hansa knowledge process outsourcing (kpo) - corporate presentation

Welcome to our world ….

INDUSTRIES SERVED: Mining Automobiles Engineering Power Generation

ESTABLISHED PRESENCE:Tanzania Zambia South Africa DRC IndiaUgandaKenya

BRANDS:

ConsumablesSERVICES: Passenger Vehicles Commercial Vehicles Tyres Mining Engines Generation & Power Plants

Shared Services / Knowledge Process Outsourcing (KPO)

INDUSTRIAL UNDERTAKINGS: Finance & Operating Lease Drill Meter Contracts MARC Contracts

USPs:• India based Centralized Operations facility servicing clientele across the globe• Developing an array of customized software solutions in accordance with customer requirements

Tanzania UgandaZambia Democratic Republic Of CongoSouth Africa IndiaKenya

2

1985

Commenced business with Franchisee of Mitsubishi, Massey Ferguson and Yamaha (Marine) to formulate Diamond Motors Ltd. (Dar Es Salaam, Tanzania)

2000

• Acquired Service Contracts at Tanzania Mines

• Distributorship of Yokohama

• Commenced operations in Zambia

• Commenced On-Highway Business

2000

Commenced Mining Business in Tanzania by supplies of parts

2001

Acquired Distributorship of Michelin Tyres, MTU Engines & Terex Reedrill Equipment's

2007

Commenced operations in Kenya

2008

• Commenced operations in South Africa• Commenced centralized shared services

operations in Pune, India

2009Introduced Knowledge Process Outsourcing (KPO) services

Tanzania UgandaZambia Democratic Republic Of CongoSouth Africa IndiaKenya3

Knowledge Process Outsourcing (KPO)

4

KNOWLEDGE PROCESS OUTSOURCING

ACTUALIZING POTENTIAL

Established in 2009 as an integrated shared services arm of the renowned HANSA Group

Centralized India based operational workforce of 200 highly skilled & tenured professionals

Delivering an array of solutions in the Finance & Accounting, Supply Chain Management and Human Resource

segments

Operations spanned across East & Central Africa and India

HANSA’s Facility in Pune, MH. INDIA.

5



• Be the customer preferred global shared services partner by 2018



• We will accomplish this through our integrated strategy of continuous improvement and

innovation, coupled with a perpetual focus on customer centricity

6



Leadership

Communicate

Proactive

Never Compromise

IntegrityAccountability

Team Work

Act with Urgency

Continuous Improvement

Act as a Owner

7


ACTUALIZING POTENTIAL8



FINANCE & ACCOUNTING (FAO)

• PROCURE TO PAY (P2P)

• ORDER TO CASH (O2C)

• RECORD TO REPORT (R2R)

• FINANCIAL PLANING &

ANALYTICS (FPnA)

SUPPLY CHAIN MANAGEMENT (SCM)

• DEMAND FORECASTING

• SOURCING & PROCUREMENT

• ORDER MANAGEMENT

• REPLENISHMENT & INVENTORY OPTIMIZATION

• TRANSPORTATION & LOGISTICS

• WAREHOUSING

HUMAN RESOURCE OUTSOURCING (HRO)

• PAYROLL MANAGEMENT

• RECRUITING & ONBOARDING

• EMPLOYEE ENGAGEMENT

• PERFORMANCE MANAGEMENT

• LEARNING & DEVELOPMENT

• COMPENSATION

• BENEFITS

INFORMATION TECHNOLOGY ENABLED SERVICES (ITES)

• CUSTOMIZED SOFTWARE DEVELOPMENT

• SHARE POINT

9



Oil & Gas

Mining Automobile

Banking & Finance

Retail

Insurance

10





FINANCE & ACCOUNTING (F&A)

11



SERVICE OFFERINGS

• Purchase Planning• Vendor Management & Buying• Receiving• Invoicing• Vendor Advances & ReconciliationsPROCURE TO PAY

(P2P)

• Spend & Revenue Analytics• Revenue Forecasting• Budgeting & Reporting

FINANCIAL PLANNING & ANALYTICS (FPnA)

• Journals• Balance Sheet• Customized Reporting• P&L• Value Add Reports• Reconciliation• Fixed Assets

RECORD TO REPORT (R2R)

• Credit Analysis• Customer Billing• Cash Application• Collection• GL Posting & Reporting ORDER TO CASH

(O2C)

FINANCE &

ACCOUNTING

12



• Analyze & reconcile short pays

• Process write-offs and adjustment

• Log incoming credit applications

• Request Credit Reports

• Communicate credit status & approvals

• Maintain all customer accounts

• Prepare approval & denial letters

• Print & mail approval and denial letters

ORDER TO CASH (O2C) - PROCESS

CREDIT ANALYSISCUSTOMER

BILLING

• Receive Sales data & invoice information from client

• Generate customer bills

• Print & Email customer invoices

• Customer billing enquiries

CASH APPLICATION

• Receive payments, apply cash

• Interface with bank, credit card & other cash receipt agencies

• Reconcile credit card payments

• Reconcile other payments

• Verify & process chargebacks & reversals

• Petty cash reconciliation & reimbursement

• Lockbox reconciliation

COLLECTION

• Post A/R• Contact accounts to

collect past-due balances

• Prepare account status reports

• Research and resolve A/R discrepancies

• Print and mail collection letters

GL POSTING & REPORTING





ORDER TO CASH (O2C) - CYCLE

14



Quotation & Sales Order (SO) Aging

Order Fulfillment Period

Ontime Delivery (OTD) - %- Perfect Order

Finance / Accounting- Invoice- Payments- Collections

ORDER TO CASH (O2C) – KEY KPI & METRICSs

Source: http://www.slideshare.net/NPFPMO/order-to-cash2014update-webfinalrev1spjc 15


ACTUALIZING POTENTIALSource: http://www.slideshare.net/NPFPMO/order-to-cash2014update-webfinalrev1spjc

PROCURE TO PAY (P2P) - PROCESS

PURCHASE PLANNING

Order book (updated with approved work

orders)

Authorisation of Monthly Production

Plan

Assessment of Monthly Materials

requirements

Authorisation of PR for procurement of material / services

VENDOR MANAGEMENT &

BUYING

Vendor empanelment & vendor list updated

Quotations invited & best quote selected

Authorisation of PO/Service Contract

Amendments to PO duly approved

Vendor performance & appraisal

RECEIVING

Preparation of SRN & updation of Stock

Register

3-way match between PO, SRN &

Invoice

QC Test Performed

Updation of Excise Records

Monitoring of open PRs & POs

INVOICING

Authorisation of Vendor Invoice

Accounting of Invoice

Reconciliation of Accounting Records with Excise Records

Authorisation of Payment Voucher &

Disbursement

AUTHORISATION OF VENDOR ADVANCES &

RECONCILIATIOINS

Authorisation of Vendor Advances

Reviewing of vendor ageing analysis

Vendor Balance Confirmation

Review of Annual Vendor

Reconciliations

16



PROCURE TO PAY (P2P) – KEY ACTIVITIESPROCESS OBJECTIVE

• Ensure timely availability of Products• Coordinating material receipt with Sales permit, to reduce material stock outs/ excesses• Optimize Inventory holding Levels• Monitoring Vendor Performance & availability of reliable, low cost vendor base• Identification and development of new vendor

KEY ACTIVITIES

Purchase Planning

Vendor Selection

Order Placing, Tracking & Invoice verification

Inventory Management

Receipt & Issue of Material

Vendor Evaluation

1

2

3

4

5

6

Vendor Selection

MAJOR PROCESS

PROCESS(Aggregation of activities)

SUB PROCESS

PR

OC

UR

EMEN

T Purchase Planning

Inventory Level Management

Order Placing & Tracking

Vendor Evaluation

A

B

C

D

E

1) Purchase Plan on Sales Forecasting basis2) Material requirement estimation & Business

Share Allocation

1) Vendor Identification2) Vendor assessment, premises visits & approvals

KEY PERFORMANCE INDICATORS (KPIs)

Rational selection of quality material vendor

Efficient procurement planning, which leads to minimuminventory holding cost and with no stock outs

Correctly calculated reorder and minimum stock levels

Open / Pending PR’s & PO’s

Vendor appraisal and feedback on a timely basis

1

2

3

4

5

1 Timely & Comprehensive intimation to Corporate Office about existence of Vendors

Vendor Selection & Price Revision

Timely procurement in correct quantities and as per desired quality

2

3

REVIEWER

REVIEW ROLES

Unit Head

Procurement Committee

EVP-Ops/DGM Ops/ Procurement Controller

ROLE

17





KEY ACTIVITIES

Procurement Planning

Vendor Selection




Vendor Evaluation

1

2

3

4

5

6

Vendor Selection

MAJOR PROCESS


SUB PROCESS

PR

OC

UR

EMEN

T Procurement Planning



Vendor Evaluation

A

B

C

D

E

1) Inventory Holding levels2) Analysis of the stock level






Vendor appraisal on a timely basis

1

2

3

4

5




2

3

REVIEWER

REVIEW ROLES

Unit Head



ROLE

1) Raising Purchase Orders2) Monitoring Order Execution3) Gate Entry & Receipt of material4) Quality Assurance5) Updation of store records6) Warehousing, Tagging & Physical Verification

Process

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KEY ACTIVITIES

Procurement Planning

Vendor Selection




Vendor Evaluation

1

2

3

4

5

6

Vendor Selection

MAJOR PROCESS


SUB PROCESS

PR

OC

UR

EMEN

T Procurement Planning



Vendor Evaluation

A

B

C

D

E 1) Vendor Appraisal (Monthly & Annual)






Vendor appraisal on a timely basis

1

2

3

4

5




2

3

REVIEWER

REVIEW ROLES

Unit Head



ROLE

19



PROCURE TO PAY (P2P) – PURCHASE PLANNING

Purchase Planning is a fundamental piece of work which should be undertaken prior to commencing a purchase. It consists of activities tailored to prepare all the equipment specifications and associated detail for each item to be procured.

Purchase Planning as a process has two sub processes under it:• Purchase Planning, basis Sales Forecasting• Material requirement estimation & business share allocation

Purchase Planning, basis Sales Forecasting states the basis of preparation of the production Plans, which are the sales numbers forecasted for the next two months (One month firm and next month tentative)

Material Requirement estimation states the factors and the numbers which are considered while preparing the purchase plan and the basis share allocation matrix.

START

Sales team at H.O. to communicate sales forecast to EVP Ops, DGM

Ops, Controller Purchase

Sales forecast would be for two months. Firm forecast for the

immediately succeeding month and tentative for the succeeding month

Based on the Sales forecast, the RM & PM Purchase Plan would be

chalked out

Closing stock position of the unit is considered for arriving at the final

purchase requirement of each material

Based on the Purchase Plan numbers, business share among

vendors is allocated

Vendor Selection

1

2

3

1

2

3

Production Plan

Closing Stock & FG Report

Purchase Order

20



PROCURE TO PAY (P2P) – VENDOR SELECTION

This process captures various sub processes undertaken for selecting the right set of vendors for successful handling of purchase process.

It has to be strategically handled and carefully monitored if quality vendors have to be selected for the job.

A vendor has to work on these aspects, which are as follows:

• Quality of supplies• Delivery of aspects• Service delivery aspectInventory

Holding Levels

4

5

6

Comparative Quotation Analysis

Vendor Price Approval Form

Technical Specification Approval

7 Vendor Self Assessment

8 Vendor Premises Assessment Report

9 Vendor Code Creation Form

10 Logic Note

START

Purchase Committee to periodically conduct market

surveys for new vendors

Samples & Costing of the product to be checked in case of

new vendor / new product

VBF Shared with the Vendor till fill up Vendor Background

Quality Team should then visit vendor premises for further

evaluation

Report of vendor premises visit prepared and shared with

purchase committee

Yes

No

No further enquiry

Contract entered with the Vendor

Vendor data updated in the vendor master

Unique vendor codes should then be assigned

to the vendor

Samples of the Product / Material evaluated

Quality Approved ?

Vendor Short Listed

Commercial run quantity ordered to

the vendor

Quality Approved ?

Yes

NoA

A

4

510

7

8

21



PROCURE TO PAY (P2P) – INVENTORY MANAGEMENT

START

Take data from stock register. Bin cards and closing stock to calculate consumption

forecast, inventory holding cost, lead time and ABC classification

Establish inventory levels, in the ERP or Manually

Review inventory levels at a monthly interval to incorporate the changes in the stock levels


Inventory Holding Levels are levels at which inventories of raw material, packing material and finished products are maintained to attain the following objectives:• Un-interrupted production• Least Capital Blockage• Maintenance of safety stocks to tackle unexpected or

uncontrollable factors (e.g. Logistic bottlenecks)• Taking advantage of market conditions

22



PROCURE TO PAY (P2P) – ORDER PLACING & TRACKINGSTART

Consolidation of new product purchase requirement by the

Controller, Purchase

Order placement of Raw material and Packing material

Order placement of material for Labels, CC Cartons

P.O. to be raised at the H.O. by the Controller, Purchase

P.O. would be raised by the DGM, Operations/EVP ops

team

P.O. would be raised by the Unite Head

Gate Entry and receipt of Material

Quality Assurance Check

Updation of Stock Records

Physical verification at month ends of RA, PM and FG stocks

Vendor Evaluation

11

12

Order Placing & Tracking encompasses of activities from the generation of a purchase order to tracking the receipt of the stocks against the purchase order. It is an essential step post which the production activities initiate.

11 Inventory stock count sheets

12 PV Variance report

http://www.slideshare.net/sammittal/presentation-on-procure-to-pay-process-for-better-understanding-of-the-process-key-conto?next_slideshow=2 23



RECORD TO REPORT (R2R) – SERVICE OFFERINGS

• Adjustment entries• Actual entries• Re class entries• Reversals• Recurring journals

JOURNALS

• Credit Analysis• Debtors ageing analysis• Investment Analysis• Capital Expenditure Analysis• Vendor Supplier Performance Analysis• Tend Analysis

BALANCE SHEET

• Cash Flow Analysis• Budgeting / Planning• Treasury Reporting• Supply Chain Management• Working Capital Management• M&A Analysis• Financial Ratio Analysis• SOX Compliance Testing

CUSTOMIZED REPORTING

• Fixed / Variable Cost Analysis• Profitability Analysis by

Products / Regions• Selling & Administration

expenses analysis• Revenue analysis by segment,

product, geography, customer• Expense analysis by account,

function & cost center

P&L

• Employees to Sales ratio• Administration cost per

employee ratio• Management costs to sales ratio• Capex Reporting• Head Count Reporting

VALUE ADD REPORTS

• Balance Sheet accounts• Bank• Inter Company• Fixed Asset• Payables• Receivables

RECONCILIATION

• Additions• Divestments• Transfers• Depreciation• Support revaluation /

Impairment accounting• Project accounting• Reporting

FIXED ASSETS

CUSTOMIZED TECHNOLOGY SOLUTIONS SUPPORTING R2R PROCESSES KNOWLEDGE PROCESS OUTSOURCING




FINANCIAL PLANING & ANALYSIS (FP&A) – SERVICE OFFERINGS

• Competitive Analysis• Scenario Planning (What If Analysis)• Revenue modeling• Asset Management• Acquisition Strategy Support• Pricing Analytics• Product Profitability Analysis

STRATEGIC PLANNINGSUPPORT

• Preparation of Budgets• Capital Budgeting• Business Case Creation• Re-building budget in case• Payback period analysis• Monitoring of budget• Preparation of monthly forecasts

BUDGETING AND FORECASTING

• Actively based costing• Cost Center Analysis• Fixed & Variable Cost Analysis• Inventory Analysis• Spend Analytics• Graphical Analysis• Product Cost Analysis

COST AND MANAGEMENT ACCOUNTING

• M&A Support• Model Variation / Maintenance• Business Case Development• Evaluation & Support• Investment Analysis• Headcount Reporting• Metrics Reporting• Earnings Analysis

DECISION SUPPORT

• MIS Reporting• Variance Analysis• Profitability / Cost Analysis• Revenue Analysis• SGnA Expense Analysis• VAT Reporting• Working Capital Analysis• Performance Reporting

PERFORMANCE MEASUREMENT

• Preparation of Financial Statements• Preparation of Accounting Schedules• Flash Reporting• BOD Reporting• CAPEX Analysis• Preparation of SEC Schedules• Analysis of SEC Schedules

GL REPORTING

https://www.infosysbpo.com/offerings/functions/finance-accounting/service-offerings/Pages/FA-quote-to-cash.aspx25



SUPPLY CHAIN MANAGEMENT (SCM)

26



SERVICE OFFERINGS

27



SOURCING & PROCUREMENT

s

SOURCING & PROCUREMENT STRATEGY

Analytics & Intelligence

SourcingExcellence

Category Management

Procurement Operations

• Spend Analytics• Contract Analytics• Market Intelligence

and Benchmarking

• Strategic Sourcing• Tail-Spend

Management• Demand Optimization• Supplier Negotiation

• Supplier Relationship Management

• Contract Life Cycle Management

• Catalogue & Price Management

• Compliance & Risk Management

• Transactions Processing• Master Data

Management• Help Desk• Continuous

Improvement• Spot-Buy Optimization• Invoice Management

PROCUREMENT TECHNOLOGY

• Spend Analysis • Sourcing • Supplier Management

• Savings Tracking • Contract Management • Procure-to-Pay

https://www.gep.com/sites/default/files/end%20to%20end%20-%20big.jpg 28



START MANUFACTURE

• % of Defects• Cost per

operation hour

• Capacity Utilization

• Utilization of economic quantity

ORDER ENTRY

• Order Fulfillment Lead Time

• % Data Accuracy

• Order processing Time

• Order Entry Cost

ORDER PROCESSING

• Total Cycle Time

• Customer Query Time

• Information processing costs

FILL ORDER

• Order fill rate• Order

accuracy• Order Cycle

Time• Accurate

Order

DELIVERY

• Delivered Quality

• Ontime Delivery

• % of urgent deliveries

• % of finished goods in transit

CUSTOMER RECEIPT

• Order to Cash cycle time

• Customer Cycle time

POST-DELIVERY ACTIVITIES

• Customer Query Time

• Customer complaints

• % of returns• % of defects

QuantityDelivery Time Quality

SEAMLESS ORDER FULLFILMENT

ORDER MANAGEMENT

https://www.google.co.in/search?q=ORDER+FULFILLMENT+PROCESS+FLOW&espv=2&biw=1517&bih=735&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjmzIC3ubTPAhUMtY8KHSM5BoAQ_AUIBigB&dpr=0.9#tbm=isch&q=ORDER+FULFILLMENT+PROCESS+FLOW+IN+SUPPLY+CHAIN&imgrc=KLsSunOVh1nPzM%3A

Step wise KPIs

29



REPLENISHMENT SOLUTION & INVENTORY OPTIMIZATION

Business ScenarioPlanning

Product Flow

Optimization

STR

ATE

GIC

NET

WO

RK

DES

IGN

Policies

Replenishment Tunneling

Multi-Echelon Inventory

Optimization

Predictive Demand Modelling

Trade Promotion Optimization

Demand Sensing

Plans

Order FulfillmentLoad Building

Transportation Route

Optimization

Warehouse Execution

mill allocation optimal flows

demand +

optimal inventory

shipment orders

replenishment tunnels

Data Refresh

Data Refresh

Data Refresh

BI, Ad Hoc DBs, Spreadsheets

Corporate Data ERPP. MRP, TMS, WMS, SCM, Etc.file:///C:/Users/gev.sidhwa/Downloads/ORTEC_Predictive_Replenishment.pdf 30



DEMAND FORECASTINGSTART

Quantitative AnalysisQualitative Analysis

Customer Survey Sales Force Composite

Executive Opinion Delphi Method

Past Analogy

Time Series Analysis Casual Analysis

Trend Analysis

Simple Average Weighted Moving Average

Simple Moving Average

Simple Exponential Smoothing

Holt’s Double exponential smoothing

Winter’s Triple exponential smoothing

Forecasts by Linear Regression Analysis

http://image.slidesharecdn.com/demandforecastinginscm-120330004345-phpapp02/95/demand-forecasting-in-supply-chain-management-13-728.jpg?cb=1333068466 31



DEMAND FORECASTING

• Generating baseline forecasts for supply and demand using best-fit algorithms and enriching demand forecasts based

on available market intelligence

• Developing these forecasts through qualitative and quantitative methods viz: Opinion of Experts| Delphi | Consumer

surveys | Sales force surveys | Trend Analysis | Barometric forecasting | Econometric techniques, etc.

• This is followed by consensus and interpretation of results

• Product Segmentation: Categories are created to generate different trends for dependent and non-dependent

products/services. By defining their nature and taking in factors such as lead-time to deliver, forecasts can be

significantly more accurate

• Forecast Methodology: This involves the selection of the most effective approach quantitative, qualitative or a

combination of both

• Trend Analysis: Mapping historical and Point of Sales (PoS) data, we are able to use a combination of our expertise to

suggest a way forward

32



WAREHOUSE MANAGEMENTSERVICES:• Consolidations• Design & Space Management• Inventory Management• Material Receipts & Timely Replenishment

• Improved inventory positions• Improved customer service• Improved buying power / leverage• Increased global presence• More reliable production schedules• Reduced overhead expenses• Reduced internal labor• Refocus on your core competencies• Unique sourcing opportunities• Strategically positioned warehouses

VAS

Zambia (Lumwana)

Tanzania (Dar-es -Salaam, Geita & North Mara)

Kenya (Nairobi)

South Africa (Johannesburg)

WAREHOUSE LOCATIONS

33



WAREHOUSE MANAGEMENT

KEY ACTIVITIES:

• Receiving Of Parts from supplier Local, Imports

• Counting of Parts & making GRN. Intimation of discrepancy if any

• Making Payment Voucher & forwarding to Accounts for vendor payments

• Binning of Parts physically & in system

• Perpetual Inventory as per decided frequency

• Bond Management system

• Sundry Purchase Order(SPO) for Deboning Request , Duty Payments

• Issuing Material against Job cards from site locations

• Liassioning with Suppliers for Receipt, Storage & Dispatch of goods

34




WAREHOUSE MANAGEMENT SYSTEM (WMS):

FEATURES:

• Sales Ledger• Purchase Ledger• Nominal Ledger• Asset Register• Management Accounts• Stock Management• Point of Sale (PoS)• Purchase Control • Stock Checking• Workshop Loading• Vehicle Stockbooks• CRM• Franchise Data• Advanced Analysis• Document Archives• Spreadsheet Interface• System Utilities• Reporting

35



Diamond Motors LimitedTanzaniaHeavy Duty Racking: 10,000 Sq. Ft.Mezzanine (For Bonded Vehicles): 50,000 Sq. Ft.Bonded Area: 20,000 Sq. Ft.


36



Hansa LimitedZambiaArea Dimensions: 32m x 30m x 8m


37



MAINTENANCE REPAIR OPERATIONS (MRO)

• For organizations dependent on manufacturing of goods, the maintenance of fixed assets is crucial

• With us, companies are able to improve spare parts forecasting and inventory deployment

• We use advance segmentation, statistical tools and models to optimize target stock levels based on service requirements and operational characteristics

• We execute the procurement and conduct inventory management, returns, repair and fulfillment activities necessary to satisfy service objectives at the best possible cost

• Analyzing Spare Parts Demand Characteristics

• Providing Supply Risks

• Order Variability (Cleansing New & End-Of-Life Parts Data)

KEY MRO ACTIVITES

38



TRANSPORTATION & LOGISTICS MANAGEMENT

KEY ACTIVITES:• Freight Bill audit • Payment and dispute resolution• Complying with regulatory mandates • Documentation (LC, B/L, PL, etc.)• Day-to-day Spot Procurement• Contract Management • Carrier Performance Analysis• Carrier Selection• Fleet Management

• Optimizing sourcing of freight to carriers

• Multimodal Transport selection

• Route & Schedule Management

• Consolidations

SERVICES:

39







Human Resource Outsourcing (HRO)

40





Learning & Development

Compensation

Payroll Management

Recruiting & OnboardingEmployee Engagement

Performance Management

Benefits

41



PAYROLL MANAGEMENT PAYROLL CYCLE

I. Payroll & Inputs Processing• Payroll inputs provided by the client• Inputs reviewed & uploaded by HANSA• Trial results reviewed & confirmed by the client

II. Post Processing• Generation & Distribution of pay slips• Generation of Bank/WPS & G/L file• Submission of statutory declarations

III. Administration• Master data updates• Statutory changes• Employee Certificates

Cut Off Date

Processing Date

Pay Day

http://image.slidesharecdn.com/standar d-1507 241932 16-lva1-app689 2/95/payroll-outsourci ng-impl ement ation-marko-ta ylor-me rcans-r ecruitment-pay roll-out sourcing-employee-outsourcing-bpo-manpow er-outsourcing -softwa re-duba i-uae-saudi-ara bia-middle-east-www mercanscom-30 -638.jpg?cb=1 437804 779





RECRUITMENT – PROCESS FLOW:

https://talentblueprint.files.wordpress.com/2010/09/slide6_40.jpg

RECRUITING & ONBOARDING

43



RECRUITING & ONBOARDING

Pre-Boarding Requisition

Pre-Boarding Offer

Acceptance

Orientation Portal

Employee Provisioning

Employee Induction

Prior to candidate selection, hiring managers complete provisioning of key assets (Facility Access, Hardware, Phones, etc.)

New candidates are directed to the orientation portal that provides information relevant to their organization

New employees and Managers complete tasks during the first six months of a new hire’s employment

New potential candidates directed to complete their offer acceptance online and key information is collected (Contact details, Banking details, etc.)

Employee information is received from HRMS and the hiring Manager is invited to complete the provisioning tasks that grant assets and access to their new employee

KEY PHASES IN THE ONBOARDING PROCESS:

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LEARNING & DEVELOPMENT

LEARNING MODULES

CORPORATE PROGRAMS

SELF HELP &

e-LEARNING

SHORT STANDARD COURSES

FUNCTIONALTECHNICALREGULATORY

BESPOKE & TEAM INTERVENTIONS

INTERNAL L&D TEAM

INTERNAL MANAGERS & TECHNICAL EXPERTS

EXTERNAL FACULTY

BUSINESS PARTNERS LOCAL L&D

CUSTOMER DEMAND FROM THE BUSINESS

FRAMEWORK

45



LEARNING & DEVELOPMENT

IN-HOUSE LEARNING MANAGEMENT SYSTEM (LMS)

KEY FEATURES:

• SCORM 2004, 1.2 Compliant• Roles Based Access Control• Web Based Training• Classroom Training• Curricula• Periodic Training• Compliance Tracking• Self Registration• HR Feed, User Bulk Import• Custom Email Notifications• Learning Groups• Import Third Party Content• Library Documents• Group Based UI Styles• Training Calendar• Training History Card

• Custom Certificates• Ecommerce Supported• UI Branding• Web & Excel Reports• Survey & FAQ• Forums





PERFORMANCE MANAGEMENT

Planning & Goals• Clarify expectations

• Establish KRAs/KPIs

• Link to organization goals

• Plan professional development I.Performance Planning/

Expectation Setting

II.Quarterly Review

and Feedback

III.End of Year Evaluation

End of Year Evaluation / R&R• Summarize critical goals and

achievements

• Establish overall rating based on performance throughout the year

• “Star Of The Month”: Performance based award to deserving employees

Ongoing Review, Coaching and Feedback• Confirm areas for focus

• Provide constructive feedback

• Documentation

PERFORMANCE MANAGEMENT CYCLE

47



PERFORMANCE MANAGEMENT

KRA / KPI SETTINGBUSINESS UNIT: DESIGNATION: KRA SETTING AND QUATERLY REVIEW PERIOD: 2016

E.NO: DEPARTMENT: REPORTING MANAGER'S NAME: RITISH SETHI

NAME: TOTAL EXPERIENCE: REVIEWING OFFICER: RAGHAVENDRA PATIL

DATE OF JOINING:

Level 5 Level 4 Level 3 Level 2 Level 1

(Excellent) (V Good) (Good) (Average) (Below Avg)

Q1 Q1

Q2 Q2

Q3 Q3

Q4 100% 90% 80% 50% 10% Q4

Q1 Q1

Q2 Q2

Q3 Q3

Q4 100% 90% 80% 50% 10% Q4

Q1 Q1

Q2 Q2

Q3 Q3

Q4 100% 90% 50% 20% 10% Q4

Q1 Q1

Q2 Q2

Q3 100% 80% 50% 20% 10% Q3

Q4 100% 80% 50% 20% 10% Q4

Q1 Q1

Q2 Q2

Q3 100% 80% 50% 20% 10% Q3

Q4 100% 80% 50% 20% 10% Q4

Q1 Q1

Q2 Q2

Q3 100% 80% 50% 20% 10% Q3

Q4 100% 80% 50% 20% 10% Q4

0 0 0 0

Quarter

Q2

Rating Variable payout Q3

1 0% Q4

2 25%

3 50%

4 75%

5 100%

50-65%

65-80%

80-90%

100%

90% and above

% Achievement

Self Signature Sign by Reporting Manager

Rating Scale

<50%

Excellent

Average

Good

Very good

Description

Below Average

Le

arn

ing

an

d

De

ve

lop

me

nt

Q1

Self SignatureReporting Manager Comments and

Improvement Areas:Self CommentsI am in agreement to achieve the above Yearly and Quarterly KPI's.

6

20%

5%

1 Training / Quarter

Training Session attended & completed

(10% - Nominate self for eligible training program)

(20% - Ensure end-to-end participation for the designated

period)

(50% - Render appropriate feedback)

(80% - Appear for the relevant post training quiz)

(100% - Ensure successful completion of the quiz by

passing out in accordance with the defined

benchmark)

Conduct market analysis and evaluate

competitor's practices and market status10%

2 Reports / Quarter

Q3 - Detailed Market Research for AMERICAS / EMEA

Q4 - Detailed Market Research for APAC / CIS

(10% - Perform & Complete Economy Trend Analysis)

(20% - Perform & Complete Industry Trend Analysis)

(50% - Perform & Complete Prospect Analysis)

(80% - Perform & Complete Competetive Analysis)

(100% - Perform & Complete S.W.O.T. Analysis)

Mastering Financial Negotiations in New

Business acquisitions

Accomplish business development

activities by researching and

developing marketing opportunities and

plans; implementing sales plans

5%

Process Wise Business Models

Q3 - Create & Finalize Domain Specific business models for

Finance & Accounting Operations (FAO)

Q4 - Create & Finalize Domain Specific business models for

SCM & HRO

(10% - Capability Mapping)

(20% - Technology Mapping)

(50% - List of activities & Timelines to each)

(80% - Create proposed outlay for approval)

(100% - Roll out the finalized version post approval

Develop and manage a pipeline of opportunities and convert prospects

into acquisitions. / 20% Coversions per quarter

Q4 - Develop pipeline of customers for the

focused geographies

(10% - Discover/Identify Prospect & initiate

first contact)

(20% - Qualify / Opportunity Assessment

(50% - Present Proposal)

(90% - Negotiations on Pricing / SLAs)

(100% - Signed MSA/SOW)

KRA & KPI Setting And Quarterly Review Form (Period July 2016 - December 2016)

Pers

pecti

ve

Weightage (%)

LoP (Level of Performance) Quarter Rating

Final ratings

by Reviewing

Officer and HR

KPI's RATINGSKRA' DESCRIPTION

Final Score

(Linked to

Weightages)Self Mgr's Quarter Quarter

S.N

O

KRAMoP

(Measure of Performance)

Fin

an

ce

1

Inte

rna

l Pro

ce

ss

24

5

Cu

sto

me

r

3

Value = US$ .084 Milln.

Targets set will be with effect from Q4 of this Calendar Year. (i.e.

November & December 2016)

(10% - < .020 Milln.)

(50% - < .040 Milln.)

(80% - < .060 Milln.)

(90% - < .080 Milln.)

(100% - > .084 Milln)

Achieve KPO Revenue Targets set in

accordance with the company defined

benchmarks

40%

Acquire & Develop clients across multiple

industries.20%

Q4 - 1 Overseas Partner to be identified for the focused

geographies

(10% - Identify Potential Partner, Gather requirements &

work on Solution)

(50% - Present First Draft of Proposal to the Management)

(80% - Present Final Proposal for appproval)

(90% - Negotiate Key Terms / SLAs)

(100% - Acquire duly Signed Contract)

Develop potential offshore partners within

the assigned geographies for market

penetration & tapping new potential

customers

KEY AREAS OF MEASURE:

• Finance• Process• Customer• Internal Process• Learning & Development

LEVELS OF PERFORMANCE:

• Level 1 (Below Average)• Level 2 (Average)• Level 3 (Good)• Level 4 (Very Good)• Level 5 (Excellent)

RATINGS:• Self Rating• Manager Rating• Final Rating (By Reviewing Officer & HR)

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Success levers:

• Strategy- Looking objectively & rigorously at the business problems we face- Focusing on finding the right employees & keeping them engaged

• Accountability & Performance

- Focus on outcomes

- Rigorously measure success at every level

• Communication- Cultural alignment between employees & company- Strategic alignment between activities & company goals- Corporate communication touch points to reinforce commitments to

employees & customers

• Development- Comprehensive Management & Leadership programs- Performance driven coupled with a comprehensive succession plan

EMPLOYEE ENGAGEMENT

OVERVIEW

http://www.slideshare.net/hrtalksblog/employee-engagement-9147086?qid=848e74f3-4fe1-434e-ae35-cab7e833432e&v=&b=&from_search=6 49



EMPLOYEE ENGAGEMENT

ENGAGEMENT MODEL

QUALITY OF LIFE

WORK

COMPANY PRACTICES

PEOPLE

TOTAL REWARDS OPPORTUNITIES

ENGAGEMENT

• Work Activities• Sense of Accomplishment• Resources • Processes

• Senior Leadership• Managers• Colleagues• Valuing People• Customers

• Career Opportunities• Training & Development

• Physical Work Environment• Work Life Balance

• Policies & Practices• Performance Management• Brand Alignment• Company Reputation• Diversity

• Pay• Benefits• Recognition

http://www.slideshare.net/hrtalksblog/employee-engagement-9147086?qid=848e74f3-4fe1-434e-ae35-cab7e833432e&v=&b=&from_search=6 50



COMPENSATION MANAGEMENT

MAJOR COMPONENTS• Basic wage & salary plans• Incentives• Employee Benefits• Performance-based pay

TYPES

Direct Compensation• Wages• Salaries• Commissions, Bonuses, Gainsharing, Profit Sharing

Indirect Compensation• Pay for time not worked (Privileged Leave, Casual Leave, Sick Leave, Public Holidays, etc.)• Insurance Coverage (Medical, Dental, Life, etc.)• Income Security (Pensions & Disability)• Services (Education assistance, Child Care, Recreation, Discounts, etc.)

http://www.slideshare.net/rajnishdeo/ppt-on-tcs 51



BENEFITS

OFFERINGS• Meal Coupons• Private Group Medical Insurance• Work from Home (Case-to-Case basis)• Company car (Sr. Managers & Above)• Cell Phone (Sr. Managers & Above)• HRA• Conveyance• LTA• Monthly Reimbursements:

- Office cell phone usage cost- Office wear- Medical- Parking Ticket / Monthly Pass

http://www.slideshare.net/EdenredUK/employee-benefits-presentation 52







Information Technology Enabled Services (ITES)

53



SERVICE OFFERINGS

BESPOKE SOFTWARE:• Flexible engagement Models• 24×7 Project Collaboration Portal• Waterfall & Agile fall Methodology• Desktop, Web & Mobile enabled• B2B & B2C

CUSTOMIZED SOFTWARE APPLICATIONS

PRODUCT DEVELOPMENT:• Operational Concept Visualization• Prototyping & Proof of Concepts• Usability & Branding• IV&V for Quality Assurance• Staff Augmentation

MORDERNIZATION:• Responsive Web Design• Usability& Accessibility• Reengineering

54



SERVICE OFFERINGS

• Improve Employee Productivity by having easy access to information

• Explore and assimilate information across the enterprise

• Connect with people and expertise

• Create an Enterprise Social Network, Integrate with Yammer, Facebook at Work, Twitter, Facebook etc.

• Forecast new business opportunities

• Make improved Business Decisions through custom/drill-down reports, graphical visualizations and advance/predictive analytics

• Reliable Risk analysis and management

SHARE POINT

55



TECHNOLOGY PARTNERSHIPS

SERVICES:• Custom Applications• SharePoint Services• Business Intelligence• CRM Online• Managed Services

PRODUCTS:• HRMS• e-Docs• e-Green Office• e-Meetings• Law Centre• KNOW• Safety Tracking

PRODUCTS:• Accounting• Fixed Assets• Commerce• Manufacturing• Payroll• Dashboards (MIS)

SERVICES:• ERP Training• Implementation Support for ERP• Out sourcing services for ERP• Third Party Software Implementation• Data - Cleaning / Validation / Migration• Pre ERP Consultation

56



NETWORK MAP

57







Strategy Implementation & Process Partner (SIPP)

58



STRATEGY IMPLEMENTATION & PROCESS PARTNER

INFORMATIONAL STRATEGIC

TRANSACTIONAL

INFRASTRUCTURE

59



TotoSoL

1

2

3

4

Our proprietary engagement model custom-designed to bring together the best of Consulting, Analytics and Process Outsourcing.

TotoSoL

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At your service:

Hansa Management Services Pvt. Ltd.P-1, Pentagon Towers, Magarpatta City, Pune – 411 014. India. Maharashtra. INDIA.T: +91 20 66839245 | F: +91 20 66839250 E: [email protected] | W: www.hansakpo.com

mailto:[email protected]

http://www.hansakpo.com/