HRD MANAGEMENT IN IT
INDUSTRY
1.0 INTRODUCTION
1.0.1 Success of every business enterprise depends on its human resource. Money,
material and machines are inert factors; but man with his ability to feel, think, conscience
and plan is the most valuable resource. At the same time human elements are most
difficult to be inspired, controlled and motivated. The upcoming competition in India,
will demand high motivational level of its employees.
1.0.2 Growth of an enterprise is vital for the economic development of the country. This
is possible only by maintaining the enthusiasm and motivation of the employees, which is
vital for carrying out the operations in most efficient manner. The most successful
companies, all over the world have designed their business policies to achieve higher
productivity by using potentiality and strength of people.
1.0.3 The basic aim of human policies is the genuine concern for the people. Proper
design of human policies is based on the higher responsibilities, personal and positive
approach in the total perspective of organisational interest. The world's best companies
have established their strength with their people. The employees identify themselves with
the company they are working for. This also help in building up their spirit, morale and
espirit-de-cops which becomes strength of the company. The culture of excellence thus
nurtured contribute to growth with stability and continuous improvement in productivity.
1.0.4 Finding the right man for the job and developing him into a valuable resource is an
indispensable requirement of every organisation. Human resources are capable of
enlargement i.e. capable of providing an output that is greater than the sum of the inputs.
Proper recruitment helps the line managers to work most effectively in accomplishing the
primary objective of the enterprise. In order to harness the human energies in the service
or organisational goals, every manager is expected to pay proper attention to recruitment,
selection, training, development activities in an organisation. Proper promotional avenues
must also be created so as to motivate employees to peak performance. Thus, personnel
functions such as manpower planning recruitment, selection and training, when carried
out properly, would enable the organisation to hire and retain the services of the best
brains in the market.
1.1.1. And Some industry commentators call the Human Resources function the last
bastion of bureaucracy. Traditionally, the role of the Human Resource professional in
many organizations has been to serve as the systematizing, policing arm of executive
management. In this role, the HR professional served executive agendas well, but was
frequently viewed as a road block by much of the rest of the organization. While some
need for this role occasionally remains you would no want every manager putting his
own spin on a sexual harassment policy, as an example—much of the HR role is
transforming itself. The role of the HR manager must parallel the needs of his changing
organization. Successful organizations are becoming more adaptable, resilient, quick to
change direction, and customer-centered. Within this environment, the HR professional,
who is considered necessary by line managers, is a strategic partner, an employee sponsor
or advocate, and a change mentor.
1.1.2 Strategic Partner:-In today’s organizations, to guarantee their viability and ability to
contribute, HR managers need to think of themselves as strategic partners. In this role,
the HR person contributes to the development of and the accomplishment of the
organization-wide business plan and objectives. The HR business objectives are
established to support the attainment of the overall plan and objectives. The tactical HR
representative is deeply knowledgeable about the design of work systems in which people
succeed and contribute. This strategic partnership impacts HR services such as the design
of work positions, hiring; reward, recognition, and strategic pay; performance
development and appraisal systems; career and succession planning; and employee
development.
1.2.1 The main role of leadership was seen as creating a participatory process for
employee involvement, to build collective wisdom. Control has given way to
collaboration and the old paradigm of promoting competition and motivating through
incentives shifted to creating co-operation and oneness amongst people. This is a marked
shift to build effective teams. Research shows that six out of every 10 employees like to
work in teams. 87 per cent of all Fortune 500 companies use parallel teams and about 100
per cent of all companies use project teams.
1.2.2 Story telling and appreciative enquiry are emerging as a new dimension in
positive motivation. Finding out what's wrong seems to be the trend. In Walt Disney,
telling success stories is one of the important methods used to remind people of greatness
and goodness of the organisation. Leaders in Disney concentrate on quality, values and
involvement. Speaking in the plenary sessions, Tom Peters said, " We have transitioned
from an asset-based economy to a talent-based economy. The new definition of lay-off is
untalented go talented stay. Leaders must realise that talent is equal to brand". His new
theory is EVP which means "Employee Value Proposition".
1.2.3 Rosabeth Moss Kanter said, " Human beings are good raw material, they
become assets when you train them to increase their knowledge and skills". She added
that only a few organisations really train people to make them a success. Seconding this,
Mr Peters pointed out how most organisations are not serious about developing people.
They spend on an average 26.3 hours per person per year on training. A surgeon, a pilot
or an athlete on the other hand spends 10-15 times more on training.
1.2.4 He also stated that the HRD department should be renamed TDFD (Talent
Development Fanatic Department) and wealth for this new regime will flow from
innovation, not organisation. Quoting Gary Hamel he said, only those employees will
succeed who are "certified radical". Only those companies will succeed who create a
cause, not a business. Leaders according to him are living individuals, whom people can
smell, feel and touch. Their passion for work must be infectious.
1.2.5 Another aspect of leadership if the decision to introduce fun in the work place.
Research shows that this reduces absenteeism and builds stronger, deeper and longer
lasting relationships. It appears out of every 100 Fortune companies in the last decade, 69
are dead and only 31 are alive. In a Forbes Magazine study of around 100 companies
from '17 to '87, only 39 companies were found to survive. Management of Change:-
Research proves that many change models don't consider the human experience during
change. The overriding concern seems to be to downsize. It was found that most change
processes go through four fundamental stages.
1.2.6 A number of presentations revealed that leaders who initiate change must do so
with one foot in the future and the other planted in past values. Forgetting tradition must
can devalue existing strengths. The success of a change process depends on the skill of
the facilitator to create a participatory process to enlist the support of people and address
the issue of grief.
1.2.7 E-Learning :- Organisations like Ford Motor, Hewlett Packard, Intel and IBM are
using e-learning to increase the knowledge of their people. Companies like Fordstar even
manage time differences between countries while conducting virtual class rooms, chats,
demos, presentations to communicate new concepts, product details, core values, issues
of governance and corporate communities.
1.2.8 CEO's are talking to their people about new ideas and enlisting their support
through forums and message boards. This is changing the way people behave and work.
The advantages of e-learning are many: It is self-paced, flexible, less expensive, modular
and has a huge reach.
1.2.9 Universities like Cornell, MIT, Stanford, etc, have started emphasizing e-learning to
attract a worldwide audience. Web-centric universities are becoming the order of the day.
William Taylor, editor and managing partner of the Fast Pace magazine, said, "There is
no going back from back from dotcoms". He was of the opinion that there is a merger
taking place between computers and human beings.
1.3.1 The Innovative Practices in Human Resources study uncovered 12 practices that are
reducing HR costs and improving service quality to employees. Key findings from this
research included the need for HR managers to streamline processes, lower overhead
costs, and enable their departments to advance from transactional organizations to
strategic partners in the business.
1.4.1 Most Human Resource professionals are familiar with the concept of strategy.
There is much more concentration and focus today on the strategic outcomes of human
resource activity than ever before. The area of compensation is no exception.
1.4.2 Pay for performance systems are becoming more and more popular as senior
managers reach beyond the use of compensation systems to deliver pay. There is far more
interest in more closely linking the reward mechanisms to the achievement of corporate
objectives. Motivation for superior performance is the goal.
1.4.4 A merit system demands that managers be willing to make distinctions in merit
increases based on performance. However, several factors get in the way of this
happening. First, the annual salary change is usually a small percentage. Giving the better
performer 2% more than the cost of living has little motivation or recognition attached to
it. Similarly giving the poor performers 2% less than the cost of living increase is not that
much of a penalty. So many managers don't make that distinction - it is too much hassle.
So everybody gets the same increase.
1.4.5 Second, most performance appraisal systems are after-the-fact appraisals. In other
words, at appraisal time, which is usually toward the end of the year, managers are
required to evaluate the performance of their staff. It means sitting down and trying to
reconstruct what each staff member did, capturing it in a non-threatening way,
communicating the evaluation without a fuss and finally, making a merit increase
recommendation. Sound like a familiar pattern? It is a process that repeats itself year after
year.
1.4.6 The end result is usually a lot of avoidance behavior. Managers avoid the appraisal
process like the plague. Although employees profess to want to "know where they stand"
they often take issue with the appraisal. Besides, they don't listen to the evaluation, they
wait until the penny literally "drops". "What is my rating and how much do I get?" is a
constant theme in merit systems where salary decisions are tied so closely with the
appraisal process.
1.4.7 You might well ask is there any way out of this mess? The answer is fortunately
yes. Organizations that are the best and want to separate themselves from the rest, are
turning away from the merit system and toward an annual incentive system, particularly
for middle and upper management positions but increasingly for teams and individuals
lower down in the organization as well.
1.4.8 They are adopting a system of annual incentive bonuses linked directly to the
achievement of corporate and individual objectives in three specific areas. The areas are
corporate revenues and gains, cost containment and behavioral changes. The first two
areas are quantitative and the third area, which is gaining in importance, is qualitative in
nature, and has a great deal to do with building managerial and individual competence.
1.4.9 Why Is This Transition Occurring? :-Well, there are many challenges facing
businesses today and these challenges are driving them to find better ways of linking pay
and performance to the achievement of corporate results..
1.5.1 The California State University (CSU) system is being challenged to meet
increasing demands for educational and administrative services through the innovative
use of technology and human resource systems. Even though funding levels for higher
education have been cut in recent years, public/taxpayer expectations and the demands
for quality education, access, service, and accountability have grown. Technology
initiatives within the CSU have resulted in significant advances and improved technical
capabilities and efficiency. Human resource and organizational systems are also needed
to capitalize on and thrive in this rapidly changing work environment.
1.5.2 In 1991, the CSU began a study to look at alternative work and job design
approaches to meet these challenges. The study focused on the information technology
community and how work processes and activities could be better organized to remove
artificial barriers and improve organizational effectiveness, a process often associated
with the term "reengineering." Secondly, the study focused on developing a job design
approach that could adapt to changing skill requirements and that would promote the
continuous acquisition of skills for knowledge-based employees in information
technology. The goal of improved organizational effectiveness and an orientation towards
reengineering and skills guided the development of the proposed job design approach.
1.5.3 This article begins by identifying several trends that led to the study, then describes
the overall project within the context of an organizational effectiveness equation. A new
job design approach that was proposed as a result of the study is presented, including a
new classification structure and competency dimensions and measures for defining and
evaluating positions. Finally, other supporting systems are described for an integrated
human resources approach. The development phase of the project has been completed,
and the CSU anticipates entering into negotiations with its employee representatives in
the near future.
1.5.4 Three trends have had a direct impact on the development of a strategic job design
approach for the information technology community at the CSU: (a) diversification and
convergence of technology, increased demand for educational access and (b) changes in
instructional delivery methods; and changing work place demands and priorities.
1.5.5 The technology demands within higher education lead to a complex and dynamic
computing environment. Academic and administrative computing strategies tend to be at
cross-purposes in terms of defining systems requirements. This has resulted in widely
diverse systems and technology within and across the CSU's twenty campuses.
Increasingly, however, campus systems are becoming more integrated, as data are shared
across multiple platforms on a network "highway" that is linked to external information
sources. Networking and desktop computing have removed traditional boundaries for
information access, research, and decision-support purposes. Data, voice, and video
technologies continue to be combined in more interactive and user-friendly formats.
1.5.6 In terms of educational trends, many institutions offer distance learning using
various transmission media and are incorporating instructional technology into
curriculum development. Students expect guaranteed access to technology and to
research databases, and this access has become an issue of social responsibility.[1]
Library and computing functions are becoming increasingly interdependent in "an
infrastructure of scholarly communication" within higher education.[2] Workplace
trends, as presented in Sustaining Excellence in the 21st Century: A Vision and Strategies
for College and University Administration, well represent the outlook for the CSU. Two
key issues are identified:
(1) Economics. There is increasing pressure to constrain administrative costs within the
"labor intensive cost structure" that exists in higher education. Reductions in staff are
occurring at the same time as transaction volume and service expectations are growing.
(3) Another central workplace trend is the "earning and learning" environment described
by the U.S. Department of Labor in its Secretary's Commission on Achieving Necessary
Skills (SCANS) report. To quote Thomas P. Foley, Secretary of the Pennsylvania
Department of Labor and Industry:"We've changed from the idea of "one skill, one job"
to the reality of a range of skills that have to apply to a number of different kinds of
professions. More to the point, workers must possess a skill that they continually upgrade
just to keep pace in the professions they choose."
(4) The influx of new technology and applications has created a demand for continual
learning and adaptation. Due to the CSU's relatively stable workforce, maintaining skills
to keep pace with changing technology was identified as a critical goal. Knowledge
requirements are expanding to encompass a greater breadth of technologies and subject
expertise, as well as including process-oriented capabilities such as communication and
negotiation skills.
1.5.7 The implications of these technological , educational, and workplace trends point
directly to the need to reengineer organizational structures, work design, and processes.
Based on these trends and overall organizational goals, two key objectives were
established for a new job design approach for the CSU: flexibility and skill development.
Fundamentally, each campus needs the flexibility to achieve its goals by distributing
work assignments in a way that optimizes its available skill mix and promotes individual
skill development and initiative.
5. To suggest the measures to fill the gaps and improve motivation level of employees
and HR management in IT industry.
1.7.1 The study was exploratory in nature. All published and unpublished available on the
subject matter was consulted. Interview and discussions were held with the various
executive/ Managers/ staff employed in IT sector. The HRD functions/ activities being
undertaken in different IT organisations were also studied. Primary and secondary data
available with these organisations was also used for this project study.
1.7.2 In order to measure the employees perceptions of emerging HR trends in different
IT organisation, the survey was undertaken. The survey was based on structured
questionnaire. The questionnaire was mainly based on objective type close-ended
question, but few open ended questions were also included.
1.7.3 Firstly, the pilot survey on ten randomly selected respondents was undertaken. Then
the questionnaire was modified accordingly, if desired.
1.7.4 The final questionnaire was administered in person to the extent possible and
through mail if needed. The 100 respondents were selected among the executives and
staff working in various IT organizations. The convenient random sampling technique
was used for the selection of the respondents.
1.7.5 Finally, the results of the survey has been presented in Tabular form, analyzed and
interpreted to meet the required needs of this project study and presented in Report form.
-2
HR TRENDS IN IT INDUSTRY
2.0 HR IT SCENARIO
2.0.1 The web is altering the HRD landscape beyond recognition. The key to
knees’.
2.0.2 What is this thinking on your knees? Normally as the HR person you
required in your decision process with questions like why, how and when
and not just what. At this point you operate on your knee i.e. with far more
dynamism and with a lot more effectiveness than thinking on your feet.
2.0.3 The employees are like gypsies, on the move all the time. They camp at
some location, enhance their skills, responsibility levels and move on.
Opportunities are plenty and the next job opening is only a mouse click
away. The question is not about what else you can do to retain an
employee but it is about making him productive, while he is with you. The
value addition will then happen for both the employee as well as the
speed is the key to winning corporate battles. The corporate success is sum
must make recruiting, hiring and retaining top talent, as the organisation’s
major thrust area. Competent people deliver the rest don’t matter.
organisation will provide continuity and ensure for them their leadership
2.1.3 Points to note: The following points are important and must be properly
understood.
· Plan and create short-term win targets – reward employees and recognise
achievers.
2.2.1 The world’s most popular people resource base seems to be falling short
and attrition, can India’s IT industry achieve its software and services
2.2.2 Country: India. Population: 1 billion-plus. If that sounds like too many
people, think again. Plug in English-speaking and low labor costs, and
across the world. Take a look at the US, already with a 10- million-strong
IT workforce, which needs to fill 1.6 million new jobs in the next one year.
2.2.3 Japan is no different and estimates close to a million new jobs. Germany is
2.2.4 Ironically, the country which has been such a popular people resource for
the IT industry the world over, is struggling with numbers to meet its own
demand. To meet the overall software and services (domestic and export)
the country will require a minimum of 2.2 million knowledge workers for
its domestic needs. This implies that the present strength, which stands at
will need 12,70,000 workers by 2007. Experts insist that since this sector
does not require very highly skilled manpower, we can easily meet this
such services you don’t need highly skilled professionals. You just need
smart graduates who can speak English, all you need to do is train them.
customer services,"
2.3 4 R’s of HR in IT
Table 2.1
Recognition programs
2.3.1 OBSTACLES
1. Quality of boss
2. Direction of department
3. Exposure to new technologies
4. Confidence in the company
5. Job security
6. Challenging work
7. Location
8. Access to capital resources
9. Caliber of co-workers
10. Empowerment
11. Department leadership
12. Ability to influence department success
• Attract, retain and reward the best performers (Encourage all to be the best)
• Increase flexibility
• Reduce fixed costs
• Reduce administrative effort (Simplify, simplify, simplify)
• Utilize the full range of individual talents
Ø Shortage of IT workers
2.3.6 COMPETITION
Ø Alternatives outsourcing
2.3.7 ATTRACTING
Ø Relocation incentives
Ø Recruiters
Ø Work environment
Ø Communication forums
Ø Telecommuting
Ø Flexible staffing
Ø Exciting projects
2.3.9 PRACTICES
Ø Focus on value
Ø Stakeholders partnerships
Ø Passion
2.3.10 DEVELOPING
Ø Internship programs
Ø Training programs
communication)
• Understand people
• Innovative
• Co ordinated approach
• Career development I
2.4.1 In the last few years, more and more companies around the world are
business.
no longer just a means for reducing costs, but a tool for adding value to
business. It enables organisations to concentrate on their core business,
and quality and cost control at the middle and lower levels.
2.4.3 As a result, outsourcing has gradually grown beyond the traditional idea of
"having a third party running the data centre". It has come to mean, "any
2.4.4 Outsourcing is closely linked with corporate strategy, since it must support
the organisation's major initiative in using IS. It should enhance and add
value to the business. A rule of thumb to start and gain experience is, "if
IS is low cost and of high value addition, keep it within the organisation,
outsourcing".
2.4.5 In the past few years, whenever organisations around the world have
technologies.
2.4.6 In 2004-05 more than US$ 2500 million worth of software development
work was outsourced to India (The total software exports from India
during the year was US$ 4085 million). This was 56% higher than
CHAPTER - 3
3.0.1 The IT revolution is sweeping the world, particularly the western world in
this area. India joined the bandwagon well in time and smoothly though it
3.0.2 Our main contribution seems to be in the less glamorous areas of value
quality.
low capital investment and low gestation period for turning profitable,
number of training establishments and cyber cafes have come up, most of
which are in the cities and towns to cash in on the enthusiasm of the urban
middle class.
3.0.4 A number of higher level courses have also been started mainly through
courses such as MCA, M.Sc., M.E., and M.Tech. In view of the apparent
above factors as they are able to carry out the projects with persons of any
background and levels of attainment, but with a few months training either
3.0.6 Despite these deficiencies, students prefer software jobs mainly with an
period even in good companies has been shrinking and is found to be three
to six months. The companies also try to devise methods to make their
contracts. There does not appear to be any respectable ethics even among
companies as well as the employees in this type of free for all market. To
go abroad and become rich has become the motive of most of the
employees even if the job does not offer any intellectual satisfaction. The
3.0.7 Even those software professionals, who are offered good financial
beyond the present software boom as to what happens to all these if the
profession with scores of Indian boys getting lured and sucked into the
3.1.1 The significant problem areas which may be contributing to the present
paragraphs.
3.1.2 Recruitment process :-Without going into the deficiencies of the present
line'' like GRE, GMAT etc. or physically at regular intervals and scores
are given. If it is no on-line, the periodicity can be a month or two and the
validity can be for an year or so which can also be fixed based on general
agreement.
companies can ask for a video clip for subsequent interview if required.
iii. Once selected and the candidate joins the organizations, all member
iv. Small companies can form some kind of a cooperative society wherein
training agencies and establishments. This will also avoid the unnecessary
expenses for (which are high) the candidates, who are presently spending
lot of money with a hope of employment. This will also ensure that there
is a focus on proper training and optimal deployment of time, effort and
finances.
vi. The selection process can thus be continuous and commensurate with the
vii. There can be general norms of pay packages depending on the reputation
management institute like IIM etc.) with the ratio of maximum pay within
i. Opportunities for creative work in the first phase particularly for those
who are bright, and have an aptitude and come with a good pedigree say
from IITs.
v. Particularly useful for small firms which can also operate in the
vi. The candidate's skills are moulded to suit the needs of the job and need not
and background.
ix. This may also give the manufacturing and core engineering sector jobs
x. The process is ideally suited for candidates to plan their careers with
xii. The aptitude tests can become richer and more representative over a few
years and as the question bank becomes larger and random on-line
3.2.1 These tests can be conducted at the end of 10+2 level or B.Sc. level also
and train the candidate with or without stipend in courses where he could
get admission for his degree. This will help in decreasing the pressure on
a great cost in branches other than computer sciences are wasted and lost
3.2.2 It may be a good idea to have a National Test for Software Talent similar
3.2.3 The idea of forming a cooperative society by small firms may prove to be
(below the critical mass level) because of less attractive pay and perks
3.2.4 Renowned organizations like IITs, IIMs and MNCs, and can play a
1. The ESOP operates through a trust, setup by the company, that accepts
3. The amount of stock each individual receives may vary according to pre-
4. The employees may ‘cash out’ after vesting in the program or when they
leave the company. The amount they may cash out may depend on the
vesting requirements.
4.1.1 Stock Options: The ‘right’ to purchase stock at a given price at some
taxation until the shares bought with the option are sold. The company
income tax on the 'spread' between the value of the stock and the amount
paid for the option. The company may receive a tax deduction on the
'spread'.
4.1.2 How do Stock options work? An option is created that specifies that the
the future. Usually the price of the option (the 'grant' price) is set to the
market price of the stock at the time the option was sold. If the underlying
underlying stock decreases below the 'grant' price or stays the same in
of new systems).
· Calculate gain in hours: The actual hours worked minus the expected
hours (for the given level of output) equals the gain in hours.
4.4 PROFIT SHARING
4.4.1 Profit Sharing is an incentive based compensation program to award
4.4.2 How does Profit sharing work? The company contributes a portion of
the employee's base salary so that employees with higher base salaries
ownership plan they want to use, usually based on specific needs and
stock plan. And yet others say they'd like to have an employee ownership
plan, but they're not sure what it might be. This article will start you down
the path to choosing and implementing the plan or plans best suited to your
company.
EMPLOYEE OWNERSHIP
4.5.1 Let us begin by quickly reviewing the main possibilities for broad-
employee benefit plan in which most or all of the assets are invested in
stock of the employer. Like profit sharing and 401(k) plans, which are
least all full-time employees meeting certain age and service requirements.
contributes its own shares to the plan, contributes cash to buy its own
stock (often from an existing owner), or, most commonly, has the plan
borrow money to buy stock, with the company repaying the loan. All of
these uses have significant tax benefits for the company, the employees,
and the sellers. Employees gradually vest in their accounts and receive
their benefits when they leave the company (although there may be
4.5.3 A stock option plan grants employees the right to buy company
stock at a specified price during a specified period once the option has
stock price goes up to $20, the employee can "exercise" the option and
buy those 100 shares at $10 each, sell them on the market for $20 each,
and pocket the difference. But if the stock price never rises above the
option price, the employee will simply not exercise the option. Stock
option plan. It gives employees the chance to buy stock, usually through
payroll deductions over a 3- to 27-month "offering period." The price is
employees can choose to buy stock at a discount from the lower of the
price either at the beginning or the end of the ESPP offering period, which
can increase the discount still further. As with a stock option, after
acquiring the stock the employee can sell it for a quick profit or hold onto
it for awhile. Unlike stock options, the discounted price built into most
ESPPs means that employees can profit even if the stock price has gone
down since the grant date. Companies usually set up ESPPs as tax-
qualified "Section 423" plans, which means that almost all full-time
that generally must include all full-time employees meeting age and
company stock may be an investment choice for the employees and/or the
may be combined with ESOPs (these are called "KSOPs"), where the
4.6.1 A study has found that employee ownership companies have lower
ownership firms. Leslie Hakala authored the study. She began the project
compensation costs, but it did find that these costs declined as employee
costs. These costs grew at 16.9% per year in the mid-1980s. Cost
fraud as well.
These rates are then adjusted for companies with a premium above
recent year (because data are generally not yet available). The
would have a rating under 100%; a bad record would rate higher. These
numbers are then multiplied by the manual rate to set the premium. In
4.7.1 Will I ever get to exercise my stock options? It's the one question
some cases, worth a fraction of the price at which employees brought into
them. Except for a few who have benefitted from older schemes like
issued ESOPs in cartloads. And employees brought into them, even at the
4.7.2 According to a study carried out by Nasscom , there were more than
roughly Rs 12,000 crore($3 billion) at February '00 prices. But all this was
merely on paper.
4.7.3 A year later, the situation's something like this. Employees who were
given ESOPs at the prices prevailing during the IT boom, had to sit back
and watch their share prices hit the roof while they waited out the lock-in
period. Now, they can exercise their options that is sell them, and pocket
the difference between the exercise price at the time of the grant, and the
current market price. It's resulted in a situation where employees have been
left holding NIIT options which they would have to exercise at a price of
to buy at the exercise price, sell at the current market price, and pay out the
difference.
4.8.1 At the height of the IT euphoria in the markets, those employees saw
their company's scrips scaling new heights, they could not benefit as the
ESOP's had 1-2 year lock-in periods, and could not be sold. The lock-in
period, also known as the vesting period in industry jargon, in the period
during which the employee cannot convert his or her option into shares. To
make matters worse, some companies has specified that the option had to
after the lockin period expired. For instance, this was one year in the case
Table 4.1
Recent ESOPs
No of Plan Exercise Plans Vesting Current Price
Shares Period
(Rs) (Rs)
(Lakh)
(Yrs)
NIIT 18.1 Aug '04 1,593 1 162
Silverline 10.0 Nov '04 425 1.5-3.5 41
Patni 5.5 Dec '04 245* 1 54
HCL Infosys 30.2 Aug '04 289 NA 72
SSI 1.5 Sep '04 555 3 164
Wipro 3.5 Oct '04 2,397 1-2 1,485
Infosys 19.6 Oct '04 6,249 5 3,532
VisualSoft 0.2 Aug '04 NA 1 116
Polaris 8.5 Aug '04 480 5 120
"423 plans," which about 2,400 companies offer, and nonqualified plans,
which about 1,500 companies offer. Our estimates are based on data from
National Association for Stock Plan Professionals' Stock Plan Design and
estimate the number of employees covered under the plans, we took the
average number of employees in the companies (13,207 for 423 plans and
17,790 for nonqualified plans), and multiplied that number by the average
percentage of participation in the plans (34% for 423 plans and 17% for
4.9.2 Multiple Plans: Many companies offer multiple e plans, and many
employees participate in more than one plan. For example, many ESPP
column.
4.10 ESOPS AND CORPORATE GROWTH
4.10.1. A 2000 study by Joseph Blasi and Douglas Kruse at Rutgers
Univerity found that ESOP companies grow 2.3% to 2.4% faster than
would have been expected without an ESOP for sales, employment, and
sales per employee. The study looked at all ESOP plans set up between
1988 and 1994 for which data was available. A 1987 NCEO study of 45
ESOP and 225 non-ESOP companies found that companies that combine
11% per year faster than they would otherwise have been expected to
Northwestern University found that the returns on assets for 382 publicly
traded ESOP companies was 2.7% per year greater than what a model of
CHAPTER – 5
SURVEY ANALYSIS
5.0 SURVEY BACKGROUND
5.0.1 HR management gets best out of its employees to meet the organisation's
goals. And employees are the best judge of the HR policies of any
.and IT belongs to service sector. So, its HR needs must also be properly
identified..
questionnaire included both open ended and close ended questions. The
from IT organisations to the extent possible and also through mail. . The
here in the succeeding paras. The 54 per cent of the respondents were
the employees who agreed for responding to our questionnaire has been
Table 5.1
(%age)
5.1.3 In the similar fashion the job wise profile of the respondents
has also been compiled and the same is tabulated below in the Figure 5.2.
As per Figure the IT industry is dominated by the software professionals
And next computer hardware and marketing services of IT are sharing the
area. Hence, the HR needs of IT industry must look after the software
professionals at priority.
ARE DIFFERENT
5.2.1 Through the Question No.2 of the questionnaire the respondents were
asked to comment whether the HR needs of Indian IT industry are different from
comments format and IT professionals selected for survey were asked to tick one
of the choices as mentioned. The responses have been tabulated in Table 5.3. The
from old economy sector and HR managers in IT industry has to keep this into
mind. Being highly educated employees are very sensitive in pride and
behaviour.
TABLE-5.3
ARE DIFFERENT
(%age)
Respondents' Percentage Of
Observation Respondents
Yes 69%
No 23%
Can not say 08%
TOTAL 100%
5.3.1 The IT industry has been devising newer compensation methods like
positively effecting or not was the key point in our next question. As
view that it has no major effect and 9 percent has replied in CAN
NOT SAY. . In the initial stages when IT Industry was sunrise it was
5.4.1 In has been found that in many organisations the management ignores the
employees welfare for their profit sake and does not give proper attention
Industry in India was quizzed from our valued learned respondents. The
respondents views are given below Table 5.5. The results are mixed one.
TABLE - 5.5
(%age)
Respondents' Percentage Of
Observation Respondents
Yes 43%
No 48%
No comments 09%
TOTAL 100%
INDIAN IT INDUSTRY
below in Table-5.6.
TABLE - 5.6
GRIEVANCE HANDLING IN
(%age)
Respondents' Percentage Of
Observation Respondents
Strongly Agree 12%
Agree 39%
No Comments 14%
Disagree 26%
Strongly Disagree 09%
TOTAL 100%
5.5.2 Only 12 respondents strongly agree to the statement and similarly a small
with it.
the respondents view that the top management's are not aware or little
Only 6 percent vouched that top management is very well aware about
Table 5.7
TOP MANAGEMENT AWARENESS
(%age)
Respondents' Percentage Of
Observation Respondents
Not at all aware 20%
Very little aware 45%
Some what aware 11%
Much aware 18%
Very much aware 06%
TOTAL 100%
INDUSTRY
Table 5.8
RELATIONSHIP IN IT INDUSTRY
(%age)
5.7.2 58 percent of the respondents has graded it very good and above. While 42
INDUSTRY
5.8.1 The most of the employees of IT sector are highly educated and sensitive in
nature. Moreover, the opportunities outside are very attractive, Whether
Indian IT Industry is able to retain its employees was the next opinion
5.8.2 61% of the employees view that Indian IT companies are unable to retain its
employees due to most attractive avenues outside. Only 23% viewed that
listed and one column was open ended to express their any other
TABLE- 5.10
IN INDIAN IT INDUSTRY
(%age)
36% want more foreign postings, 10% suggest increase profit sharing
management.
5.10 APPLICABILITY OF EXISTING INDIAN
5.10.1 "Existing Indian labour Laws/Rules are not strictly applicable to Indian
factory workers and are well educated and trained. The separate Labour to
which extent they agree or disagree. The employees responses have been
respondents (89%) strongly agree or agree with the hypothesis that Indian
TABLE-5.11
(%age)
Respondents' Percentage Of
Observation Respondents
Strongly Agree 57 %
Agree 32 %
No Comments 02%
Disagree 07%
Strongly Disagree 02%
TOTAL 100%
5.11 EFFECTIVENESS OF OLD AGITATIONAL
METHODS IN IT INDUSTRY
5.11.1 Whether IT industry can afford old traditional trade union methods of
agitations like Strike or Gherao etc. was also asked from the employees. The
question was direct in nature of Yes or No. As has been listed in Figure 5.12
below, 67% of the respondents has given their reply in No and 28% answered in
affirmative. 5% has ticked No Comments choice. So, it is concluded that old
agitational techniques of trade unions are not desired in IT industry.
INDIAN IT INDUSTRY
is tabulated below in Table 5.13. The table above clearly indicates that
TABLE - 5.13
(%age)
Respondents' Percentage Of
Observation Respondents
Yes 53%
No 35%
No Comments 12%
TOTAL 100%
5.13.1 The respondents were asked to comment upon whether Indian IT Industry
interest in the best possible manner. The Table 5.14 shows the responses
in this regard.
Table 5.14
(%age)
5.13.2 The largest 57 percent of the respondents view that there should be only
13% like single trade union only.. 9 percent of the respondents opted for
5.14.1 In the end respondents were asked to give their overall assessment/ grading
of emerging HR trends in Indian IT Industry. The overall assessment on
five point scales of excellent, very good, good, satisfactory and poor is
positive grading of excellent, very good and good. While 35% gave a
CHAPTER - 6
6.0 OVERVIEW
6.0.1 The era of skill-based workers has arrived but if India wants to truly move to the
global arena, it has to spruce up its workforce. Small may be beautiful, but not in the IT
industry. In the knowledge era and a skill-based economy, it has become imperative that
human resources become one of the most essential ingredients of success. The growth of
IT companies worldwide depends on its people and the intellectual capital it possesses.
6.0.3 The total human resource strength of the IT industry as a whole stands at 425,609.
A company-wise break-up of this figure reveals that nearly 525 companies constituting
35% of the IT industry employ an average of 58 persons each, 750 companies
constituting 50% of the industry employ an average of 275 persons each, and 150
companies constituting 10% of the industry employ an average of 726 persons each. At
least 40 companies have more than 1,000 employees, while some very big companies like
TCS, Wipro, HCL and Infosys have staffs above 5,000 each.
6.0.4 Despite having abundant English-speaking skilled workforce, an acute shortage of
skilled workforce will affect the country’s software exports in the long run, if remedial
actions are not taken immediately.
6.0.5 Geometrical growth of Information Technology in the world as well as India, has
created lot of revenues for government and number of avenues for employees. The
introduction of computers has changed the way of life every where, including work
places and our homes. The life has become quite fast and speed of provisioning of
different services has also increased. But all this activities are being managed by number
of well qualified professionals. They may be from computer hardware developers,
software engineers or marketing managers. As the things are running fast, so they have to
be managed fast.
6.0.6 These fastness of services and higher level of education/training standards are not
easy to manage by the organisations concerned. As we already know that Human
Resource Management of the organisation deals with the individuals putting their
hardwork to meet the organisations goals. Managing people is the toughest element of
any organisation than land, machinery or finances. Every human beings has its own
degree of preferences, likings and attitude. So, HR managers has to take care of all these
things in mind while dealing with the number of people working in the organisation.
6.0.7 Different type of employees/workers recruited for different level of working has to
be managed in different styles. The hundreds years of organisational management
experience has been converted into a standard personnel management and industry and
service organisations are following these HR techniques for their organisational
management. Due to availability of written down procedures and rules by the learned
managers, it was felt that HR managing was not so typical.
6.0.8 But, emerging HR trends of Information Technology industry can not be managed
properly by the old traditional HR techniques . As it is commonly known that man learns
by experience. 50 years of introduction of computers has provided us the areas to be
additionally addressed by the HR managers in IT sector. Indian IT industry is not an
exception. Moreover, due to existence of old conservative .and protective labour laws it is
not possible to meet the ever-growing international competition in the IT services.
6.0.9 Hence, the IT industry has been devising newer Personnel Management/ HR
techniques which specifically meet the needs of IT industry. The main reason for this is
high standards of education and professional training required for this industry. Secondly,
there is excessive job demands for developed countries in this sector and high wage
standards. So, HR managers mainly in developing countries like India find it very
difficult to retain and recruit their manpower. HR managers worldwide has devised
handsome compensation methods like Profit Sharing, Employee Stock Option Schemes
ESOP etc. Though over the period few schemes has flopped like ESOP due to heavy fall
in company share prices.
6.1.2 The 54% of the were Male and 46 per cent of the respondents were Female. It was
observed that IT industry is dominated by the software professionals (46%), computer
hardware and marketing services of IT are sharing the other half.
6.1.3 The respondents were asked to comment whether the HR needs of Indian IT
industry are different from traditional HR Management systems.. The majority of
respondents (69%) view that HR needs of IT industry are different from old economy
sector and HR managers in IT industry has to keep this into mind.
6.1.4 The IT industry has been devising newer compensation methods like Profit Sharing/
Stock Options etc. to increase employee welfare and receptivity. 46% of the employees
opined that newer compensation methods has a positive effect in IT industry while 26%
said that it has a negative effect on employee welfare.
6.1.5 As per 48% of the respondents IT organisation has more concern for profit motive
than employees welfare. While 43% were not agree to this proposition
6.1.6 51 percent of the respondents strongly agree/agree to the statement that grievance
are handled properly in the Indian IT industry. While 33% think otherwise.
6.1.7 Whether top management awareness about working conditions of the employees
and state of working conditions in the IT organisations, 65% of the respondents view that
the top management's are not aware or little aware about the employees working
conditions in the IT organisations . Only 4 percent vouched that top management is very
well aware about the nature of working conditions and 16 percent say "Much Aware".
6.1.8 Cordial employee employer relationship is very essential in the upcoming highly
competitive economy. The state of employee employer relationship in Indian IT Industry
was measured through the next question. The state of employee-employer relationship is
very encouraging. 58 percent of the respondents has graded it very good and above.
While 42 percent consider it satisfactory and below.
6.1.9 Whether Indian IT Industry is able to retain its employees was the a query from the
randomly from IT industry employees. 61% of the employees view that Indian IT
companies are unable to retain its employees due to most attractive avenues outside .
22% of the respondents has suggested to increase the wages to international level to
increase employees retentivity in Indian IT industry. 36% want more foreign postings,
10% suggest increase profit sharing and 11% suggested more promotions. 21% of the
other suggestions included lateral induction directly institutions and better HR
management.
6.1.10 Existing Indian labour Laws/Rules are not strictly applicable to Indian IT Industry
as IT sector employees are quite different from general factory workers and are well
educated and trained. The separate Labour Laws/Rules should be designed for IT
Industry:. This hypothesis was presented to the respondents. The majority of respondents
(89%) strongly agree or agree with the hypothesis that Indian IT sector requires separate
labour management system/ regulations. While only minority of 11% has given divergent
views. Further, 67% of the respondents has opined that old agitational techniques of trade
unions are not desired in IT industry.
6.1.11 Whether excessive competition in Indian IT sector is harming the overall long
term prospects of employees in this sector . 53 percent of the respondents has replied in
Yes to this question. While 35 percent has a negative viewpoint..
6.1.9 The largest 57 percent of the respondents view that there should be only welfare
association in Indian IT industry. 21% need no trade union and 13% like single trade
union only.. 9 percent of the respondents opted for multi trade union.
6.1.10 In the end respondents were asked to give their overall assessment/ grading of
emerging trends of Indian IT industry. The overall assessment on five point scales of
excellent, very good, good, satisfactory and poor. 65% of the respondents were in
positive grading of excellent, very good and good. While 35% gave a assessment of
satisfactory and poor
6.2 CONCLUSION
6.2.1 Hence, it can be concluded that Emerging HR trends of Indian It industry are quite
different from the old economy industry. India is considered one of Super Power in
Information Technology and allied fields. Majority of world leaders in IT sector are
outsourcing their requirements from Indian IT Industry and recruiting Indian IT
professionals. Hence, the Indian Government must allow the Industry to meet
international competition and desired environment in respect of Labour Laws and
financial rules must be liberalized for this Indian IT Industry. Moreover, HR managers in
Indian IT Industry must keep the sensitive nature of IT professionals and state of greater
opportunities outside in mind for devising HR policies for their organisations China is
also entering this area vigorously and Government of India must help Indian It industry to
meet this challenge.
APPENDIX "I"
QUESTIONNAIRE FOR
IN INDIAN IT INDUSTRY
Dear Sir/Madam,
I am a management student of Fore School of Management. As part of course I a
undertaking this project study. I would a request you to kindly answer a few questions.
This questionnaire gives you the opportunity to express your opinion regarding various
aspects of emerging HR trends in Indian a new IT Sector.
As a a you are all aware that Information Technology (IT) industry is achieving a great
success in Indian employment context. As you are to a part of IT industry and must be
observing that the HR trends of IT sector are quite different from the conventional old
economy sectors.
The results shall be submitted to the university in the report format for the usage of
researchers and other concerned authorities. As is the case for entire study, no individual
will be identified. Only group averages will be reported.
Thanking You
Date .....
(b) Name.............................................
(c) Address...........................................
(d) Male/Female.......................................
(iv) M.Tech/MCA/MBA
2. Whether you feel that HR needs of Indian IT sector are different from old HR
practices.(Please Tick)
(i) Yes
(ii) No
3. Whether new compensating methods being adopted by the various IT companies are
positively effecting the employees welfare?
(iii) No Effect
4. "Indian IT sector companies has a positive attitude towards its employees and are not
neglecting their welfare and prospects for their profit sake." Do you agree with the
statement.
(i) Yes
(ii) No
(iii) No Comments
5 "The grievances of the employees in Indian IT sectors are handled properly". To what
extent do you with this statement.
(ii) Agree
(iii)No Comments
(iv) Disagree
(i) Excellent
(iii) Satisfactory
(iv) Poor
8. The most of the employees of Indian IT sector or highly educated and sensitive in
nature. Moreover, the opportunities outside are very attractive, Whether Indian IT
Industry is able to retain its employees.(Please Tick)
(i) Yes
(ii) No
(iii) Comments
9. What the HR managers of Indian IT sector should do to increase the retentivity rate of
its employees (Please Tick)
(ii) Agree
iii) No Comments
(iv) Disagree
11. Whether old methods of employees association/trade union like strike or Gherao
etc. are desirable in Indian IT Sector (Please Tick)
(i) Yes
(ii) No
(iii) No Comments
12. In your view whether excessive competition in Indian IT sector is harming the overall
long term prospects of employees in this sector.
(i) Yes
(ii) No
(iii) No Comments
13. Whether do you feel there is any roll of trade union in the IT Industry?
(iii) Good
(iii) Satisfactory
(iv) Poor
15. Please give your comments and suggestions to bring further improvement in HR
Management in Indian IT Industry.
Thank You,
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