chaitra max 121

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TOTAL SOFTWARE (INDIA Pvt. Ltd)

EXECUTIVE SUMMARY

The dissertation on Study on MANPOWER PLANNING.

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has been carried out at TOTAL SOFTWARE (INDIA Pvt.Ltd), Bangalore,

in partial fulfilment of BBM PROGRAMME.

The dissertation has been conducted to study various aspects of the

manpower planning and to know the challenges faced while handling

manpower of the organization.

The objective of this research is to understand the challenges faced by

organization during manpower planning and proposed innovative strategies

that the company can adopt to get a better solution to this herculean problem

that various organizations are facing.

The study covers various aspects of manpower planning.

1. The first chapter of the report gives information on introduction of the

company in general.

2. The second chapter contains theoretical background, which is base for any

research study, provides theory to back up the study.

3. The third chapter deals with profile of the organization, the origin of the

organization, trend of growth and development, present status of the

organization.

4. The fourth chapter consists of the Review of literature, which consists of

theoretical information regarding the subject under study collected from books,

journals & internet.

5. The fifth chapter deals with the overall methodology that has been adopted

to carry out the research work that includes research design, sample plan,

sources of data and data collection instrument.

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It also provides the statement of the problem for which study has been

undertaken. It also covers the Objectives of the study, scope of the study,

applicability and the significance of the project undertaken.

6. In the sixth chapter the primary data collected from the respondent has been

analyzed, Classified, Tabulated & Interpreted. The same has been analyzed by

making use of various statistical techniques.

7. In the last chapter conclusion has been drawn based on the analysis and the

interpretation of the study and recommendation to the company by the

researcher have been given based on the study.

INTRODUCTION

The employment process begins wi th manpower p lanning i .e . thefo

recasting anddetermination of the exact personnel requirements and a

company and the specification of the strategies and tactics for the acquisition,utilization, improvement and preservation of its human resources.

The a im of manpower p lanning i s to avoid shor t fa l l s and surpluse

s of la bo ur .Shortages lead to over utilization while surpluses lead to

redundancy and underutil ization of manpower. With manpower planning, a

firm does not react to each new set of circumstances on the basis of the short-term

personnel needs which they present. Rather, the systematic steps that are taken

provide overall co-ordination, direction, and logic for its personnel decisions.

OBJECTIVES:3


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To understand the future organizational structure and manpower requirements

of TS.

To study about TS human resource plan.

To study the existing human resources of the TS.

To analyze job requirements and job descriptions of TS.

LIMITATATIONS OF THE STUDY

The findings of the study are based on the assumption that the respondents

have delivered correct and precise information about the topic.

The respondents were reluctant is providing information.

Time is one of the major constraints.

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INTRODUCTION TO HRM

MEANING:

Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people

who work in the organization. Human Resource Management can also be

performed by line managers.

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It is the organizational function that deals with issues related to people such as

compensation, hiring, performance management, organization development, safety,

wellness, benefits, employee motivation, communication, administration, and

training. It is based on ideas and techniques developed to enhance worker

motivation, productivity and performance.

Human Resource Management is a way of management that links people-related

activities to the strategy of a business or organisation. HRM is often referred to as

"strategic HRM".

Human resource management is concern with the satisfying or fulfilling the human

resource requirement in the organization. It is mainly concern with planning

monitoring, and control on human resource. Its aims are to fulfill the managerial

needs of human resource of the organization. Human Resource professionals are

concern with procurement of human resource in right number and of desire skill

for the organization.

Human resource management aims at achieving organizational goals to meet the

expectation of the employees, develop the employees, skill and abilities of the

employees, improve the qualities of working life and manage human resources in

an ethical and socially responsible manner.

Human resource management is responsible for the people dimension of the

organization. It is pervasive force, action oriented, individual oriented,

development oriented, future focused, integrative in nature and is a comprehensive

in nature.

Human resource management of the organization has to recruit people with

requisite skill, qualification and experience if they have to survive and flourish in a6


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highly competitive environment. To be effective they need to tap all available

sources of supply, both internal and external.

Definition:

According to Dale Yoder HRM is defined as the management of

human resources is viewed as a system in which participants seeks to attain

both individual & group goals.

Byars and Rue define HRM as Human resources in compasses those

activities designed to provide for and coordinate the human resources of an

organization

Henry Ford the pioneer in the field of management state,

Take out my building, take out my machine and all capital but leave

my men with me, I will become Henry Ford again. This statement of Henry Ford

highlight that human resources in an organization plays a crucial role.

In fact management of human resource is the most important or the central because

proper or improper use of other resources depends upon human factor. In other

words, without cooperation of human resource it is not possible to achieve the

objectives of an organization.

Human resources refer to the knowledge skill, abilities, value, aptitudes and

beliefs possessed by its workforce in the organization. In fact competent and

skilled workforce determines the efficiency and effectiveness of the organization.

Other thing remaining the same, an organization with competent workforce is

likely to be more effective in comparison to the organization low in this factor.

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In the word ofAlfred P. Solan,

Most of the business are alike expect as to people. So achieving human

resource excellence leads to organizations excellence.

Every industrial or commercial organization comes in to existence when a

number of persons join hands. All these people work to achieve some organization

goals. Management of every enterprise takes up the responsibility of assigning,

surviving and controlling the activities of person walking there. Management

brings human and material resources together for obtaining organization goal.

Human resource is important for the success of any organization. Manpower

management will enhance efficiency and performance of people at work.

SCOPE OF HRM:

The scope of HRM is indeed vast. All major activities in the working life of a

worker from the time of his entry into the organization until he leaves comes

under the purview of HRM. Specifically the activities included are HR planning,

Job analysis and design, recruitment and selection, orientation and placement,

training and development, performance appraisal and job evaluation, employee and

executive remuneration, motivation and communication, welfare safety and health,

industrial relations and the like. For the sake of convenience, we can categorize all

these functions into seven sections

1) Introduction to HRM

2) Employee hiring

3) Employee remuneration

4) Employee motivation

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5) Employee maintenance

6) IR

7) Prospects of HRM.

GOALS OF HRM:

- To meet the needs of the business and management (rather than just serve the

interests of employees);

- To link human resource strategies / policies to the business goals and objectives;

- To find ways for human resources to "add value" to a business;

- To help a business gain the commitment of employees to its values, goals and

objectives.

Objectives of HRM:

1. To create, utilize and motivate workforce, to accomplish the basic

organizational goals.

2. To establish and maintain sound organizational structure and desirable working

relationships among all the members of the organization.

3. To secure the integration of individual or groups within the organization by co-

ordination of the individual and group goals with those of the organization.

4. To create facilities and opportunities for individual or group development so as

to match it with the growth of the organization.

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5. To attain an effective utilization of human resources in the achievement of

organizational goals.

6. To identify and satisfy individual and group needs by providing adequate and

equitable wages, incentives, employee benefits and social security and measures

for challenging work, prestige, recognition, security, status.

7. To maintain high employees morale and sound human relations by sustaining

and improving the various conditions and facilities.

8. To strengthen and appreciate the human assets continuously by providing

training and development programs.

9. To consider and contribute to the minimization of socio-economic evils such as

unemployment, under-employment, inequalities in the distribution of income

and wealth and to improve the welfare of the society by providing employment

opportunities to women and disadvantaged sections of the society.

10.To provide fair, acceptable and efficient leadership.

11.To provide facilities and conditions of work and creation of favourable

atmosphere for maintaining stability of employment.

Function of the Human Resource Management:

The function of the human resource management can be broadly classified into two

categories, viz. (1) Managerial function (2) operative function

(1). Managerial function:

Managerial function of personal management involves planning

organizing, directing and controlling. All these function influence the operative

functions:

(a). Planning:

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It is pre-determine course of action. Planning pertain to formulate

strategies of personal programmes and changes in advance that will contribute to

the organizational goals. It involves planning of human resources requirement,

recruitment, selection, training etc.

(b) Organizing:

An organization establishes relationship among the employees so

that they can collectively contribute to the attainment of company goals.

(c). Directing:

The next logical function after completing planning and organizing

is the execution of the plan. The basic function of personal management at any

level is motivating, commanding, leading and activating people. The willing and

effective co-operation of employees for the attainment of organization goals is

possible through proper direction.

(d). Controlling:

After planning, organizing, and directing various activities of personal

management, the performance is to be verified in order to know that personal

function are performed in conformity with the plans and direction of an

organization. Controlling also involves checking, verifying and comparing of the

plans, identification of deviation if any and correcting of identified deviations.

Thus action and operation are adjusted to pre-determine plans and standard through

control.

2). Operative function:

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The operative function of human resource management are related

to specific activities of personal management i.e.; employment, development,

compensation and relations. All these function are integrated with the managerial

functions.

(a). Employment:

It is first operative function of Human Resource Management. It

covers function such as job analysis, human resource planning, recruitment,

selection, placement and induction.

(b).Human resource development:

It is the process of improving, moulding and changing the skill,

knowledge, creative abilities, aptitudes, attitude, values, commitment, etc. based on

present and future job and organization requirement.

(c). Compensation:

It is the process of providing adequate, equitable and fair

remuneration to the employees. It include job evaluation, wages and salary

administration, incentive, bonus, fringe benefits, social security measure etc.

(d). Human relation:

It the process of interaction among the human beings. Human

relation is area of management in integrating people into work situations in a way

that motivates them to work together productively, co-operatively and with

economic, psychological and social satisfaction.

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(e). Industrial relation:

Industrial relation refers to the study of relations among

employees, employer, government and trade unions.

Scope of Human Resource Management

The Indian institute of personal management has describe the

scope of human resource management in to the following aspects :

1) The personnel aspect:

This aspect of human resource management is concern with the

manpower planning, recruitment and selection, placement, induction, transfer,

promotion demotion, termination, training and development, layoff and

retrenchment, wage and salary administration, incentives, productivity etc.

2) The welfare aspect:

The welfare aspect is concern with working condition and

amenities such as canteens, crches, rest rooms, lunch rooms, housing, transport,

education, medical help, health and safety, washing facilities, recreation and

cultural activities etc.

3) The industrial relation aspect:

This aspect is concern with the companys relation with the

employees. It includes union management relations, joint consultation, negotiating,

collective bargaining, grievance handling, disciplinary actions, settlement of

industrial disputes etc.

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All these aspect concern with the human element in the industry as distinct from

the mechanical element.

ORGANIZATION OF HR DEPARTMENT

Two issues become relevant in a discussion on organization of an HR department.

They are

1) Place of HR department in the overall setup

2) Composition of HR department itself.

Status of HR department depends on whether the organization is small or large. In

small organization their is no separate department to coordinate the activities

relating to personnel. In fact there may not be a personnel manager itself. A large

scale unit will have a manger directing the HR department.

HRM MODEL:

As seen from the figure, the model contains all HR activities. When these activities

are discharged effectively, they will result in a competent and willing workforce

who will help realise organizational goals. It may be stated that the HR function

does not operate in vacuum. It is influenced by several external and internal forces

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like economic, technological, political, legal, organisational and professional

conditions.

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Fig1. AN HRM Model

What is HRD?

Human Resource Development is the framework for helping employees develop

their personal and organizational skills, knowledge, and abilities. Human Resource

Development includes such opportunities as employee training, employee career

development, performance management and development, coaching, succession

planning, key employee identification, tuition assistance, and organization

development.

The focus of all aspects of Human Resource Development is on developing the

most superior workforce so that the organization and individual employees can

accomplish their work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a

college course, or an organizational planned change effort. Or, Human Resource

Development can be informal as in employee coaching by a manager. Healthy

organizations believe in Human Resource Development and cover all of these

bases. It is systematic interventions designed to teach, empower and free

individuals to relate constructively and think productively for organizational and

social benefit.

GOALS OF HRD:

1) To develop new sources of capital that can be leveraged to enhance

organizational productivity, including the sources of potential competitive

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advantage of human capital, information capital, organizational capital and

marketplace capital;

2) To help individuals, groups and organizations anticipate, adapt to and create

change;

3) To enhance the quality of life for individuals.

Ultimately, HRD enables the individual and the organization to generate maximum

outputs while investing a minimum of finite resources.

As finite resources become scarcer and changes in the environmental requirements

and conditions accelerate, HRD strategies and skills will belong in the repertoire of

every person in every type of workplace. This can be seen in the variety of jobs in

which HRD graduates are applying their skills.

Human resource planning:

HRP is a process of anticipating and making provision for the movement of

people into, within and out of an organization.HRP establishes a blue print for

staffing the organization and recruitment this plan in motion.

HRPs purpose is to deploy the resources as effectively as possible, where and

when they are needed, in order to accomplish the organizations goals. In fact,

HRP provides a launching point for most of the activities that are subsumed

under HRM.

HRP helps to determine the number and type of people and an organization

needs. Job analysis and job design specify the tasks and duties of jobs and the

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qualifications expected from perspective jobholders. The next logical step is to

hire the right number of people of the right type to fill the jobs.

HRP is the process of forecasting an organizations future demand for , and

supply of , the right type of people in the right number. It is after this that the

HRM department can initiate the recruitment and selection process. HRP is the

subsystem in the total organizational planning. Organizational planning

includes managerial activities that set the companys objective for the future

and determine the appropriate means for achieving those activities. It facilitates

the realization of companys objectives by providing the right type and the right

number of personnel.

IMPORTANCE OF HRP:

1) Future personnel needs

2) Part of strategic planning

3) Creating highly talented personnel

4) International strategies

5) Foundation of personnel function

6) Increasing investments in Human resource

7) Resistance to change and move

8) Other benefits

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Job analysis:

Job analysis is defined in terms of tasks, duties, processes and behaviours

necessary for job process. When the organizations operate in a fast moving

environment several novel approaches to job analysis may accommodate

needed change first managers might adopt a future oriented approach to jobs

requires that managers have a clear view of how jobs should be restructured in

terms of duties and tasks in order to meet the future organizations might adopt a

competency based approach job analysis where emphasis is placed on

characteristics of successful performers rather than on standard duties, tasks etc.

Job analysis may be understood as a process of collecting information about the

job. The process of job analysis results in two sets of data:

1) Job description

2) Job specification

Job description:

Job description is a written description of a job and the type of duties it

includes. Job description will contain many parts. They are as follows:

Job title

Location

Job summary

Duties

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Machines , tools and equipments

Materials and forms used

Supervision given or received Working conditions

Hazards

Job specification:

It is a statement of human qualifications necessary to do the job.

The job specification covers following areas:

Education

Experience

Training

Judgement

Initiative

Physical effort

Physical skills

Responsibilities

Communication skills

Emotional characteristics

Unusual sensory demands such as sight, smell hearing.

Skills include education or experience, specialized training, personnel traits and

manual dexterities. The physical demands of a job refers to how much walking,

standing, reaching, lifting or talking must to be done on the job.

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PROCESS OF JOB ANALYSIS:

Strategic choices

Figure: Process of job analysis

Strategic choices:

With regard to job analysis , an organization is required to make atleast five

choices:

1. The extent of employee involvement in job analysis

2. The level of details of the analysis

3. Timing and frequency of analysis

4. Past-oriented versus future-oriented job analysis

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Gather Information

Process information

Job Description

Job specification


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5. Sources of job data

Information Gathering:

All the details about the job need to be required.

Information Processing:

Once the job information has been collected, it needs to be processed, so that it

would be useful in various personnel functions.

Job design:

The logical sequence to job analysis is job design. Job design is an outgrowth of

job analysis that improves jobs through technologies and human considerations

in order to enhance organization efficiency changing, modifying and enriching

jobs in order to capture the talents of employees while improving organization

performance. Job design integrates work content and the qualification required

for each job in a way that meets the needs of employees and the organization.

Job design involves 3 steps:

1. The specification of individual tasks.

2. The specification of the methods of performing each task

3. The combination of tasks into specific jobs to be assigned to

individuals.

Job enrichment:

Any efforts that enhances a job by adding more meaningful task and duties to

make the work more rewarding or satisfying is job enrichment. This can be

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done increasing the level of difficulty of the job, delegation of more authority

and responsibility adding new tasks to the jobs etc.

Job enrichment or the vertical expansion of jobs may be accomplished by

increasing the autonomy and responsibility of employees. Organization workers

into teams and giving these teams greater authority for self-management can

also accomplish vertical job enrichment.

Benefits of job analysis:

The benefits derived from job analysis are as follows:

Recruitment and Selection

Compensation

Performance appraisal

Training requirements

Compensation:

Job analysis information is crucial for estimating the value of each job as

appropriate compensation. Compensation such as salary and bonus usually

depends on the jobs required skills and education levels, safety hazards, degree

of responsibility and so on and all these factors can assess through job analysis.

Performance appraisal:

A performance appraisal compares each employees actual performance with his

or her performance standards. Managers use job analysis to determine the jobs

specific and perform standards.

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HUMAN RESOURCE MANAGEMENT FUNCTIONS:

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and specialization,

orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to

eliminate because of modern legislation in respect of redundancy payments,

consultation, minimum periods of notice, etc. Very importantly,

overstaffing reduces the competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs

of the organization be compared with present resources and future predicted

resources. Appropriate steps then be planned to bring demand and supply into

balance. Thus the first step is to take a 'satellite picture' of the existing

workforce profile (numbers, skills, ages, flexibility, gender, experience, forecast

capabilities, character, potential, etc. of existing employees) and then to adjust

this for 1, 3 and 10 years ahead by amendments for normal turnover, planned

staff movements, retirements, etc, in line with the business plan for the

corresponding time frames.

The result should be a series of crude supply situations as would be the

outcome of present planning if left unmodified. (This, clearly, requires a great

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deal of information accretion, classification and statistical analysis as a

subsidiary aspect of personnel management.)

What future demands will be is only influenced in part by the forecast of the

personnel manager, whose main task may well be to scrutinize and modify the

crude predictions of other managers. Future staffing needs will derive from:

Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a result of

training, work study, organizational change, new motivations, etc.

Changes in employment practices (e.g. use of subcontractors or agency

staffs, hiving-off tasks, buying in, substitution, etc.)

Variations, which respond to new legislation, e.g. payroll taxes or their

abolition, new health and safety requirements

Changes in Government policies (investment incentives, regional or trade

grants, etc.) What should emerge from this 'blue sky gazing' is a 'thought out'

and logical staffing demand schedule for varying dates in the future which

can then be compared with the crude supply schedules. The comparisons

will then indicate what steps must be taken to achieve a balance.

That, in turn, will involve the further planning of such recruitment,

training, retraining, labour reductions (early retirement/redundancy) or changesin workforce utilization as will bring supply and demand into equilibrium, not

just as a oneoff but as a continuing workforce planning exercise the inputs to

which will need constant varying to reflect 'actual' as against predicted

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experience on the supply side and changes in production actually achieved as

against forecast on the demand side.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be

performed to determine their essential factors) written into a job description so

that the selectors know what physical and mental characteristics applicants must

possess, what qualities and attitudes are desirable and what characteristics are a

decided disadvantage;

In the case of replacement staff a critical questioning of the need to

recruit at all (replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage

or salary multiplied by probable years of service) hence bad buys can be

very expensive. For that reason some firms (and some firms for particular

jobs) use external expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff

with high reputations from existing employers to the recruiting employer.

However, the 'cost' of poor selection is such that, even for the mundane day-

to-day jobs, those who

Recruit and select should be well trained to judge the suitability of

applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for

morale purposes)

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Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local

media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has

some identifying logo as its trade mark for rapid attraction and it must take care

not to offend the sex, race, etc. antidiscrimination legislation either directly or

indirectly. The form on which the applicant is to apply (personal appearance,

letter of application, completion of a form) will vary according to the posts

vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements

about qualifications are thoroughly checked and that applicants unfailingly

complete a health questionnaire (the latter is not necessarily injurious to the

applicants chance of being appointed as firms are required to employ a

percentage of disabled people). Before letters of appointment are sent any

doubts about medical fitness or capacity (in employments where hygiene

considerations are dominant) should be resolved by requiring applicants to

attend a medical examination. This is especially so where, as for example in the

case of apprentices, the recruitment is for a contractual period or involves the

firm in training costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental

manager), by panels of interviewers or in the form of sequential interviews by

different experts and can vary from a five minute 'chat' to a process of several

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days. Ultimately personal skills in judgment are probably the most important,

but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for freshers)

Attainments

General intelligence

(All of these need skilled testing and assessment.) In more senior posts other

techniques are:

Leadership activities

Command exercises

Group problem solving

(These are some common techniques - professional selection organizations

often use other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to

good recruitment. Largely the former consists of teaching interviewers how to

draw out the interviewee and the latter how to create the candidates. For

consistency (and as an aid to checking that) rating often consists of scoring

candidates for experience, knowledge, physical/mental capabilities, intellectual

levels, motivation, prospective potential, leadership abilities etc. (according to

the needs of the post). Application of the normal curve of distribution to scoring

eliminates freak judgments.

Function 3: Employee motivation

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To retain good staff and to encourage them to give of their best while at work

requires attention to the financial and psychological and even physiological

rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week)

are determined externally (by national bargaining or government minimum

wage legislation) in many occupations but as

much as 50 per cent of the gross pay of manual workers is often the result of

local negotiations and details (e.g. which particular hours shall be worked) of

conditions of service are often more important than the basics. Hence there is

scope for financial and other motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the

industrial peace achieved) so good personnel policies are desirable. The latter

can depend upon other factors (like environment, welfare, employee benefits,

etc.) but unless the wage packet is accepted as 'fair and just' there will be no

motivation.

Hence while the technicalities of payment and other systems may be the

concern of others, the outcome of them is a matter of great concern to human

resource management.

Increasingly the influence of behavioural science discoveries are becoming

important not merely because of the widely-acknowledged limitations of

money as a motivator, but because of the changing mix and nature of tasks (e.g.

more service and professional jobs and far fewer unskilled and repetitive

production jobs).

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The former demand better-educated, mobile and multi-skilled employees much

more likely to be influenced by things like job satisfaction, involvement,

participation, etc. than the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about

and a source of inspiration for the application of the findings of behavioural

science. It may be a matter of drawing the attention of senior managers to what

is being achieved elsewhere and the gradual education of middle managers to

new points of view onjob design, work organization and worker autonomy.

Function 4: Employee evaluation

An organization needs constantly to take stock of its workforce and to assess its

performance in existing jobs for three reasons:

To improve organizational performance via improving the performance

of individual contributors (should be an automatic process in the case of

good managers, but (about annually) two key questions should be posed:

What has been done to improve the performance of a person last year?

And what can be done to improve his or her performance in the year to

come?).

To identify potential, i.e. to recognize existing talent and to use that to fill

vacancies higher in the organization or to transfer individuals into

jobs where better use can be made of their abilities or developing skills.

To provide an equitable method of linking payment to performance

where there are no numerical criteria (often this salary performance review

takes place about three months later and is kept quite separate from 1. and 2. but

is based on the same assessment).

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On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The

personnel role is usually that of:

Advising top management of the principles and objectives of an

evaluation system and designing it for particular organizations and

environments.

Developing systems appropriately in consultation with managers,

supervisors and staff representatives. Securing the involvement and

cooperation of appraisers and those to be appraised.

Assistance in the setting of objective standards of evaluation /

assessment, for example:

Defining targets for achievement;

Explaining how to quantify and agree objectives;

Introducing self-assessment;

Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the

system will be used.

Organizing and establishing the necessary training of managers and

supervisors who will carry out the actual evaluations/ appraisals. Not only

training in principles and procedures but also in the human relations skills

necessary. (Lack of confidence in their own ability to handle situations of

poor performance is the main weakness of assessors.)

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Monitoring the scheme - ensuring it does not fall into disuse, following

up on training/job exchange etc. recommendations, reminding managers of

their responsibilities.

Full-scale periodic reviews should be a standard feature of schemes since

resistance to evaluation / appraisal schemes is common and the temptation to

water down or render schemes ineffectual is ever present (managers resent

the time taken if nothing else).

Basically an evaluation / appraisal scheme is a formalization of what is done in

a more casual manner anyway (e.g. if there is a vacancy, discussion about

internal moves and internal attempts to put square pegs into 'squarer holes' are

both the results of casual evaluation). Most managers approve merit payment

and that too calls for evaluation. Made a standard routine task, it aids the

development of talent, warns the inefficient or uncaring and can be an effective

form of motivation.

Function 5: Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the

actual work area, training is the systematic development of the attitude,

knowledge, skill pattern required by a person to perform a given task or job

adequately and development is 'the growth of the individual in terms of ability,

understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks; Provide the

conventional training of new and young workers (e.g. as apprentices, clerks,

etc.);

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Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and

knowledge need changes. Meeting these needs is achieved via the 'training

loop'.

The diagnosis of other than conventional needs is complex and often depends

upon the intuition or personal experience of managers and needs revealed by

deficiencies. Sources of inspiration include:

Common sense - it is often obvious that new machines, work systems,

task requirements and changes in job content will require workers to be

prepared;

Shortcomings revealed by statistics of output per head, performance

indices, unit costs, etc. and behavioural failures revealed by absentee figures,

lateness, sickness etc. records; Recommendations of government and industry training organizations;

Inspiration and innovations of individual managers and supervisors;

Forecasts and predictions about staffing needs;

Inspirations prompted by the technical press, training journals, reports of

the experience of others;

The suggestions made by specialist (e.g. education and training officers,

safety engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities

such as:

Learning from observation of trained workers;

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Receiving coaching from seniors;

Discovery as the result of working party, project team membership or

attendance at meetings;

Job swaps within and without the organization;

Undertaking planned reading, or follow from the use of selfteaching

texts and video tapes;

Learning via involvement in research, report writing and visiting other

works or organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers;

Discussion group (conference and meeting) activities;

Briefing by senior staffs;

Role-playing exercises and simulation of actual conditions;

Video and computer teaching activities;

Case studies (and discussion) tests, quizzes, panel 'games', group forums,

observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost

effective, to identify needs to modify or extend what is being provided, to

reveal new needs and redefine priorities and most of all to ensure that the

objectives of the training are being met.

The latter may not be easy to ascertain where results cannot be measured

mathematically. In the case of attitude and behavioural changes sought,

leadership abilities, drive and ambition fostered, etc., achievement is a matter of

the judgment of senior staffs. Exact validation might be impossible but unless

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on the whole the judgments are favourable the cooperation of managers in

identifying needs, releasing personnel and assisting in training ventures will

cease.

In making their judgments senior managers will question whether the efforts

expended have produced:

More effective, efficient, flexible employees;

Faster results in making newcomers knowledgeable and effective than

would follow from experience;

More effective or efficient use of machinery, equipment and work

procedures;

Fewer requirements to implement redundancy (by retraining);

Fewer accidents both personal and to property;

Improvements in the qualifications of staff and their ability to take on

tougher roles; Better employee loyalty to the organization with more

willingness to innovate and accept change.

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MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning consists of

putting right number of people, right kind of people at the right place, right time,

doing the right things for which they are suited for the achievement of goals of the

organization. Human ResourcePlanning has to be a systems approach and is

carried out in a set procedure. The procedure isas follows:

1. Analyzing the current manpower inventory

2.Making future manpower forecasts

3.Developing employment programs

4.Design training programs

Need of Manpower Planning

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Manpower Planning is a two-phased process because manpower planning not only

analyses the current human resources but also makes manpower forecasts and

thereby draw employment programs. Manpower Planning is advantageous to firm

in following manner:

1. Shortages and surpluses can be identified so that quick action can be taken

wherever

Required.

2. All the recruitment and selection programs are based on manpower planning.

3. It also helps to reduce the labor cost as excess staff can be identified and thereby

Overstaffing can be avoided.

4. It also helps to identify the available talents in a concern and accordingly

training

Programs can be chalked out to develop those talents.

5. It helps in growth and diversification of business. Through manpower planning,

human

Resources can be readily available and they can be utilized in best manner.

6. It helps the organization to realize the importance of manpower management

which

Ultimately helps in the stability of a concern.

Advantages of manpower planning:

Manpower planning ensures optimum use of available human resources.

1. It is useful both for organization and nation.

2. It generates facilities to educate people in the organization.

3. It brings about fast economic developments.

4. It boosts the geographical mobility of labor.

5. It provides smooth working even after expansion of the organization.

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6. It opens possibility for workers for future promotions, thus providing incentive.

7. It creates healthy atmosphere of encouragement and motivation in the

organization.

8. Training becomes effective.

9. It provides help for career development of the employees.

Steps in Manpower planning

1. Predict manpower plans

2. Design job description and the job requirements

3. Find adequate sources of recruitment.

4. Give boost to youngsters by appointment to higher posts.

5. Best motivation for internal promotion.

6. Look after the expected losses due to retirement, transfer and other issues.

7. See for replacement due to accident, death, dismissals and promotion.

Strategy of manpower planning

Manpower planning is basically a regular coordination with different departmentsto know the exact requirement of the vacancy. It is duty of HR manager to find the

new requirement of vacancy. It is better to set Saturday for coordination with all

departments.

Manpower planning is the process by which an organization ensures that it has the

right number and kinds of people capable of effectively and efficiently completing

those tasks that are in direct support of the companys mission and strategic goals.

IMPORTANCE OF MANPOWER PLANNING

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Understaffing loses the business economies of scale and specialization,orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly toeliminate because of modern legislation in respect of redundancy payments,consultation, minimum periods of notice, etc. Very importantly, overstaffingreduces the competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs of theorganization be compared with present resources and future predicted resources.Appropriate steps then be planned to bring demand and supply into balance.

Thus the first step is to take a 'satellite picture' of the existing workforce profile(numbers, skills, ages, flexibility, gender, experience, forecast capabilities,character, potential, etc. of existing employees) and then to adjust this for 1, 3 and10 years ahead by amendments for normal turnover, planned staff movements,retirements, etc, in line with the business plan for the corresponding time frames.

The result should be a series of crude supply situations as would be the outcome ofpresent planning if left unmodified. (This, clearly, requires a great deal ofinformation accretion, classification and statistical analysis as a subsidiary aspectof personnel management.)

What future demands will be is only influenced in part by the forecast of thepersonnel manager, whose main task may well be to scrutinize and modify thecrude predictions of other managers. Future staffing needs will derive from:

Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility of labor as a result of

training, work study, organizational change, new motivations, etc. Changes in employment practices (e.g. use of subcontractors or agency

staffs, hiving-off tasks, buying in, substitution, etc.) Variations, which respond to new legislation, e.g. payroll taxes or their

abolition, new health and safety requirements Changes in Government policies (investment incentives, regional or trade

grants, etc.)

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What should emerge from this 'blue sky gazing' is a 'thought out' and logicalstaffing demand schedule for varying dates in the future which can then becompared with the crude supply schedules. The comparisons will then indicatewhat steps must be taken to achieve a balance.

That, in turn, will involve the further planning of such recruitment, training,retraining, labor reductions (early retirement/redundancy) or changes in workforceutilization as will bring supply and demand into equilibrium, not just as a oneoff

but as a continuing workforce planning exercise the inputs to which will needconstant varying to reflect 'actual' as against predicted experience on the supplyside and changes in production actually achieved as against forecast on the demandside.

RESEARCH METHODOLOGY

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STATEMENT OF THE PROBLEM

In the current scenario there is a skill shortage between employees. It is very

difficult for a company to employ the right person for the right jobs. The HR

manager faces lots of challenges from the process of recruitment, to right skill

match selection. Therefore with the view to know the reasons behind such

challenges, a study has been undertaken as to why this problem occurs in most of

the retail industries.

Significance of the study:

Human resource management is the backbone of the organization and its

success mainly depends on the manpower. The ability and potentiality of personnel

must match with the requirement of the position in the organization. A skill is

measured against consistency in output in a given span of time. So here the

learning/operations of employees put in to form a skill and henceforth the

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development of an individual and organization takes place, thus the significance of

skill mapping.

Research objectives

Main objectives of this study are:-

To understand the future organizational structure and manpower requirements

of TS.

To study about TS human resource plan.

To study the existing human resources of the TS.

To analyze job requirements and job descriptions of TS.

Sources of data collection:

This section explains how the data is collected i.e., either from primary or

secondary. It explains what method is used to collect the data, what instruments are

used for collecting the research plan.

The required data were collected through the following two sources:

Primary data sources:

For the purpose of the study the primary data were collected through

personal interview and also respective tasks will be given to respective employees

of each department.

Secondary data sources:

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The Secondary data for the present study includes the previous research

studies, books, journals also certain homepages of companies.

Statistical tools used:

For the purpose of analysis of the data statistical tool used for the present

study includes tabulation, bar/columnar diagram.

Plan of analysis:

After collecting the data it was compiled into data table and graph format to

understand it in an easy way. This analysis at the end helped in giving valuable

suggestions.

Research design:

A research design is a systematic planning and directing of a piece of

research .it is used to give meaning and resemblance to the information collected, i.

e. it gives any data and information , interpretation of that data. It is the sequence

followed in conducting a research. A research design is the arrangement of

condition for collection and analysis of data in a manner that aim to combine

relevance to the research purpose with economy in procedure. Research design is a

plan, a structure and strategy of an investigation process, which sets out to obtain

answer to research question.

A research methodology is a way to systematically solve research problem.

A research design is a logical and systematic plan prepared for directing a research

study. It specifies the objective of the study, methodology and techniques to be

adopted for achieving the objective. It constitutes the blue print for the collection,

measurement and analysis of data. A central part of research design is to develop

an effective research strategy of design.

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Descriptive research was carried out to conduct this study to conduct this

project. Descriptive research includes discussions, interviews and fact finding

enquiries of the problems. The objective of the study is to find out who, what,

when, where and how of the topic. The study may be simple and complex. It may

be done in many setting. The simplex descriptive study concerns an unvaried

question or hypothesis in which we asked size, form distribution or existence of a

variable.

The overall research design can split into the following parts:

a) The discussion which deal with the method of selecting items to be observed for

the given study.

b) The observation design which relates to the conditions under which the

observation are to be made.

c) The statistical design which concern with the question of how many item are to

be observed and how the information and data gathered are to be analyzed, and

d) The operational design which deals with the techniques by which the procedures

specified in the sampling, statistical and observational design can be carried out.

The research design is the conceptual structure. It constitutes the blue print for the

collection, measurement and analysis of data. A research design is a basic, which

guides the data collection and analysis of the phases of the project. It is the

framework, which specifies the type of information to collect the source of data

collection procedure.

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METHODOLOGY:

STEP 1: Grouping similar positions to form a unique job.

STEP 2: Job description is to be prepared for each unique job.

STEP 3: Identification of functional knowledge & skills required for that job.

STEP 4: Ascertaining proficiency level required for the job on a 5 point scale.

INDUSTRY & COMPANY PROFILE

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Indian Software Industry

In 1998-99, the software industry in India was worth Rs. 158.9 billion (US$ 3.9

billion). If the value of in-house development, which is taking place at many large

corporates, is added then the figure would touch around Rs. 190 billion (US$ 4.6

billion). This phenomenal growth has not been achieved overnight. The C.A.G.R

(Compounded Annual Growth Rate) for the Indian software industry revenues in

the last five years has been 56.3 percent. Here the C.A.G.R. for the software export

industry has been 60.71 percent while that for the domestic market has been 46.05

percent.

Domestic Software Market

In 1998-99, the domestic software market has been estimated at Rs. 49.5 billion

(US$ 1.25 billion) and this does not include the in-house development of software

by end users. The domestic software market has shown a C.A.G.R. of 46.05

percent which has been steadily improving in the last few year

The growth rate of the domestic software market was 41.02 percent 1998-99. The

domestic software market is expected to gross Rs. 73 billion in 1999-2000. With

the rigorous enforcement of Copyright laws, increase in government spending on

I.T. it is expected that in the coming years, the domestic market for software can

even register more than 50 percent annual growth rates.

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Also, the government has implemented zero import duty on software. This isalready having buoyant effect on the market and there is a increasing trend of

buying software through the Internet. It is expected that by 2008 revenues ofIndian domestic software market would touch US $ 37 billion. In the next fewyears, the prominent growth in the domestic software market is expected to get

boost by segments such as banking, E-governance, defence, etc.

Software Export Industry

The Indian software export industry continues to show impressive growth rates. In

terms of Indian rupees, the C.A.G.R. over the past five years has been as high as

60.71 percent. The industry exported software and services worth Rs. 0.30 billion

(U.S.$ 0.03 billion) in 1985; in 1998-99, a total export of Rs. 109 billion (U.S.$

2.65 billion) was achieved and it is expected that during 1999-2000, software

exports will be worth Rs. 172 billion (U.S.$ 3.9 billion). The software industry in

India expects to reach an export level of U.S.$ 6.3 billion by 2000-01 and U.S.$ 10

billion by 2001-02. The National IT Task Force of India has set a target of U.S.$

50 billion of annual I.T. software and services exports by 2008.

For achieving this velocity of business, both the software industry and the

Government of India are currently taking some bold and purposeful steps.

Amongst others, this exercise includes path-breaking measures adopted by the

National IT Task Force to further liberate the economy, simplification of

procedures, deployment of additional resources for technical manpower

development, new marketing channels, enhancing global brand equity and

providing state-of-the-art infrastructure for software development. The thrust on

I.T. services like E-commerce, Software Development, Interactive Integration

services, Application Service Providers (ASPs).

Location of Software Companies

The mushrooming of new software companies until a couple of years ago was

limited to a few cities. The industry was mainly concentrated around Bangalore,

Mumbai, Chennai, Delhi, Pune, Hyderabad and Calcutta. However, with the

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infotech revolution sweeping India, we have witnessed a very high growth of

infotech companies in other cities and towns as well. Most of the state

governments have today accorded the highest priority to the development of the

infotech sector in their states.

An analysis of the headquarters of the top 600 software companies demonstrates

the following statistics:

Mumbai 131

Bangalore 122

Delhi 43

Gurgaon & Noida 68

Hydrebad 64

Chenna 55

Calcutta 25

Pune 23

Tirvandururm 14

Ahmedabad 10

Bhubaneshwar 10

Others 35

Types of services

Type of Services Rs. million Percentage

Onsite Services 63,650 58.18 %

Offshore Services 37,100 33.92 %

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Products & Packages 8,650 7.9 %

Break-up of software Activity

Software

Activity

Domestic Market Export Industry

Rs. million Percentag

e

Rs.

million

Percentage

Projects 14,100 28.5 39,950 36.5

Professional Services 2,500 5 48,300 44.15

Products & Packages 23,900 48.5 8,650 7.9

Training 2,300 4.5 1,880 1.72

Support &

Maintenance

2,000 4 4,650 4.25

I. T. Enabled Services 4,700 9.5 5,970 5.48

Total 49,500 100 109,400 100

Domestic Software Activity

Products & Packages 48.5%

Projects 28.5%

I. T. Enabled Services 9.5%

Professional Services 5%

Training 4.5%

Support & Maintenance 4%

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Software Export Activity

Professional Services 44.15%

Projects 36.5%

Products & Packages 7.9%

I. T. Enabled Services 5.48%

Support & Maintenance 4.25%

Training 1.72%

Software Export Destination

North America 61%

Europe 23%

Japan 4%

South East Asia 4%

Australia & New Zealand 2%

West Asia 1.5%

Rest of the World 4.5%

Development Focus

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Application Software Development 59%

Consultancy 16%

Communication Software 14%

Systems Software Development 9%

Firmware 2%

Development Platform

The majority of companies concentrate on the following four major development

platforms (Also, as most companies develop on more than one platform, the values

shown total more than 100%):

PC / Internet 86%

Mainframe 19%

Midrange 43%

Unix 61%

Top ten Software Companies

Tata Consultancy Services (TCS)

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Wipro Infotech Limited

NIIT Limited

Pentafour Software & Exports Ltd.

Infosys Technologies Ltd.

Satyam Computer Services Ltd.

IBM Global Services (I) Pvt. Ltd.

Cognizant Technologies Solutions

Tata Infotech Ltd.

DSQ Software Ltd.

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SWOT Analysis of Indian Industry

Strengths

High Quality & Price Performance:

Quality is the hallmark of Indian I.T. software and, services. ISO 9000certification and SEI Level 5 are the order of the day. High quality knowledgeworkers and attractive price performance have been and will continue to be a keycomponent of India's value proposition.

Large Pool of Knowledge Workers:

The basic raw material for any software development activity or a dotcom start upis the availability of quality knowledge workers. India's main competitiveadvantage is its abundant, high-quality and cost effective human resources.

Currently, India trains more than 73,000 professionals a year and has around80,000 people working in the software and services sector. This is the secondlargest I.T. work force in the world. Recently, the Government of India hascommitted to providing computer education in every school by year 2003.

State-of-the-art Technologies:

A majority of Indian software companies use state-of-the-art technologies,

including the latest in client-networking, E-commerce, Internet, ASP, CASE tools,

communication software, ATM, protocols, GUI etc.

Flexibility and Adaptability: Indian software professionals easily adapt

themselves to new technologies. In the software industry, where technological

obsolescence is the order of the day, flexibility to adapt to new technologies a

major strength

Reliability: Software programmers from India are able to provide expertise for all

or large projects with dollar savings. The motto is ultimate adherence deliveryschedules and customer satisfaction

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Off-shore Development through Datacom links:

Off-shore software development in India especially through high-speed datacom

(satellite links), provides immense cost and time saving.

Large Projects:

Indian companies increasingly large numbers are demonstrating their ability tohandle large projects (more than 500-700 man- ears), including turnkey projects.

High Growth:

A Software export as well as the domestic demand in the last few years has been

consistently growing at annual growth rate of about 50 percent.

Engineering Base:A strong base of national institutes, engineering college and universities has laid astrong foundation of education in engineering skills amongst Indian software

professionals. The IITs (Indian Institute of Information Technology) in variouscities are the new institutions to join the bandwagon.

Mathematical and Logic Expertise:

Indias success in providing efficient software solutions can be also attributed tothe mathematical and logical ability Indians.

HighAspirations:

The Indian IT software and services industry has set itself higher aspirations andgoals. Th recent aspiration is to reach annual revenues of U.S.$ 87 billion by 2008(from a level of U.S.$3.9 billion during 1998 99), achieve 100 percent literacy,more, employment and entrepreneurship opportunities.

Indians in Silicon Valley:

As per a recent survey, 23 of the Fortune 500 company CEOs are of Indian origin.It has been reported that a business plan of a dotcom company in Silicon valley,U.S.A. receives higher priority if an Indian name associated with it. The

successful India in Silicon Valley has organise themselves under the IndusEntrepreneurs Group (TiE).

Government Encouragement:

Since 1999 the Government of India has accorded thrust area status to the softwaresector. The Government has amended the Copyright Law to make it one of thetoughest in the world; eliminated import duty on computer software; exempted

profits derived from software exports from Income Tax etc. The Government of

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India has also set up innovative scheme like Software Technology Parks, etc., forpromoting software exports.

Infrastructure:

A growing number of State Governments and cities are building hi-tech buildingsand habitats to accommodate the ever increasing numbers of software companiesand enterprises. These are in the form of intelligent habitats and buildings andinclude infrastructural support like high- class value-added data communicationservices, captive power, recreational facilities, etc. They incorporate state-of- artfacilities viz. plug-and-play features. This is assisting companies to quickly set uptheir software operations in India.

Global Research & Development:

More and more multinationals are setting up their global R&D units in India,recognising the immense power of local talent.

Weaknesses

Lack of Package Orientation:

Although, a few companies have started making shrink-wrapped softwarepackages, the industry as a whole is still not oriented towards development ofworld class 'shrink-wrapped' software packages. Thus, the industry is not able totake advantage of a multiplier effect for growth in revenues.

Lack of Domestic Computerisation:

Lack of adequate computerisation has led to a relatively weak domestic software

market. Even, the PC penetration rate is very low.

Lack of Internet Penetration:

With low penetration of PCs, it is obvious that Internet penetration is also poor. Atthe end of the year 1999, India could only boast of 6, 10,000 Internet connectionswith about 2.1 million users. The recently announced Internet Service Provider

policy is expected to improve the situation.

Original Technology:

The Indian software industry possesses the expertise to absorb and use the latesttechnology. However, barring a few exceptions, it has still not produced enoughoriginal technology breakthroughs. Succinctly put, the industry has not createdoriginal operating systems or new computer languages and technologies, whichcould be used globally.

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Mission Critical Real Time Operations:

Some of the leading companies in India have handled software development for

mission critical real time operations. However, the industry as a whole does nothave much experience in this field.

Project Management Skills:

As the Indian software industry has been growing at a fast rate, most of the projectmanagers are becoming entrepreneurs, thus creating a gap in demand and supply of

project management skills.

Venture Capital:

In building a robust venture creation process, India still faces few constraints. Tobuild a prolific venture community, India needs to focus on boosting all stages of

venture creation process and have simplified procedures so that the domesticVenture Capital movement can flourish and overseas Venture Capital funds can beattracted.

Localisation:

With the exception of isolated cases, not much exists in providing software

applications in innumerable local languages. Thus, computer penetration in India is

restricted to merely the English speaking population.

Opportunities

Global Market:

The market is large and rapidly changing-from a mix of legacy client server to web/ package-based services. Market openings are emerging across I.T. services,software products, I.T. enabled services and E-businesses, and creating a numberof new opportunities for Indian companies.

Domestic Demand:

The corporate, government and consumer sector of the Indian domestic marketoffers a U.S.$ 18 billion opportunity by 2008 to software and services companies.

Outsourcing:

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The global outsourcing business was worth U.S.$ 77 billion in 1997 and has beengrowing at the rate of 15-18 percent per annum. A recent survey indicates that by2002, more than 59 percent of the Fortune 1000 companies and othermultinationals will outsource some part of their application development andmaintenance activities. India can gain and corner a greater marketplace.

E-Commerce/E-Business:

India not only has a huge opportunity to service this market but also has a uniqueopportunity to address the needs of the NRI community around the world.

Overseas Listings:

India today commands a very high respect among investors in India and overseas.

Almost all major overseas stock exchanges -are keen for Indian softwarecompanies to list themselves on their respective exchanges. This is a majoropportunity for the Indian software industry to attract the requisite investments.

Internet Service Provider (ISP) Policy:

The recent permission to allow private ISP's operate in India and set up their owngateways will unprecedented Internet proliferation throughout India.

Threats

Government Interference:

In the past decade, the Government and industry have worked very well together inIndia for the success of the I.T. software and services industry. Now theGovernment's role needs to be increasingly directed towards providing suitableinfrastructure and continuing its role in the simplification of policies. Any further

plans for Government control, restrictions or undue interference could well pose athreat to the industry.

Telecom Infrastructure:

The immediate need of the hour in India is to have a world class telecominfrastructure at globally competitive tariffs. The Department ofTelecommunications has taken a number of initiatives including the NationalTelecommunication Backbone, National Internet Backbone, and plans for

providing high bandwidth Internet connectivity to remote corners of India.

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However, Government monopoly, lack of speed and adherence to archaictelecommunication rules and regulations can prove to be a threat to the industry.

Lack of Speed:The world is moving at the speed of Internet. The decision- making and time takenfor implementation in India needs to be at a much faster pace so that the Indian I.T.software and services industry does not lose any opportunities.

Infrastructure:

Although, the software industry is growing at a phenomenal rate, many othersectors in India have not yet been able to keep pace with it. Lately, almost allmajor cities are building hi-tech buildings to house the software industry. These

buildings have state-of-art infrastructure, data communication facilities, captive power etc. But, lack of power, highways, housing and international airports issome cities has become a major constraint.

Cost:

Rising cost of infrastructure, basic amenities and salaries can pose a threat if notadequately balanced with value addition.

Protectionism by Export Destinations:Many countries in North America and Western Europe are creating protective andnon-tariff trade barriers, especially with regard to the movement of skilledmanpower. Visa issues and non-tariff trade barrier may prove to be a threat. Indiashould insist for removal of non-trade tariff barriers at WTO.

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COMPANY PROFILE

VISION:

TOTAL Accounting Software Solutions is company with vision to give easy anduser friendly software solution to the masses, mainly to the general traders,shopkeepers, small and medium business houses, across India, starts from capitalsto the rural most areas in India, We believe in designing and tailoring the software

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to suite various industry segments ranging from basic trader to Jewel traders,Pharmaceutical retailers, and hardware dealers and so on

MISSION:

In a small span of 10 months TOTAL has got exhaustive popularity due to itsUNIQUE features, hence all the leading newspapers in Karnataka like VijayKarnataka, Vijay Times, UshaKiran, Kannada Prabha, Times Of India, SamyuktaKarnataka, Prajavani, Deccan Herald and all other papers have written about theTOTAL and its Unique fecilities to the business people.In the media like Leading News Papers of Karnataka, Free Ads, Sulekha Print andWeb Media Leading Business Magazine like P4, and many more have released

Advertisements of TOTAL.

PRODUCTS

ID CARD CREATOR:

There is an Admin module where the server is set up with a centralized database.The admin is expected to do the initial set up for the organization where he entersthe values for the fields that are in common for every identity card, irrespective of

the position of the person in the organization. The card would contain themonogram of the company (with an address and telephone number), the companylogo and the IP address of the server. The values entered in this form will bemaintained in the ID cards created. After the initial set up from the admin, theapplication being installed in any number of client machines can be used parallely

by many users by logging in with valid login credentials. The high quality ID CardCreator lets you produce cost-effective ID cards in a matter of minutes with yourchoice of personalization features including high-resolution photos being captured.

INVENTORY SYSTEM:

Orders are planned to cover customer and production requirements. Messages arecreated identifying item, priority, and release timing. Orders are reviewed;vendors, quantities, terms are changed and approved. Orders are sent to the vendorthrough email. Receiving process inbound material according to quality

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specifications. Receiving routes materials based on production and customerrequirements. Accounts payable is updated from receiving process.

RETAIL MANAGEMENT:

Orders are planned to cover customer and production requirements. Messages arecreated identifying item, priority, and release timing. Orders are reviewed;vendors, quantities, terms are changed and approved. Orders are sent to the vendorthrough email. Receiving process inbound material according to qualityspecifications. Receiving routes materials based on production and customerrequirements. Accounts payable is updated from receiving process.

CLINIC SOFTWARE:Total Clinical Magement System

TCMS offers modules for the management of Doctor's Appointments,Diagnostics, Treatment, Prescriptions, Lab Analysis Reports, Patient-Informationincluding history, Administrative activities and Billing.

Key Features

User authentication with access level control ensures that only authorized

users may access and LAN compatible. Easy-to-use interface, quick and easy information entry and retrieval. Complete and automatic operating system of receptions. Accurate and consistent data entries. Capture your patients bio information, registration and schedule

appointments. Record information on your assessment, diagnosis and prescription of your

patients. Automatic printing of prescription. Complete history of patients. Calculate the total bill at the end of consultation. End-of-day reports such as drug prescription list, collection list Drug usage

and Suggested Test reports. Built in backup and restore facilities. Compatible with any windows XP or higher. Cost-Effective.

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SOLUTINS

EDUCATIONAL ERP:

Educational ERP helps to track their students admission - performance - theirusage of library to hostels apart from their placements. Once student getsadmission, his data will be reflected to all the concerned departments like accounts, library, hostel, laboratory etc. within a fraction of second. All themandatory reports are also available at the touch of one button. It brings entirecontrol of the institution on touch of button and connects various departments andthe person of the college. It also connects various colleges of the same institution.

Key Features

AFFILIATION ONLINE ADMISSION COUNSELLING FEES FACULTY INFORMATION ATTENDANCE ONLINE CLASSROOMS TIME TABLE SCHEDULING TESTS AND ASSIGNMENTS

CHAT, GROUP MAILING, FORUMS LIBRARY MANAGEMENT DIGITAL LIBRARY ACCOUNTS PAYROLL MANAGEMENT BUDGET & INVENTORY OFFICE ADMINISTRATION DOCUMENT MANAGEMENT HR SYSTEM RESEARCH MODULE HOSTEL MANAGEMENT

BILLBOARD MANGEMENT:

BMS is a Active RFID based Billboard Tracking System developed by TOTAL toenable tracking and monitoring of Billboards and digital displays. BMS will enable

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tracking of the Billboards and Digital Displays and shall enable the users to trackthem using a handheld device from a distance of 30 meters. Active RFID Tags areattached to the Billboards and can be tracked by the handheld in real time. Thehandhelds will be able to track the Billboard with RFID tags in 30 meters range.BMS comprises of the following components Handheld Device RFID Tags Thehandheld device with the RFID reader which will be used by the user to track theBillboard in real-time. Active RFID Tag placed on the hoarding and its used tomonitor and track the hoarding in real-time by the Handheld. The user can movewith the Handheld in a specific area and track all the hoarding with the ActiveRFID Tag installed on them in that area. The proposed system shall have acoverage of about 30 meters. We have chosen handheld from a leading industrialhandheld company and the RFID tags & PCMCIA RFID Reader are from ainnovative tracking technology company.

This Unique Solution has been implemented successfully at HubliDharwad

Municipal Corporation (HDMC)

CYBERCAFE VISITORS TRACKING SYSTEM:

Completely unique and new software CYBERCAFE VISITORS TRACKING

SYSTEM to check the Crime through the Cyber Cafe Visitors network developedby M/s KARNATAKA STATE ELECTRONICS DEVELOPMENTCORPORATION LIMITED, (KEONICS) jointly with Total Computer Software(I) Pvt. Ltd. This solution has the capability of tracking all the visitors from everycybercaf, thus reducing the cyber-crime in the city. The software has helped the

police to track every visitor of all the cyber cafes in the city, by accessing thecentralized database which gives the every visitors details like Name, Address,Photo of Person, Id Card Details, Visited Date, Time, Browsing Center name,Browsing Center Area and the MAC address of the system used

Our solution offers:

Current Security Threats & Cases Cyber Crime Incident Handling Working With Law Enforcement

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Key features

Centralized Cyber Caf Registration. Unique Id for Cyber Cafes Global database for Visitor Information Cyber-User Id for further loggings Simple and cost effective solution for Cyber caf owners Centralized vigilance for Investigation Authorities

WEB TECHNOLOGY

LOANS PORTAL:

The Loans Portal is a web based portal, which is a one stop solution for all thepeople involved in the Lead Generation process. This online portal enables everyuser of the portal to know about the different policies available and also enablesthe interested user to give a brief introduction, like his contact information and theaddress and also, the type of policy he is looking for. This information of everyinterested end user is received by an agent, also called a registered user. The agentthen, contacts the user for further details. An agent is charged some amount forevery lead that he receives. An Admin assigns a password to an agent and has the

access privilege to view the Information flow, the agents information and the endusers information.

Key Features

Agents

Registration Account Checking Account Updations

Profile Leads Info

End user

Registration

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Admin

Login Account Updation of Agents View information flow View Agents Info View End user Info Provide Username/Password to Agents Check genuine info and Update

INSURANCE PORTAL:

The Insurance Portal is a web based portal, which is a one stop solution for all thepeople involved in the Lead Generation process. This online portal enables everyuser of the portal to know about the different policies available and also enablesthe interested user to give a brief introduction, like his contact information and theaddress and also, the type of policy he is looking for. This information of everyinterested end user is received by an agent, also called a registered user. The agentthen, contacts the user for further details. An agent is charged some amount forevery lead that he receives. An Admin assigns a password to an agent and has theaccess privilege to view the Information flow, the agents information and the end

users information.

Key Features

Agents

Registration Account Checking Account Updations Profile

Leads Info

End user

Registration

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Admin

Login Account Updation of Agents View information flow View Agents Info View End user Info Provide Username/Password to Agents Check genuine info and Update

TALENT HUNT:

Any person having unique qualities is called Talent. There are different types oftalents, like Modeling, Acting, Dancing, Anchoring, Singing etc. A Talent alwayslook for a chance to make it big in the Industry and thus, will look out for Agenciesor Production house to post in their profile for them to consider. The talents searchfor agencies and through middlemen, who are agents. Agents also look for newtalents and vice versa. Talente

chaitra max 121

Documents