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Transcript of Project Uptodate
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EXECUTIVE
SUMMARY
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This is a comprehensive study on the Intelli Group Asia, (Bangalore) regarding functioning
of its US HR team and the challenges they come across in performing HR practices virtually,
there by finding out the effectiveness of the process. The US HR team is located in the
Bangalore office taking care of the associates of the US Intelli Group. Functions include
Employee Engagement, Compensation & Benefits, Performance Management, Associate
Development, Strategic HR, and People Policies etc. to name a few. Its a pure virtualprocess and very challenging in nature, as it is not possible for the HR team to meet the
employees physically and have to rely completely on Mails and Calls to perform the HR
functions with the employees. Here we are trying to find the effectiveness of the current
process that is being practiced; in order to find the future of this emerging concept and its
growth in times to come.
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INDUSTRY
&
COMPANY
PROFILE
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2.1 Computer Software Industry Profile
Software remains one of the most innovative and fastest growing sectors of the global economy,
generating revenues of more than $150 billion every year. About half of those sales come from
software applications, with the remainder split between development tools and infrastructure
software (operating systems, network management, middleware, and security software).
Microsoft claims a healthy chunk of all three segmentsa continuing point of contention with
the US Justice Department.
The Internet has vastly altered the dynamics of the software industry over the past decade.
Formerly restricted to a cycle of lengthy R&D concentrated in one geographic areafollowed
by an arduous process of distribution through a worldwide network of resellers, systems
integrators, and other independent vendorsthe software industry has found new efficiencies on
the Web. Companies such as Sun Microsystems and
Oracle have employed the Web to anchor their products, in much the same ways that Microsoft
used the desktop PC and IBM used the mainframe to corner their respective markets.
In the past five years, the formerly explosive market for enterprise resource planning (ERP)
softwarewhich helps companies save money by integrating back-office operations such as
accounting, distribution, and human resourceshas given way to software that helps companies
make money, including customer relationship management (CRM) and supply chain
management software.
The standardization of Internet technologies such as Java and XML (extensible markup
language) -- which in tandem enable end users on the Web to interact with data stored on serversfor configuring orders or personalizing servicesis speeding up the industry wide conversion to
Web-enabled applications. A Business Software Alliance survey of CEOs from software
companies such as Autodesk, Intuit, and Symantec confirmed that trend, predicting that by 2005,
two-thirds of all software will be distributed over the Internet (compared to just 12% in 2001).
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Companies including Microsoft, AOL Time Warner, and Sun are all jockeying to push Web-
based software to the next level, developing a new class of applications loosely referred to as
Web services. Designed from standardized building block components, Web services can
theoretically be assembled in a variety of ways, allowing companies to develop business
applications that function across a variety of software and hardware platforms.
While large on hype (mostly centered around Microsofts .NET initiative), the current real -world
applications for Web services have been limited primarily to simple integration tasks, such as
managing online travel reservations and tracking shipping. If successful, however, the shift to
Web services could be a dramatic one, with packaged software largely disappearing and
companies instead purchasing, assembling, and modifying components as needed to create
specific business applications.
The software industry includes businesses involved in the development, maintenance and
publication of computer software using any business model. The industry also includes software
services, such as training, documentation, and consulting.
2.2 History:
The word software had been coined as a prank by at least 1953, but did not appear in print
until the 1960s. Before this time, computers were programmed either by customers, or the few
commercial computer vendors of the time, such as UNIVAC and IBM. The first company
founded to provide software products and services was Computer Usage Company in 1955. The
software industry expanded in the early 1960s, almost immediately after computers were first
sold in mass-produced quantities. Universities, government, and business customers created a
demand for software. Many of these programs were written in-house by full-time staff
programmers. Some were distributed freely between users of a particular machine for no charge.
Others were done on a commercial basis, and other firms such as Computer Sciences
Corporation (founded in 1959) started to grow. The computer-makers started bundling operating
systems software and programming environments with their machines.
When Digital Equipment Corporation brought a relatively low-priced micro-computer to market,
it brought computing within reach of many more companies and universities worldwide, and it
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spawned great innovation in terms of new, powerful programming languages and methodologies.
New software was built for micro-computers, and others, including IBM, followed DECs
example quickly, resulting in the IBM AS400 amongst others.
The industry expanded greatly with the rise of the personal computer in the mid-1970s, which
brought computing to the desktop of the office worker. In subsequent years, it also created a
growing market for games, applications, and utilities. DOS, Microsofts first operating system
product, was the dominant operating system at the time.
In the early years of the 21st century, another successful business model has arisen for hosted
software, called software as a service, or SaaS; this was at least the third time this model had
been attempted. SaaS reduces the concerns about software piracy, since it can only be accessed
through the Web, and by definition no client software is loaded onto the end users PC.
2.3 Software sectors
There are several types of businesses in the software industry. Infrastructure software, including
operating systems, middleware and databases, is made by companies and organizations such as
Linux, Google, Microsoft, IBM, Sybase, EMC, Oracle and VMWare. Enterprise software, the
software that automates business processes in finance, production, logistics, sales and marketing,
is made by Oracle, SAP AG , Sage and Infor. Security software is made by the likes of
Symantec, Trend Micro and Kaspersky. Several industry-specific software makers are also
among the largest software companies in the world: SunGard, making software for banks,
BlackBoard making software for schools, and companies like Qualcomm or CyberVision making
software for telecom companies. Other companies do contract programming to develop unique
software for one particular client company, or focus on configuring and customizing suites from
large vendors such as SAP or Oracle.
2.4 Leading companies: mindshare and market share
In terms of technology leadership, the software industry has long been led by IBM. However,
Microsoft became the dominant PC operating system supplier. Other companies that have
substantial mindshare (not: market share) in the software industry are SUN Microsystems, the
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developer of the Java platform (purchased by Oracle in 2009), Red Hat, for its open source
momentum, and Google for its Google Docs. However in terms of revenues coming from
software sales, the software industry is clearly dominated by Microsoft, since inception.
Microsoft products are still sold in largest number across the globe.
2.5 Size of the industry
According to market researcher DataMonitor, the size of the worldwide software industry in
2008 was US$ 303.8 billion, an increase of 6.5% compared to 2007. Americas account for 42.6%
of the global software markets value. DataMonitor forecasts that in 2013, the global software
market will have a value of US$ 457 billion, an increase of 50.5% since 2008.
2.6 Mergers & Acquisitions
The software industry has been subject to a high degree of consolidation over the past couple of
decades. From 1988 to 2010, 41136 mergers and acquisitions have been announced with a total
known value of 1451 bil. USD. The highest number and value of dea ls was set in 2000 during
the high times of the internet bubble with 6757 transactions valued at 447 bil. USD. In 2010,
1628 deals were announced valued at 49 bil. USD.
2.7 Business models of the software industry
Business models of software companies have been widely discussed. Network effects in software
ecosystems networks of companies and their customers are an important element in the strategy
of software companies.
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3.1 INTRODUCTION TO THE COMPANY:
Intelli Group
Intelli Group Asia Private Limited provides information technology solutions for corporations
and public sector organizations. The company offers development, integration, implementation,hosting, and support of e-commerce and enterprise applications. Intelli Group Asia Private
Limited was incorporated in 1996 and is based in Hyderabad, India. Intelli Group Asia Private
Limited operates as a subsidiary of Intelli Group Inc.
Founded Incorporated in 1987
Headquarters Princeton, New Jersey
Products
Information Technology
Consulting Services
System Integration Services
Outsourcing Services
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Employees 2500+
Website www.intelliGroup.com
Intelli Group, Inc is an Information technology (IT) services, solutions and consulting
corporation. The company was incorporated in New Jersey in October 1987 under the name
Intellicorp, Inc. to provide systems integration and custom software development services. The
companys name was changed to Intelli Group, Inc. in July 1992.
In June 2010, NTT Data Corporation of Japan bought Intelli Group in an all-cash tender offer for
100% of Intelli Group shares.
Intelli Group employs over 2,500+ professionals worldwide and has operations in the Americas,
Europe, India, Middle East, Asia Pacific and Japan. Intelli Group has two development centers at
Hyderabad (at ILabs and MHS) and one center at Bangalore in India.
Intelli Group, Inc. is a vertically led global Information Technology (IT) services organization
and a leading provider of consulting, business optimization, and outsourcing solutions. The
company provides end to end services including advisory, implementation, testing and
application management and support services (AMS) of Enterprise Resource Planning (ERP)
solutions from SAP AG, and Oracle Corporation including PeopleSoft. It also provides e-
business solutions using Java and the Microsoft .NET platforms, Verification, Validation &
Testing and infrastructure management services.
3.2 Alliances
Intelli Group has strategic alliances with SAP, Oracle Corporation, Microsoft Corporation, HP,
Adobe Systems and Compuware Corp.
Intelli Group has also been ranked in leader category on The 2010 Global Outsourcing 100 List.
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Intelli Group lately announced that they have received certificate of registration for a new joint
venture company called IntelliGroup Saudi Arabia Co. Ltd, a Joint Venture between Intelli
Group and Al Tamimi Group, a large and very well respected business Group in Saudi Arabia.
3.3 Services
IT (ERP) Consulting, Implementations, Upgrade, Application Support and Infrastructure Support3.3 Customers
Major Customers include
Cox Newspapers, KLA-Tencor, T-Mobile, AIG, Deloitte, Exxon Mobile, Joy Mining Machinery, Eastman Chemical, Hitachi America etc
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3.4 Consolidation in IT Services Land: NTT DATA Buys Intelli Group for $200 Million
Japanese IT services juggernaut NTT DATA is acquiring US-based
Intelli Group for approximately $199 million in cash, followed by a second-step merger to
acquire all remaining shares at the same price paid in the tender offer.
NTT DATA, through subsidiary Mobius Subsidiary Corporation, will make an offer to purchase
all outstanding shares of Intelli Group common stock for $4.65 per share, a 21.1% premium to its
average closing stock price over the last three-month period and a 27.7% premium over the
closing price of the companys common stock before the weekend.
The boards of directors of both NTT DATA and Intelli Group are said to have unanimously
approved the transaction, and the latters stockholders will be actively recommended to tender
their shares in the aforementioned offer.
According to the press release, the tender offer is scheduled to commence within 6 business days
and will expire after 20 business days unless the offer is extended.
Intelli Group is a Princeton, NJ-headquartered enterprise applications systems integrator that
provides consulting, implementation, testing, application management, infrastructure
management, and other IT services primarily related to SAP, Oracle and Microsoft applications.
Intelli Group currently services corporations located in the US, UK, Denmark, Japan, India and
the Middle East, which it says would complement NTT DATAs services/solutions business and
enhance its customer base.
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NTT DATA AND INTELLIGROUP ENTER INTO DEFINITIVE MERGER AGREEMENT
NTT DATA Announces All-Cash Tender Offer for 100% of Intelli Group Shares
Intelli Group Enhances NTT DATAs ERP Presence
3.5 NTT Data
TypePublic KK (TYO: 9613) ; subsidiary
of NTT
Industry System integration & IT Services
Founded 1988 (spinoff from NTT)
Headquarters Toyosu, Tokyo, Japan
Key people Toru Yamashita, President & CEO
Revenue 1,074.405 billion JPY (FY 2007)
Net income 10.857 billion JPY (FY 2007)
Employees 23,080 (2008)
Parent NTT (54.18%)
http://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lohttp://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lohttp://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lo -
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Website www.NTTData.co.jp
NTT Data Corporation is system integration and IT consulting company of Nippon Telegraph
and Telephone (NTT) Group.
Nippon Telegraph and Telephone Public Corporation, a predecessor of NTT, started Data
Communications business in 1967. NTT, following its privatization in 1985, spun off the Data
Communications division as NTT Data in 1988, which has now become the largest of the IT
services companies headquartered in Japan.
NTT Data is a publicly traded company, but is about 54 percent owned by NTT. Its business
strengths are in: public (national and local governments), financial, and telecommunicationssectors.
3.6 Operations
Within Japan, NTT Data has established many joint ventures, such as NTT Data-Sanyo Electric
to take care of the IT services of Sanyo electric Group. Outside of Japan, NTT Data has its
wholly owned subsidiaries or offices in the UK, China, Malaysia, and Thailand, the US and other
countries or regions.
Within the NTT Group, while NTT Comware focuses on the IT services to the Group
companies, NTT Data mainly services non-NTT Group companies.
NTT Data has recently acquired Intelli Group Inc, an US based IT consulting and service
providing company, after taking over Intelli Group, NTT becomes TOP 9 th Largest software
Company in the world over 11Billion $ company.
NTT Data and Boston based IT giant Keane agreed to a merger on 29 October 2010. The
acquisition is worth over 1.23 Billion US Dollars. .
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3.7 NTT and its Group companies:
NTT Communications(NTT America, NTT Europe, etc.) NTT Comware NTT Data Engineering Systems Corporation NTT docomo QUNIE Corporation Competitors: NEC, Fujitsu, Hitachi, Nomura Research Institute, etc. IBM Japan, HP Japan, etc.
http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1 -
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3.9 Introduction to the US HR Department:
Welcome to US-HR
HR@Intelli Group, SBU, Bangalore
The HR team at Intelli Group strives continuously to engage & retain the associates and
acts as an effective business enabler. This is achieved by bench-marking our people practices
with the best in the industry and improvise them continuously. This is achieved through:
Employee Engagement: Under the banner of IEngage, this function of HR strives tomake every employee an engaged employee. An engaged employee is one who is
fully involved in, and enthusiastic about, his or her work, and thus will act in a way
that furthers their organizations interests. Some of the key focus areas of this function
include employee relations, events, family connect, employee communication forums,
recognition programs and assimilation initiatives.
Compensation & Benefits: This function evolves progressive compensation strategiesaimed at retaining desired relative market positioning for the organization and atenhancing wealth to the Associate. Some of the key focus areas of this function are
payroll management, incentives, salary revision and managing benefits like insurance,
gratuity, vacation/leave and PF.
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Performance Management: Performance management includes activities to ensurethat goals are consistently met in an effective and efficient manner. Performance
management focuses on performance of the organization, department, and employees;
this function of HR is taken care through internally developed tool called AAINA.
Associate Development: Through various initiatives like skip meetings, managerassimilation & development programs, it is the endeavor of the HR team to constantly
develop and enrich associates.
People PoliciesThe HR team is the primary custodian of the repository of peoplespecific policies & procedures of the company. HR advocacy is embedded in to the
organization through this function.
Strategic HRThis aspect of HR is integrated to the business objective, checks onappropriateness for the company and is strategy-consistent in its approach. Hence some
of the key tasks include process improvements, external liaison, innovating appropriate
development initiatives and complying / participating in certifications.
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GENERAL
INTRODUC
TION TO
THE STUDY
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Introduction to the study:
4.1 Human resource management
Human Resource Management (HRM, HR) is the management of an organizations
employees. While human resource management is sometimes referred to as a soft
management skill, effective practice within an organization requires a strategic focus to
ensure that people resources can facilitate the achievement of organizational goals.
Effective human resource management also contains an element of risk management for
an organization which, as a minimum, ensures legislative compliance.
What is Human Resource Management?
Michael Armstrong, inA Handbook of Human Resource Management Practice, describesHuman Resource Management as the strategic and coherent approach to the
management of an organizations most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the
business. With the growing importance of human capital as a success factor for todays
organizations, the role of HR has become more critical for corporate India as it offers a
way to vault into the global league.
4.2 THEORITICAL FRAME WORK OF THE STUDY
HR in India
India is now a world player in the international market. We are a country of more than a
billion people and a crucial part of any major organizations travel plans. With a GDP
growth of over 9%, India is the success story the world over. And the fact that Indian
companies are moving into the West means that alls pretty sound in India Inc.
The concerns come with the growth. The major concerns are the people in any growing
organization. The labor market is tight. Salaries have been impacted this year, but think
of the hikes people had gained in the last two years. And it is in such a scenario, that
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human resource management is most critical. So critical, that a lack of it can cause
serious injury to business. Indian HR management needs to buck up to the rising
challenges which employees are facing. An upgrade to global practices might be the first
solution.
Indias changing HRM horizon
the outlook to Human Resource Management in India has witnessed sea-change in last
two decades. Economic liberalization in 1991 created a hyper-competitive environment.
As international firms entered the Indian market bringing with them innovative and fierce
competitiveness, Indian companies were forced to adopt and implement innovative
changes in their HR practices. Increasing demand for skilled performers forced the
companies to shift focus on attracting and retaining high-performing employees in a
competitive marketplace.
Emphasis on employees
Human Resource policies, forming the framework for the culture in the business
management, create awareness towards the need to achieve the business goals in the best
possible and ethical manner. Indian companies have realized that in todays competitive
business milieu, the quality of people you employ can make all the difference. In the last
few years, the Human Resource has become a key player in strategic planningit has
come a long way from traditional HR operations like managing the recruitment process,
handling staff appraisals. That is why Infosys CFO T. V. Moahndas Pai and Marico CFO
Milind Sarwatewas were moved to head the human resources (HR) function in their
respective companies. Rajiv Dube, CEO and managing director of Rallis, left his position
to join as HR chief at automobile major Mahindra & Mahindra.
HRM Challenges
one of the challenges HR managers face is issues of up gradation of the skill set throughtraining and development in the face of high attrition. Indian companies are recognizing
their responsibilities to enhance the employees opportunity to develop skills and abilities
for full performance within the position and for career advancement.
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Progressive HR Policies
In 1974, an angry Sudha Murthy had to write a letter to JRD Tata to protest against job
discrimination against women in Telco. Today, most Indian companies are committed to
providing equal employment opportunities for all. The employers are increasingly
realizing the value of trained human resource, especially women in India. Some
organizations are changing their HR policies to stick with their valuable employees.
MNCs like Pepsico are providing flexibility so that female employees at various life
stages could benefit from these policies like working from a different city, sabbatical
from corporate life, and extended maternity leave.
Entrepreneurship by employees
India Inc. is encouraging intrapreneurs or employees who have ideas that could
potentially become a venture. Companies like Pepsico, NIIT, and Adobe are actively
promoting practice of entrepreneurship by employees within the organization. Human
Resource Management has taken a leading role in encouraging CSR activities at all
levels. Companies like Wipro inculcate CSR values amongst its workforce right at the
beginning during the induction process. Corporate presentations and keeping employees
updated through regular newsletters are the instruments used by HR to keep employees
energized about the organizations socially responsible initiatives.
Over the last decade, Indias vast manpower has played an instrumental role in its
economic success story. Indeed, the success of Indian companies is not based on superior
access to raw materials or technology or patents, but fundamentally upon human skills.
The synergy between the strategic planning and innovative HRM practices will be pivotal
as Indian Inc. embarks itself on the global journey.
Where does HR in India go from here?
India has witnessed a revolution in the field of Human Resource; it has gone from being
just a support function to being a strategic partner in the growth of businesses. It has
transformed itself being merely Personnel Management maintain records and ensure
statutory compliances, while doing the bare minimum to keep employee satisfaction on
an even keel to being an integrated part of the corporate machinery.
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The HR function of 21st century India has made a transition from being behind-the
scenes support appendage to becoming the critical differentiator in business. Rapid
globalization has made companies realize people are the key to growth, the only strategic
resource that any enterprise truly needs. This has led to companies routinely using their
innovative HR practices as their USP (Unique Selling Proposition) to keep up with the
times in the wake of a rapidly changing labor landscape. Companies now recognize that a
Highly engaged employee the key to success, across business sectors.
An analysis of the main HR problems in India could be done based on the certain
challenges that mould the contours of the various sub-functions of HR. The attract,
motivate and retain mantra that the HR function seeks to deliver for the organization are
based on these HR sub-functions.
Employee Sourcing: It is the basis on which the Human resource survives. A large part
of the mind space of HR head honchos is committed head hunting. With the opening up
of an economy which is not only expanding at a frenetic pace, but also maturing in terms
of width and depth of options available to professionals, the war for talent has reached a
crescendo. Talent acquisition is now akin to a battle where recruitment professionals are
now virtual sales persons selling an alluring employee experience to prospective
candidates. In sectors like IT and BPOs, as well as financial services, high attrition levels
have become mandatory.
Quality of manpower is another issue needs paying attention to, in India. While millions
of graduates and post-graduates pass out of Indian universities each year, the actual
number of employable talent is severely limited. Employers have to adopt innovative
modes of recruitment to ensure that it can separate the wheat from the chaff.
Employee Motivation: In a market which job-hopping has become the name of the
game, keeping the workforce motivated is one of the key challenges of HR. Motivation
no longer comes from just a lucrative pay package. Nowadays companies have to walk
that extra mile to make the employee feel special to ensure that he doesnt walk out and
into the arms of competition. Talent segmentation and segregation with performance
appraisal and rewards is essential to a good team of workers. In essence, as industries
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evolve, employers have to ensure that apart from the basics of roti, kapda and makaan,
employees also expect job satisfaction, learning and development facilities.
Employee Engagement and Talent Retention: Winning the hearts and minds of talent
is of prime importance in the current context. Employees are no longer committed to theircompanies. Their dedication is towards their own professional growth and careers.
Employee engagement means that HR has its eyes and ears close to the ground realities
that an employee faces in the job. Issues like work-life balance, fun at work are
considered part of the employee experience. And the day and age of cut-throat
competition and lack of talentits HR prime function to ensure that it is clued in to the
needs of employees. Employee Satisfaction Surveys cannot just remain an exercise and
results cannot simply be ignored. Specific ATRs (Action Taken Reports) have to be
presented and acted upon as proof of developmental intentions of HR. Addressing
grievances is another area that has to be robust so that issues do no escalate. Nip the
problem in the bud and ensure productive workplace.
Attraction, motivation and retention define the essence of HR deliverables. As the
economy booms and industries matureage old personnel management fundamentals do
not remain applicable. Creativity and innovation by HR function can make a big
difference in how an employee can actually be attracted, motivated and retained.
The HR career for an individual ideally starts with an HR executive role delivering the
level one task such entry level role in recruitment, payroll or any other generalist
functions which requires minimal decision making. As the professional matures they
move higher up the continuum with decision making role, finally as a custodian and a
think tank to the ultimate decision maker in the organization.
The recession and the economic cycles had an impact on the business. This was coupled
with the race in atomization and standardization of HR as profit centre. Hence certain
avenues such as SAP HR and other HR metrics based roles which might not have existed
before came to the forefront. The downsizing of the jobs clamp down into the downsizing
of HR roles as well, hence the option to the HR in the current market is far from what it
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used to be even few years back. A strategy such as employing a graduate to deliver the
entry level hr function is on the rise.
Emerging Trends in Human Resource Management
Winds of Change in HR in India
Drivers of Contemporary Indian HRM Trends
Emerging Trends in Human Resource Management
NEW TRENDS IN HR
Human resource management is a process of bringing people and organizations together
so that the goals of each other are met. The role of HR manager is shifting from that of a
protector and screener to the role of a planner and change agent. Personnel directors are
the new corporate heroes. The name of the game today in business is personnel.
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Nowadays it is not possible to show a good financial or operating report unless your
personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing while low skilled
jobs are decreasing. This calls for future skill mapping through proper HRM initiatives.
Indian organizations are also witnessing a change in systems, management cultures and
philosophy due to the global alignment of Indian organizations. There is a need for multi
skill development. Role of HRM is becoming all the more important.
Some of the recent trends that are being observed are as follows:
The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus moreon people centric organizations. Organizations now need to prepare themselves in order
to address people centered issues with commitment from the top management, with
renewed thrust on HR issues, more particularly on training.
Charles Handy also advocated future organizational models like Shamrock, Federal andTriple I. Such organizational models also refocus on people centric issues and call for
redefining the future role of HR professionals.
To leapfrog ahead of competition in this world of uncertainty, organizations haveintroduced six- sigma practices. Six- sigma uses rigorous analytical tools with leadership
from the top and develops a method for sustainable improvement. These practices
improve organizational values and helps in creating defect free product or services at
minimum cost.
Human resource outsourcing is a new accession that makes a traditional HRdepartment redundant in an organization. Exult, the international pioneer in HR BPO
already roped in Bank of America, international players BP Amoco & over the years plan
to spread their business to most of the Fortune 500 companies.
With the increase of global job mobility, recruiting competent people is also increasinglybecoming difficult, especially in India. Therefore by creating an enabling culture,
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organizations are also required to work out a retention strategy for the existing skilled
manpower.
NEW TRENDS IN INTERNATIONAL HRM
International HRM places greater emphasis on a number of responsibilities and functions
such as relocation, orientation and translation services to help employees adapt to a new
and different environment outside their own country.
Selection of employees requires careful evaluation of the personal characteristics of thecandidate and his/her spouse.
Training and development extends beyond information and orientation training to includesensitivity training and field experiences that will enable the manager to understand
cultural differences better. Managers need to be protected from career development risks,
re-entry problems and culture shock.
To balance the pros and cons of home country and host country evaluations, performanceevaluations should combine the two sources of appraisal information.
Compensation systems should support the overall strategic intent of the organization butshould be customized for local conditions.
In many European countries - Germany for one, law establishes representation.Organizations typically negotiate the agreement with the unions at a national level. In
Europe it is more likely for salaried employees and managers to be unionized.
4.3 Virtual team definition
Whose members are interacting primarily through electronic communications, Members of a
virtual team may be within the same building or across continents.
Human Resources Management in the Digital Age
Some of the Virtual Cultures are:
Virtual Corporation, Virtual Office, Virtual Consulting, Virtual University, Virtual Selling etc.
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4.4 Virtual HR Defined
Virtual HR relies on technology, ranging from multimedia personal computers to voice-
response communication systems to corporate Intranets that bring employees into direct contact
with their organizations human resource system. Moreover, with Virtual HR, many of thetypical HR tasks are accomplished without the direct involvementof the HR department.
Driving Forces of Virtual HR
Technology, Reengineering, High-Speed Management, Networked Organizations, Knowledge
Workers, Globalization, Paradigm Shifts
Value of Virtual HR
Reduced paperwork, streamlined work flow, improved productivity, increased flexibility, faster
response time, more informed decisions, improved time management, Empowered personnel
Reengineering HR: The Goal
The fundamental rethinking and radical redesign of [HR] processes to bring about dramatic
improvements in performance. Michael Hammer & Steven Stanton, 1995
HR Management Trends
Traditional Emerging
Paper Intensive Job Paperless Environment
People Skills Dominate Info media Skills
Data Filing/ Information Management Strategic Knowledge Generation
Functionally Oriented Consultative Approach
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DESIGN OF THE
STUDY
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TITLE OF THE PROJECT
A study on Effectiveness of Virtual HR in IntelliGroup Asia with special reference to the US
associates in IntelliGroup, Bangalore.
STATEMENT OF THE PROBLEM:
HRM is the backbone of the smooth running of any organizations. The job has seen wide range
of change in Indian context, since its importance is understood and implemented. Starting with
mere Administrative job, HR is termed as strategic partner & businesspartner etc
Virtual HR is an emerging trend of HRM, looking to the changes happening at global
level. Organizations are going Virtual due to various reasons, and its helping a lot in cost cutting.
Virtual HR, Shared service etc are emerging concept to cope up with the global changes
happening all around.
Intelli Group is one organization, who is implementing this concept in real time to
manage its US employees. There by its an opportunity to understand and study this emerging
trend in details. In this study we are trying to measure effectiveness of the Virtual HR process
practiced, by going through various processes involved to practice it in a real time. Later a
questionnaire is prepared and distributed to know the end users response for the same i.e. the
associates of the U.S. Intelli Group.
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OBJECTIVES OF THE STUDY:
To understand the importance of virtual HR functioning as an emerging trend. To analyze effectiveness of Virtual HR implementation with respect to Intelli
Group.
To understand the different processes followed, in Intelli Group whileimplementing the Virtual HR function in the organization.
To find out the employee satisfaction towards Virtual HR functioning.
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RESEARCH METHODOLOGY:
Research Design and Method Adopted
A research design is the arrangement of conditions for collection and analysis of data in amanner that aims to combine relevance to the Research purpose. The research design is the
conceptual structure within which research is conducted; it constitutes the blueprint for the
collection, measurement and analysis of data. The design includes an outline of what the
researcher will do, from writing the hypothesis and its operational implications to the final
analysis of data.
Research design can be broadly classified into three types, they are:
1. Exploratory research design2. Descriptive research design3. Causal research
Design opted- Exploratory Research Design
This is an exploratory research study that aims at studying the Virtual HR function
followed in the Intelli Group. Direct involvement and participation in the live processafter understanding, theoretically various processes involved in the process is the key to
working in this research work. This will give the primary data for the study along with
the questionnaire formed and response collected from the associates. Secondary data can
be collected from various journals available with the company. Then Research on the
same is done (Analysis, design, Interpretation of results, findings, suggestion and
observations, conclusion and recommendations) to prepare a document of the study.
Research design is explorative in nature, as much study on this emerging subject is not
done yet. Finally a survey is conducted by sending out questionnaire to the associates,
through mail. This will help to understand the effectiveness of the Virtual HR functioning
in the Intelli Group and opinion of the associates who are the end users of the support
services provided.
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The research design is made keeping in mind enough provision for protection against bias
and maximizing reliability, with due concern for the economical completion of the
research study.
The basic objective is to investigate effectiveness, applying management concepts in a
scientific manner. In order to determine the essential features, the study has been
designed to collect the opinions, view and information about the Virtual HR functioning
from the associates and the US HR team members. The data is ventured to be collected
through questionnaire method from the associates of the organization. The response
obtained from the administered questionnaire would then tabulated and analyzed and
inferences drawn there form suggestion and recommendations based on these response,
would be provided wherever relevant.
The focus attention in this design is on the following:
1. Formulating the objective of the study2. Designing the methods of data collection3. Selecting the sample4. Collecting the data5.
Processing and analyzing the data
6. Reporting the findings
Sampling Method
All items in any field of inquiry constitute a universe or population. A complete enumeration
of all items in the population is known as a census inquiry. When the field of inquiry is large,
this method becomes difficult to adopt because of the resources involved. At times, this method
is practically beyond the reach of ordinary researchers. Many a time it is not possible to examine
every item in the population, and sometimes it is possible to obtain sufficiently accurate results
by studying only a part of total population. In such cases there is no utility of census surveys.
However the respondents selected should be as representative of the total population as possible
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in order to produce a miniature cross- section. The selected respondents constitute what is
technically called a sample and the selection process is called sampling technique. The survey
so conducted is known as sample survey.
Sample size
There are nearly 200 employees at present out of which 40 were chosen for the analysis; for the
purpose of the study by way of random sampling. The sample of 40 include the associates those
of regular hire in US, transition employees on B1, L1, H1 Visas. Care is taken to avoid bias and
to get a clear understanding about Virtual HR functioning and needs of the organization.
Sampling Technique
Sampling techniques is the method through which a sample is selected. The sampling technique
selected must be one, which, for a given sample size and for a given cost, has a smaller sampling
error. Sampling technique used in the study is Random Sampling without any bias in the age
Group, experience, departments and even their positions. This helps in arriving at an objective
and unbiased conclusion of the study.
Sample Description
It includes question on Virtual HR functioning. The question asked during the interactions is
framed in such a way that it is easier for employees to answer. It does not affect their personal
values or affect the organizations image. It only calls for honest opinions.
Sources of Data:
The data collected are from both:
a. Primary data andb. Secondary data
Primary Data: it refers to the data that are first hand data i.e. collected for the first time.There are two main methods by which the primary data is collected and are done by the
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method of Observation and Communication i.e. Questionnaire method and one to one
interaction that is used to get both the past and the current information.
Secondary Data: Secondary data is a collection of existing data. As opposed to datacollected directly from respondents or research subjects for the express purpose of a
project, (often called empirical or primary research), secondary sources already exist.
Secondary data can be used to understand the genesis of the problem. Reliable secondary
data can be utilized to form hypothesis of the study. At all times it must be ensured that
the secondary data used must be reliable, suitable and adequate.
The secondary data collected through various sources such as:
1. Employee hand book2. Connect intranet portal3. Company website
Instrument Design:
The instrument used in this research was a questionnaire. The general form of a questionnaire
can be either is structured or unstructured. Structured questionnaire are those questionnaires in
which there are definite, concrete and pre- determined questions. A highly structured
questionnaire is one in which all questions and answers are specified and comments in the
respondents own words are held to the minimum. When these characteristic are not present in
the questionnaire, it can be termed as unstructured or non- structured questionnaire. A
questionnaire can also be classified as disguised or undisguised.
Disguised is the amount of knowledge about the purpose or sponsor of a study communicated to
the respondent. The tool used in this research was an undisguised questionnaire. In this research,
the questionnaires used are a structured questionnaire. It contained not only few highly
structured questions but also included few open ended questions. Since the tool was structured it
was easy during administration, coding, and analysis. It provided frame of reference for
responses. It was also an undisguised questionnaire.
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Method adopted for communication:
Being Virtual in nature, even the questionnaire was sent out to the associates to reply through
mail. Hence one to one interaction method could not be used for the collection of Primary data
from the associates; however this was used for the US HR team members situated at Intelli
Group, Bangalore office, to understand the process and solving loop holes present in the existing
system.
Statistical tools used for data analysis:
Statistical tools were used to analyze the data and to obtain the conclusion with minimum scope
for error. The tools used in this research study are:
a. Percentage analysis: a percentage is thetop part of a fraction whose bottom part
is 100. Percentage is a way of expressing
numbers as fraction of 100 and is often
denoted using the percent sign %.
b. Column charts have been used for datainterpretations.
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LIMITATIONS OF THE STUDY:
No direct contact with the associates in any form as the whole process is Virtualin nature.
Questionnaire was sent out through mail and could not get in touch with allassociates looking at factor like time, place etc.
The study is restricted only to Intelli Group, Bangalore. The duration of the project was 6 weeks which was another constraint. Analysis of the data collected through questionnaire is done on the assumption
that the respondents have given correct information.
Respondents tried to avoid answering few questions in the questionnaire. Could not project many questions and various types of questions, to get a better
understanding of the associates response; regarding the process currently being in
practice, looking at the time constraint of the associates.
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Some of the policies and process flows of Intelli Group, I have worked with
Transition Process:
1.
US B1 Transition procedure: Purpose: To provide inputs to the associates travelling to US on B1 Visa. Process Flow:
Travel request
is made by the
employee
HR reply with an orientation, ask him/her to go through it
and confirm after completion of the same.
Ask him/her to provide with the project details and
clients address.
Employee sends a
confirmation mail, HR
in turn call the
employee and clears
doubts if any!!!!
Once Antennary is
received HR send mail
to US travel desk for
the reservation (Shiva,
Ronald)
Transitional movement on
B1 Visa form is mailed to the
employee; asking him to
take a printout and carry
with him/her during the trip.
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I 94 & custom declaration
form is issued in the
flight, which have to be
filled up before landing
In port of entry I 94
is stamped, stating
duration of valid
stay in the US.
Per-diem plan starts from the day of reaching the US, according to the plan one
has chosen.
Various per-diem plans to choose from: (for executive below directors level)
$45 : Company will provide $45 each day along with accommodation and rental
car.
$65 : Company will provide $65 each day along with accommodation only.
$70 : Company will provide $70 each day along with rental car only.
$90 : Company will provide $90 only each day.
For directors and above company will provide flat $60 daily with
accommodation with rental car options.
Benefits obtained are:
# $500 for winter clothing, once in 3 yrs of visit to the US.
# One time $200 for international driving learning program.
# $25 can be claimed for the flight journey of more than one
day to reach destination.
# travelling expenses to and fro to airport from residence can
be claimed.
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Roles & Responsibilities :HR team: send orientation mail, ask for project & clients details, call him/her back and
clear doubt if any. Also mail to the US travel desk for reservation, finally mail the
Transitional movement on B1 Visa form to employee.
Travel Team: responsible for the booking accommodation & rental car as per requested.
Employee: raise a travel request, go through the orientation and reply the details requested
for. Take print out of the Transitional movement on B1 Visa form and carry along.
Immigration team : uni global is responsible for sending the antennary mail to the HR.
2. US H1 transition process flow:
1. Purpose: To provide inputs to the associates travelling to US on H1 Visa.
Per diem plan can be changed if required after reaching US, not to
exceed more than two times. Plan changing happen from lower to
higher plan; vice versa is not applicable until and unless approved
from higher authority.
On or before 1st and 16th of a month, one
needs to apply for change in per diem plan.
#*^ Claims to
be done with
proper bills as
proof!!!
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2. Process Flow:
Associate raise a travel requestHR send orientation mail
containing two zip folders named
in India & in US
In India folder contain 6 doc which
need to be filled by the employee in
India before travelling and send to
the HR. Simultaneously contact citi
bank to open bank account for the
associate going in for the new payroll.
On receiving the doc,
HR will call the
associate and clear
doubts if any. HR will
send the offer letter
on receiving info
required from comp
team.
Antennary will be
received from uni global,
HR send mail to US travel
desk for reservation.
Associate is ready
to travel along with
the offer letter
I 94 and custom declaration form is
provided in flight; which need to be
filled and submit at port of entry,
where the homeland security checksit.
HR will
send the
NHR to US
new hire
After two days one
needs to apply for SSN
and open a bank
account.
In US fill the doc from US folder and send it to
Mike, benefit officer in IGI USA. I9 form need
to be send in original to mike rest can be
emailed to him.
Once Mike clears it,
info goes into US
payroll process and
the associates US
a roll starts.
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Notes: For an initial period of 15 days company will provide accommodation and rental car
facility to the associates, later they have to make their own arrangement. This facility can be
availed by providing info to the HR within one month, so that the above mentioned arrangement
can be made.
Roles and responsibilities:
HR: Is the SPOC during the trip. HR will send the orientation mail with attached zip folder
named in India and after reaching US.
Ask the associate to fill in the India doc which is 6 in no. and send back to HR before leaving
for the trip. On receiving the docs signed duly by the associate, Hr will call back and clear doubts
if any.
HR will release the offer letter on receiving required info from the comp team. Once the
itinerary is received, from uni global send mail to US travel desk (Shiva and Ronald) to do the
reservation process.
Send NHR to US new hire. Mike the beneficiary officer in the US will take care of the
employee once they reach the US
Travel Team: responsible for the booking accommodation & rental car as per requested.
Employee: raise the travel request, fill in the required docs on time and send accordingly as
instructed. On reaching US apply for the SSN after duration of 2 days.
Fill in the docs present in the US folder and send it to Mike as instructed. Company will
provide accommodation and rental cars to the associate for a duration of 15 days, which need to
be informed if want to avail within one month of reaching US and then accordingly for a
duration of 15 days arrangement of accommodation and rental car will be done.
3. US regular hire process flow:Purpose: To define and demonstrate the processes involved in hiring US regular employees to
Intelli Group US payroll.
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Balakrishna of OPS team send NHN to the HR, also send soft copy of
offer letter to the associate informing Mike the benefit HR.
Now HR sends welcome mail and documents attached namely:orientation deck, info about Amex, info about time sheet (I Prime),
ESS info etc.
HR will send Travel request form (with Shiva & Ronalds info) if
requested by associate, which will be known from the NHN,
which is an excel sheet containing name, DOJ, process info,
relocation su ort need info, ersonal email ID etc.
Relocation in Intelli Group is self governing
which can be remembrance later with valid bill,
company however provide an option for rental
car and accommodation for duration of 15
days.
While sending the Travel request to the
associate in CC we have to mark Venu,
Unit HR, practice head of cost center,
Bala of OPS team, RDH, Recruiter who
have recruited in the US.
Send mail to RDH to approve the
travel for accommodation, rental
car, flight tickets etc. In CC mark
Ronald & Shiva.
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Roles and responsibilities:
Operation team: send NHN to US HR, send soft copy of the offer letter, to the associate and
inform Mike as well, to send out the Hard copy of the offer letter to the associate along with the
associated docs.
HR: Sends welcome mail to the associate along with the documents, namely: orientation deck,
info about Amex, info for time sheet (I prime), ESS etc. then he also send the Travel request
form to the associate, if requested in the NHN. Contact # of Shiva & Ronald who handle the
travel request is provided to the associate.
RDH: needs to approve for the travel with accommodation, rental car, flight tickets etc. for the
associate to travel.
Mike: Once the docs are returned by the associate, which has been send along with the hard copy
of the Offer letter, he releases the NHR to the US new hire team.
4. Separation process flow:1. Purpose: To provide the information about handling various kinds of separations. There are
two types namely a. regular separation, b. Transitional return to India.
Mike on receiving mail from Bala of OPS team, will make
a hard copy of the offer letter and FedEx to the associate
along with set of docs namely W4, I9, GISA, NDA, Direct
deposit form, wage deduction form etc. when the
associate returns the filled documents Mike sends out
the NHR to the US new hire for further processing.
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Transitional returns to India process flow:
Regular separation: voluntary & involuntary
Practice head inform HR about last working day of the transitional associates in US.
The unit HR now
sends US separation
mail to the entire US
share holder to
separate the
associate from US
payroll.
Every dept. associated with US separation
will have to clear their no dues respectively,
especially the TSS team, and then HR will
send mail for FFS to the finance team.
Associate
submits the
resignation
letter
Manager of the associate have to input all
the information in the e-separation tool,
then once the submit button is clicked
information will come to all the
shareholders namely HR, Finance, TSS,
Immigration dept respectively.
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Roles and responsibilities:
Unit HR: (for Transitional return to India) :On receiving the mail from practice head
regarding the last working day of an transitional associate, need to send the US separation
mail to all US share holders to separate him/her from the US payrolls.
Every dept will have no due questions which need to
be filled by the respective dept and submit in the
tool, then FFS button will appear to the HR and once
clicked will go to Finance team for FFS.
HR calls the associate to know the
reason for leaving, try to see if the issue
due to which one is leaving can be sort
out, if it doesnt work ask the associate
to fill the feed-back form.
Note: HR questions for the no due are:
1. Leave balance.( clear the leave balance of the associate)2. Green card agreement. ( settle the process of green card before
leaving)
3. Amex card agreement. ( clear the dues if any)4. Transitional resources. (associate are not suppose to leave the
organization for a period of 12 months from the transition else
eligible for payment of $10,000)
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TSS dept. will have to provide no due clearance against any Laptop provided to the
associate during transition. Once this is received HR will send the info to Finance team for
final settlement of the associate.
For regular separation (voluntary & involuntary):
From the E separation tool HR will get the info, need to process HR no due question form for
the associate and give clearance, take from of similar kind from the other dept. too. Finally select
the FSS button which will indicate the Finance team to go ahead with the full and final
settlements.
HR also need to call the associate, ask for the reason for leaving, try to convince and solve the
issues if possible to retain him/her. Else ask to fill the feedback form.
Practice Head: responsibility lies in informing the Unit HR regarding last working day of
transitional associates.
TSS dept. : No due clearance is essential from this dept for final settlement both in regular and
transitional returns to India.
Associate: need to submit the resignation letter in case of voluntary separation.
Reporting Manager: will feed the info provided by the associate in the E separation tool, so
that the info goes to all the dept. requiring this info.
Finance team & Immigration team: need to clear their part of no dues for the associate, so
that HR get the FSS button in the E separation tool and pressing which will give go ahead signal
to the Finance team for the full and final settlements.
5. Address change process flow:1. Purpose: How to go about various types of address changes of the associates. There are 3
types, namely: a. within state address changes, b. outside state address change (no change
in SPA), and c. outside state address change with effect in SPA.
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2. Process flow:
a. Within state address changes: this process is applicable for, if address change happenswithin the state. I.e. no change in state while changing the work location. There is no
need of W4 form, for this kind of address changes.
b. Outside state address change (no change in SPA): Here W4 form in mandatory, associateneeds to send back the filled W4 form to the unit HR, for the change to take place.
c. Outside state address change (with change in SPA): Here also W4 form is mandatory,and approval of practice head is necessary to proceed. Need to check in the SAP for the
SPA change and provide the info to practice head for approval, if its a change related to
business purposes.
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3. Roles and responsibilities:
HR: send the address change info to HRIS and Finance team directly in case of the first two
types of the address changes. Attach W4 form and stating that no change in SPA to be mentioned
in second type of addresses changes.
For the third type of address changes calculation of SPA changes then taking approval from theRDH and sending the info to Himanshu is required, he in turn will inform the HRIS and Finance
team for the changes to be bought about.
Associate: provide the address change information to the unit HR.
Finance team: will calculate the salary for the associate according to the info provided to them.
RDH: need to approve in case of outside state address change and also change in SPA, beside it
is his duty to check that the address change has happened due to business reasons.
Himanshu: will get the HR change form from the Unit HR and send the info to HRIS and
Finance team for the third type of address changes.
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Within State address change:
Address change outside state: This is second type of the address change. Here W4 form is
mandatory and there is no change in SPA.
Associate inform the address change to the unit HR through mail.
If the address change falls in this category after seeing the
location change, from the associates mail will follow this
procedure.
HR will then send the info to
HRIS team (Praveen, laxman)
and Finance team ( Jaya,
sayeed)
There is no requirement of W4 form in this case and there is
no change in SPA either, Praveen will confirm the change
once done.
Associate will inform about address change,
unit HR in turn check for the type of change, if
it falls in this category (outside state address
change) will send blank W4 from to be filled by
associate and return.
HR now will check in the SAP tool for his old and new address
change, to find if any change in SPA applicable or not. If not
applicable will follow this process and will follow the third typeof change process. Change in Zip code will tell us about change
in state if any and SAP tool will help in calculating SPA if
applicable.
Associate send back the filled in W4 form, send the same to HRIS and
Finance team to make the changes associated with a note that there is
no change in SPA to finance team with attached W4 form.
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Address change outside state with change in SPA: This is the third kind of address change
where there is a state change in new address and accordingly SPA is associated, which is found
out from the SAP tool.
From the associates mail will come to know if there is change in state, in
new address change(from the change in Zip code of both the address);
accordingly will check in the SAP tool to check for applicability of any SPA
change. If SPA change is applicable, will calculate the change in per
annum. SPA change comes into effect with the change in standard of
living of places.
Now will mail to the practice head of the associate to approve it with
the value of SPA change applicable (it may be increased or decreased
for the relocation) also verification is needed saying address change is
related to business else we do not entertain.
Send mail to Himanshu, with the
HR change form. He will in turn
inform the HRIS and Finance
team to make the associated
changes.
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6. Personal changes of the associate:1. Purpose: How do we go about, in case of any personal changes of the associates are
needed, is described here. Example W4 updating, leave check queries, SSN changes etc..
In case of any personal changes required for the associate, associate will mail the
unit HR and inform. HR in turn informs the HRIS dept (Praveen, Laxman) to make
the associate changes from the backend.
Some of the issues are namely:
1. Gender change2. Name correction3. SSN correction4. W4 form updating
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1. Roles and responsibilities:
HR: Inform HRIS team about the change required for particular associates.
HRIS team: will perform the required task at hand from the back end and confirm the
same to HR after the change is bought about.
Associates:Needs to bring to HRs notice, for any changes required, when ever noticed.
Some of the tools used in Intelli Group (snapshots):
Figure 1 Connect Portal
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Figure 2: Request portal
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Figure 3: ESS tool
Figure 4: E learning tool
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Figure 5: ESS tool
Figure 6: I prime tool
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ANALYSIS
&
INTERPRETATION
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Analysis and interpretation:
Table No. 1
Effectiveness of the tools used in the Virtual HR functioning, in the Intelli Group:
Particulars Satisfied Not Satisfied Total
No. of
associates
% No. of
associates
% No. %
a. Is the Connect
Intranet portal is user
friendly and easy to
use/navigate?
38 95 2 5 40 100
b. How is your
experience with the
tool I-prime?
30 75 10 25 40 100
c. Is the Request
portal is designed to
work in an effective
manner?
32 80 8 20 40 100
d. Is the ESS tool is
friendly and very
good to use without
much issue?
35 87.5 5 12.5 40 100
e. Is the E-learning
section in the connect
portal is useful,
understandable &
38 95 2 5 40 100
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provide important
information
necessary?
Graph 1: Graph showing Satisfaction and non satisfaction of various tools in use.
Source: Primary data
Inference: From the above table it is inferred that most of the associates are happy with the uses
of the tools, available for smooth functioning for the day to day activities of the Organization as
a whole. Virtual functioning is primarily dependent on effective and smooth functioning of the
tools, due to the distance factor. This analysis shows a positive response for the effectiveness of
virtual HR in Intelli Group.
95%
75%
80%
88%
95%
5%
25%
20%
13%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
connect iprime request portal Ess E-learning
satisfied
notsatisfied
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Table No. 2
Effectiveness of the US TRANSITION (B1, L1, H1) applicable to US transitional
employees. [Per diem plan & US payroll (H1)]
Particulars Satisfied Not Satisfied Total
No. of
people
% No. of
people
% No. %
I) Did the Unit HR
replied with the
orientation mail on
time, once the travel
request was raised &
called to clear doubts
if you had any?
38 95 2 5 40 100
II) Are you satisfied
with the companys
per diem policy (B1,
L1)?
30 75 10 25 40 100
III) Is the US payroll
policy (H1) is
designed in a best
possible manner to
meet the long term
stay in the US?
32 80 8 20 40 100
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IV) Was the Unit HR
effective enough in
handling the transition
process smoothly &
was pleasant in their
approach and
proactively helped in
all ways?
35 87.5 5 12.5 40 100
V) Is the Benefits
applicable for the
transition were
provided as per
policy?
38 95 2 5 40 100
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Graph 2: Graph showing Satisfaction and non Satisfaction level of the associates for
the US Transitional Process.
Source: Primary Data
Inference: From the above table it is inferred that many agree that US transition policy is
designed to suit associates needs onsite effectively. Transition includes H1 & L1 which are for
short term in nature and H1 which take care of the long onsite stay in the US. As per the
response obtained for the question projected, it seems associates are happy with the way per
diem and US payroll policy is practiced to ensure associates convenience. This act as cost cutting
to the organization and Intelli is performing it extremely well. This is a important function taken
care by the Virtual HR team and figures of associates response shows it is running effectively.
Thus virtual HR function is once again doing well in delivering the expectation of the
organization.
95%
75%
80%
88%
95%
5%
25%
20%
13%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
travel request responseper diem policyUS payroll policy (H1)Unit HR's effectivenessBenefits provided
satisfied
notsatisfied
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Table No. 3 Effectiveness of the Regular/lateral hiring: applicable to associates hired in US
Particulars Satisfied Not Satisfied Total
No. of
people
% No. of
people
% No. %
I) Was the Orientation
program conducted on
time, to introduce you
to Intelli Group
effectively?
38 95 2 5 40 100
II) Is the joining
formalities in the IGI
are smooth?
30 75 10 25 40 100
III) Did you get the
Emp ID and email
address on or before
the date of joining the
organization?
32 80 8 20 40 100
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IV) Do the HR team
(ERE) handles day to
day HR
activities/queries
raised by employees
on time effectively?
35 87.5 5 12.5 40 100
V) Is contacting your
unit HR, whenever
required is an issue?
38 95 2 5 40 100
VI) Is the
Performance appraisal
is carried out as per
the industry
standards?
32 80 8 20 40 100
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Graph 3: Graph showing Satisfaction and non Satisfaction level of the associates for the US
Regular hire process.
Source: Primary data
Inference: From the above table it can be inferred that associates are happy with the way US
lateral hire process is carried out by the HR department. They are performing the functions as per
need to help the new associates join onboard comfortably. Orientation program & joining
formalities, including emp. Id and e-mail address is provided conveniently to benefit associates
knowing the organization better. ERE function is carried out to fulfill needs as per requirement
and performance appraisal process is coordinated well by the department. Thus virtually they aremanaging this process quite successfully and providing the best possible support function to the
associates located in the US intelli Group (IGI).
95%
75%80%
88%
95%
80%
5%
25%20%
13%
5%
20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
satisfied
notsatisfied
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Table No. 4
Effectiveness of the Travel and Relocation Process:
Particulars Satisfied Not Satisfied Total
No. of
people
% No. of
people
% No. %
I) Did the HR
provided assistance in
relocation process, by
providing required
information, Policies
& benefits when ever
required?
38 95 2 5 40 100
II) Is the
Reimbursements for
relocation areprovided as per
policy?
30 75 10 25 40 100
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Graph 4: Graph showing Travel & Relocation processs Satisfactory and non Satisfactory level
of the associates.
Source: Primary data
Inferences: From the above table it is observed that majority of them agree that Intelli Group
have a well structured Travel and Relocation process. Associates readily agree that
reimbursement for relocation is provided as per company policy effectively. They are also happy
with the assistance provided for the relocation process and these shows Virtual HR functioning is
effectively carried out once again by the US HR department.
95%
5%
75%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
satisfied notsatisfied
assistance in relocation
process
Reimbursements for
relocation
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Table No. 5
Effectiveness of the Address and Personal changes Process:
Particulars Satisfied Not Satisfied Total
No. of
people
% No. of
people
% No. %
I) Are the Address
and Personal changes
procedure of the
employees are carried
out properly & is
updated in short time
by the team
38 95 2 5 40 100
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Graph 5: Graph showing Satisfaction and non Satisfaction of the associates for the Address and
Personal changes procedure.
Source: Primary data
Inference: From the above table it can be inferred 95% of them have good experience with the
Address and personal change process. There are 3 types of address change and each one differs
from another to quite an extent and due care have to be taken when there is change in SPA.
Associates also showed happiness the way Unit HR is bringing out the personal changes, with
the help of HRIS team once informed for changes. Thus it is clear that virtual function of the HR
is carried out quite effectively by the US HR team.
95%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
satisfied notsatisfied
Address and Personal
changes procedure
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FINDINGS
&
SUGGESTIONS
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Summary of Findings:
Connect intranet portal of the organization is working effectively and associates arehappy about its uses, 38 people said satisfactory out of sample size of 40.
30 associates said I-prime is satisfactory but 10 people are not happy about its uses. 32 people are in favor of the satisfactory functioning of the tool called Request. ESS tool is working as expected as 35 associates said it is easy to use and is useful. E-learning tool for training and self learning is working effectively with 38 associates
saying satisfactory.
Unit HR functioning is carried out satisfactorily, for the overall Transition process(B1,L1,H1) as 38 associates are satisfied with the part played by the HR to make the trip
smooth.
30 associates are satisfied with companys per diem policy, whereas 10 associatesshowed their dissatisfaction for the same.
32 associates said they are happy about the current US payroll policy, and its smoothworking, again 8 associates are not happy about the process.
When asked about their opinion about effectiveness of unit HR functioning, goodmajority (35) said satisfactory.
Benefits applicable for the transition are provided as per policy. Orientation is conducted on time and is useful, as 38 associates are in favor of its
satisfaction.
30 persons are happy about the joining process formalities practiced in the organization,whereas 10 persons said its not satisfactory.
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Employ ID and email address are provided on or before the date of joining theorganization. 32 associates said it is satisfactory and very helpful and 8 are not satisfied.
The HR team (ERE) handles day to day HR activities/queries, raised by employees ontime effectively, as 35 associates is in favor of it.
Unit HR is readily available to help associates whenever required/asked for; associatesexpressed their happiness about the way HR team is functioning to help the associates.
Performance appraisal is carried out as per the industry standards, 32 associates aresatisfied with the current practice.
HR provided assistance in relocation process, by providing required information, aboutPolicies & benefits when ever required.
The Reimbursements for relocation are provided as per policy. The Address and Personal changes procedure of the employees are carried out properly &
is updated in short time by the team.
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CONCLUSION
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The study was conducted at the Intelli Group Asia, Bangalore to study the effectiveness
of the Virtual HR functioning practiced in the organization, by the US HR dept. to take
care of the US regular and transition employees. From the study it has been understood
that most of the associates are satisfied with the functioning of the Virtual HR. There are
some issues which need to be addressed exclusively to make the process more smooth
and effective functioning like feedback mechanism, training etc. Associates are happy at
the moment about how the whole process is running, but with time their taste,
requirements will change. HR department should be well equipped with tools/policies to
meet the demands of present and the future, which in turn helps in job satisfaction of the
employees, and achieving the goals of the organization as a whole. Human resource is an
important asset to any organizations and managing the same effectively will lead to
obtaining organizational goals. Whatever might be the structure or business strategy,
organizations are realizing that it is the performance of their human assets that can make
a difference between success and failure. Looking at the survey conducted to measure,
effectiveness of Virtual HR function in Intelli Group, it is clear that the organization is
pretty successful in implementing and managing the same. The associates participated in
the questionnaire reflected happiness for the US HR process running in the Intelli Group.
Hence the project titled Effectiveness of Virtual HR at Intelli Group Asia Ltd.
Bangalore, with special reference to US associates undertaken at intelli Group,
Bangalore, showed positive results while trying to find out its effectiveness, in
implementing the Virtual HR concept in real time.
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Questionnaire:
Questionnaire mail sent out from the HRs desk
HI All,
This is to inform you that Pulak Jyoti Borgohain had joined US-HR Team as Project
Trainee on July 25, 2011 for period of 7 weeks. His project topic is Effectiveness of
Virtual HR. As part of his project now he has to collect feedback through attached
Questionnaire to prepare his analysis.
I hereby request on behalf of him to please fill the attached questionnaire & send it back
today itself as tomorrow is his last date. Thanks in advance. Below is the note from
Pulak.
Respected Employee,
I, Pulak Jyoti Borgohain, a Jain University graduate pursuing MBA; have taken up the
research work in IntelliGroup to understand the Effectiveness of Virtual HR functions
and to understand the perception of employees towards the same. The research results are
surely be useful to all associated with virtual organizational structure in IntelliGroup,
towards making the process more effective.
I request you to give your opinion for the questions set in the questionnaire at the
earliest. Type of Research Design is Explorative in nature, as much of the study on the
topic Virtual HR and its effectiveness is not conducted yet, thus your information will
add valuable insight to; study the emerging trend in a better way. Looking forward for
your corporation in all possible manners, in providing the informations as requested.
Thanks & regards
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Pulak Jyoti Borgohain
Please fill in your name, ID, designation, cost centre, No. of years association with
Intelli Group and fill the questionnaire in the sheet attached inputting Y for {satisfied}
and N for {not satisfied} as per your choice [leave which is not applicable], and thenforward back to the same email address.
Associate Id:
Associate Name:
Cost Center:
Designation:
No. of years association with Intelli Group:
Thanks and Regards,
Amit Jindal-HR(SAP)
IntelliGroup, Inc.
An NTT Data Co.
Bangalore - 560066
080-67018006 / +1-646-810-7611
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REFERENCE
&
BIBLIOGRAPHY
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Websites Referred are:
www.intelliGroup.com
www.google.com
www.citeHR.com
www.NTTData.co.jp
www.wikipedia.com
www.amazon.com
www.yahoo.com
www.shrm.org
www.ihrim.org
Books Referred:
Personal managementP. Subba Rao
Employee handbook 2011, intelli Group
Michael Armstrong,A Handbook of Human Resource Management Practice
Business Manager Magazine Vol. 13 no. 10 April, 2011
NTT Data Annual Report 2008
http://www.intelligroup.com/http://www.intelligroup.com/http://www.google.com/http://www.google.com/http://www.citehr.com/http://www.citehr.com/http://www.nttdata.co.jp/http://www.nttdata.co.jp/http://www.wikipedia.com/http://www.wikipedia.com/http://www.amazon.com/http://www.amazon.com/http://www.yahoo.com/http://www.yahoo.com/http://www.shrm.org/http://www.shrm.org/http://www.ihrim.org/http://www.ihrim.org/http://www.ihrim.org/http://www.shrm.org/http://www.yahoo.com/http://www.amazon.com/http://www.wikipedia.com/http://www.nttdata.co.jp/http://www.citehr.com/http://www.google.com/http://www.intelligroup.com/