Self assessment against set KRA’s and competencies practice
KRA mandatory for all
b. List down 2 career aspirations & the job you would like to move
to in the near future. Ex - Over next 1 or 2 years.
Step 2 – Appraisal discussion with 1up manager on KRA &
competencies, resulting in finalization of ratings & behavioral
training needs identified.
Step 3 – Recording of performance assessment by 1up manager.
Step 4- Summary potential review (confidential section) to be filled
by the 1 up manager.
Step 5 – Review & comments by 2up managers.
37
Electronic Performance Management System (EPMS)
The EPMS is the electronic mode or the online mode in which the
appraisals were done at the company. The company internal
website “Zenlounge” has the EPMS option which can be chosen
when there are self appraisals which are to be done by the
employees themselves.
15.1 Steps for doing self appraisals through EPMS:-
Go to the zenlounge & click on EPMS option from the
application section.
The application displays the home page of EPMS.
Then click on my appraisals option displayed on the top of the
screen to initiate the appraisal process.
The screen has 5 options to choose from these are the different
kind of appraisals which are done in the company :
Project end module
Annual
Confirmation
Midterm
Then employees have to select one of the delivery manager & the
reviewer from a list of managers. Whom they want to do their
appraisals.
38
The employees then have to give information from the set of
KRA which they have had done before.
They have to do their self rating & self assessment & give a
detailed summary about the KRA
Employees have to give 1 critical incident & attach file as a proof
of it.
With every KRA employees have to attach files like certificate,
Pictures, etc.
Employees also have to do a competency review at the end.
For example:
Competencies Self Rating
Appraisers Ratings
Mutual Ratings
Training Required
Priority
Problem solving 4 3 3 Yes Normal
Initiative 3 3 3 No Normal
Communication Skill
4 4 4 No Normal
Team work 4 2 3 Yes High
Flexibility
Innovation 3 2 2 Yes High
Customer Orientation
4 4 4 No Low
39
Knowledge Of skills
3 3 3 No Normal
Empathy &Interpersonal Skills
4 4 4 No Low
After competency review there are two career aspirations that are
to be filled by the employee. Career aspirations can be long term
or short term.
Then the appraisal forms are submitted to the appraiser for the
assessment.
The appraisal forms are reviewed by the appraiser after their
submission in a read only format so that no changes can be made
further after submission.
Then the appraiser adds his own rating & comments to the
appraisal form
After this process again the employees have to check their
reviews & ratings & give their agreement or disagreement
regarding the ratings which they are awarded.
If any case the employee feels any kind of dissatisfaction with the
ratings there is a meeting which takes place between the
employee & the appraiser.
The employees also have to provide valid reasons for the
dissatisfaction with the ratings.
Then after the discussion they have to again submit the
appraisal form mentioning they are satisfied with the ratings.
This is the end of the appraisal process in EPMS mode.
40
Advantages & Disadvantages of EPMS
16.1 Advantages:-
As it is electronic so there is no wastage of paper.
It is easy to access.
Correction can be made easily if anything goes wrong which cannot be done in case of paperwork.
Saves time.
Easy to check
More Efficient & Secure
16.2 Disadvantages:-
Employee may over rate themselves
Transparency
Sometimes there are problem in discussions the employees
don’t get satisfied with the appraisers rating so they need
discussions
41
Compensation & Benefit Model at Zensar
Group F Group E - D
Group C Group B
LTA 20,000 PA 30,000 PA 35000 PA 1,00,000 PA
HRA 40% Of Basic salary
40% Of Basic salary
40% Of Basic salary
40% Of Basic salary
Medical 15,000 PA 15,000 PA 15,000 PA 15,000 PA
Meal Coupons
1,100 PM 1,100 PM 1,100 PM 1,100 PM
Children education
Rs 100 per child
Rs 100 per child
Rs 100 per child
Rs 100 per child
Telephone Not Applicable
1500 PM for group E only
2000 PM for C & D
2500 PM
*LTA – Leave & Travel Allowance*HRA – House Rent Allowance*Group E –Senior Technical Lead/Technical Lead*Group D – Project Manager / Program Manager*Group C – Delivery Head / Senior program Manager*Group B – Vice president.
42
Pay Components Basic Pay
Allowances
Statutory Deductions
Variable Pay
Skill Allowances
Consolidated allowance pool (CAP)
18.1 Basic Pay – 10,000 salaries – 100,000 annual
18.2 Allowances -
18.3 Statutory Deductions – Provident Fund & Gratuity
18.4 Variable Pay – Performance based
18.5 Skill Allowance – Niche Skill only & for a particular period.
LTA Medical Allowances
Conveyance Telephone
HRA
43
18.6 Consolidated Allowance Pool (CAP) – This is recruiter’s
area of negotiations & can vary.
44
Questionnaire
1. Do you Find EPMS easy for appraisals than paper work?
Yes No
2. Do you think it saves your Time?
Yes No Don’t Know
3. If asked to choose between EPMS & paperwork appraisal which one would you prefer?
EPMS Paperwork No preference
4. Do you get fair chance for discussions when you are not satisfied with your ratings?
Yes No Sometimes
5. Do you think there is fairness in the EPMS process?
Yes No Don’t Know
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6. Do you think it improves the performance Management Process?
Agree Disagree
7. Does it help you to get instant feedback about your performance?
Yes No
8. Do self appraisals help you to make career plans?
Yes No
9. Do you think EPMS is a transparent Process?
Yes No
10.Do you want any kind of changes in EPMS process? IF yes plz mention the changes.
Yes No
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19.1 Analysis & Summarisation of Data collection on Electronic performance
management system
Sample Size – 30
1. Do you find EPMS easy for appraisals than paper work?
Yes No
80%
20%
Yes No
Interpretation:- Thus we can see that majority of employees find
EPMS process easy than traditional paper based appraisal system.
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2. Do you think it saves your time?
Yes No Don’t Know
70%
20%
10%
Yes No Don't Know
Interpretation:- So we can see that majority of people believe that
it saves a lot of time while 20% people disagree & rest are not
aware whether it saves time or not.
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3. If asked to choose between EPMS & paperwork appraisals
which one would you prefer?
EPMS Paper work No preference
88%
11%
2%
EPMS Paperwork No preference
Interpretation: - Most of the employees prefer electronic mode of
appraisals and very few number of people will go for traditional
system of appraisal.
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4. Do you get fair chance for discussions when you are not
satisfied with your ratings?
Yes No Sometimes
100%
yes No Sometimes
Interpretation: - Here we can see all the employees get a fair
chance of discussion with their 1up manager in case they are not
satisfied with their ratings.
50
5. Do you think there is fairness in EMPS?
Yes No Don’t Know
90%
10%
Yes No Don't Know
Interpretation: - Thus 90% people believe that there is a fair
practise of appraisal at the organization. While 10% people don’t
have an opinion regarding this.
51
6. Do you think there it improves the performance management
process?
Agree Disagree
97%
3%
Agree Disagree
Interpretation:- So, most of the people believe that the EPMS
improves effectiveness in the performance management system.
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7. Does it help to get you instant feedback about your
performance?
Yes No
70%
30%
Yes No
Interpretation:- Thus 70% people believe that they get a instant
feedback about their performance through EPMS while 30%
people don’t think the feedback are instant about the performance
of the whole year.
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8. Do self appraisals help you to make career plan?
Yes No
60%
40%
Yes No
Interpretation:- Self appraisal helps in career planning of some
employees in the organization.
54
9. Do you think EPMS is a transparent process?
Yes No
100%
Yes No
Interpretation: - All employees agree that the EPMS is a
transparent process & there is no partiality or favouritism.
55
10. Do you want any kind of changes in EPMS? If yes plz mention the changes.
Yes No
100
YesNo
Interpretation:- The employees don’t need any kind of changes to
take place in the EPMS process.
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Suggestions
The EPMS system is effective but there should more emphasis
on satisfaction of employees. So employee should be given
more chance of discussion with the managers.
New employees should be given session on how to do self
appraisals through EPMS. As fresher face lot of problem in the
process.
Employees have to attach certificates, pictures & other material
for critical incident so freshers should be informed beforehand
about this so they are ready with their proof.
The competency reviews in the appraisal process should be
carefully analysed as it is the main tool to identify the training
need of employees at Zensar.
Employees should be given reminder to complete their
appraisals in time as there is deadline to do the same.
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Bibliography
Websites:-
www.zenlounge.co.in
www.google.com
www.zensar.com