project uptodate

8/2/2019 Project Uptodate

1/83

1

EXECUTIVE

SUMMARY


2/83

2

This is a comprehensive study on the Intelli Group Asia, (Bangalore) regarding functioning

of its US HR team and the challenges they come across in performing HR practices virtually,

there by finding out the effectiveness of the process. The US HR team is located in the

Bangalore office taking care of the associates of the US Intelli Group. Functions include

Employee Engagement, Compensation & Benefits, Performance Management, Associate

Development, Strategic HR, and People Policies etc. to name a few. Its a pure virtualprocess and very challenging in nature, as it is not possible for the HR team to meet the

employees physically and have to rely completely on Mails and Calls to perform the HR

functions with the employees. Here we are trying to find the effectiveness of the current

process that is being practiced; in order to find the future of this emerging concept and its

growth in times to come.


3/83

3

INDUSTRY

&

COMPANY

PROFILE


4/83

4

2.1 Computer Software Industry Profile

Software remains one of the most innovative and fastest growing sectors of the global economy,

generating revenues of more than $150 billion every year. About half of those sales come from

software applications, with the remainder split between development tools and infrastructure

software (operating systems, network management, middleware, and security software).

Microsoft claims a healthy chunk of all three segmentsa continuing point of contention with

the US Justice Department.

The Internet has vastly altered the dynamics of the software industry over the past decade.

Formerly restricted to a cycle of lengthy R&D concentrated in one geographic areafollowed

by an arduous process of distribution through a worldwide network of resellers, systems

integrators, and other independent vendorsthe software industry has found new efficiencies on

the Web. Companies such as Sun Microsystems and

Oracle have employed the Web to anchor their products, in much the same ways that Microsoft

used the desktop PC and IBM used the mainframe to corner their respective markets.

In the past five years, the formerly explosive market for enterprise resource planning (ERP)

softwarewhich helps companies save money by integrating back-office operations such as

accounting, distribution, and human resourceshas given way to software that helps companies

make money, including customer relationship management (CRM) and supply chain

management software.

The standardization of Internet technologies such as Java and XML (extensible markup

language) -- which in tandem enable end users on the Web to interact with data stored on serversfor configuring orders or personalizing servicesis speeding up the industry wide conversion to

Web-enabled applications. A Business Software Alliance survey of CEOs from software

companies such as Autodesk, Intuit, and Symantec confirmed that trend, predicting that by 2005,

two-thirds of all software will be distributed over the Internet (compared to just 12% in 2001).


5/83

5

Companies including Microsoft, AOL Time Warner, and Sun are all jockeying to push Web-

based software to the next level, developing a new class of applications loosely referred to as

Web services. Designed from standardized building block components, Web services can

theoretically be assembled in a variety of ways, allowing companies to develop business

applications that function across a variety of software and hardware platforms.

While large on hype (mostly centered around Microsofts .NET initiative), the current real -world

applications for Web services have been limited primarily to simple integration tasks, such as

managing online travel reservations and tracking shipping. If successful, however, the shift to

Web services could be a dramatic one, with packaged software largely disappearing and

companies instead purchasing, assembling, and modifying components as needed to create

specific business applications.

The software industry includes businesses involved in the development, maintenance and

publication of computer software using any business model. The industry also includes software

services, such as training, documentation, and consulting.

2.2 History:

The word software had been coined as a prank by at least 1953, but did not appear in print

until the 1960s. Before this time, computers were programmed either by customers, or the few

commercial computer vendors of the time, such as UNIVAC and IBM. The first company

founded to provide software products and services was Computer Usage Company in 1955. The

software industry expanded in the early 1960s, almost immediately after computers were first

sold in mass-produced quantities. Universities, government, and business customers created a

demand for software. Many of these programs were written in-house by full-time staff

programmers. Some were distributed freely between users of a particular machine for no charge.

Others were done on a commercial basis, and other firms such as Computer Sciences

Corporation (founded in 1959) started to grow. The computer-makers started bundling operating

systems software and programming environments with their machines.

When Digital Equipment Corporation brought a relatively low-priced micro-computer to market,

it brought computing within reach of many more companies and universities worldwide, and it


6/83

6

spawned great innovation in terms of new, powerful programming languages and methodologies.

New software was built for micro-computers, and others, including IBM, followed DECs

example quickly, resulting in the IBM AS400 amongst others.

The industry expanded greatly with the rise of the personal computer in the mid-1970s, which

brought computing to the desktop of the office worker. In subsequent years, it also created a

growing market for games, applications, and utilities. DOS, Microsofts first operating system

product, was the dominant operating system at the time.

In the early years of the 21st century, another successful business model has arisen for hosted

software, called software as a service, or SaaS; this was at least the third time this model had

been attempted. SaaS reduces the concerns about software piracy, since it can only be accessed

through the Web, and by definition no client software is loaded onto the end users PC.

2.3 Software sectors

There are several types of businesses in the software industry. Infrastructure software, including

operating systems, middleware and databases, is made by companies and organizations such as

Linux, Google, Microsoft, IBM, Sybase, EMC, Oracle and VMWare. Enterprise software, the

software that automates business processes in finance, production, logistics, sales and marketing,

is made by Oracle, SAP AG , Sage and Infor. Security software is made by the likes of

Symantec, Trend Micro and Kaspersky. Several industry-specific software makers are also

among the largest software companies in the world: SunGard, making software for banks,

BlackBoard making software for schools, and companies like Qualcomm or CyberVision making

software for telecom companies. Other companies do contract programming to develop unique

software for one particular client company, or focus on configuring and customizing suites from

large vendors such as SAP or Oracle.

2.4 Leading companies: mindshare and market share

In terms of technology leadership, the software industry has long been led by IBM. However,

Microsoft became the dominant PC operating system supplier. Other companies that have

substantial mindshare (not: market share) in the software industry are SUN Microsystems, the


7/83

7

developer of the Java platform (purchased by Oracle in 2009), Red Hat, for its open source

momentum, and Google for its Google Docs. However in terms of revenues coming from

software sales, the software industry is clearly dominated by Microsoft, since inception.

Microsoft products are still sold in largest number across the globe.

2.5 Size of the industry

According to market researcher DataMonitor, the size of the worldwide software industry in

2008 was US$ 303.8 billion, an increase of 6.5% compared to 2007. Americas account for 42.6%

of the global software markets value. DataMonitor forecasts that in 2013, the global software

market will have a value of US$ 457 billion, an increase of 50.5% since 2008.

2.6 Mergers & Acquisitions

The software industry has been subject to a high degree of consolidation over the past couple of

decades. From 1988 to 2010, 41136 mergers and acquisitions have been announced with a total

known value of 1451 bil. USD. The highest number and value of dea ls was set in 2000 during

the high times of the internet bubble with 6757 transactions valued at 447 bil. USD. In 2010,

1628 deals were announced valued at 49 bil. USD.

2.7 Business models of the software industry

Business models of software companies have been widely discussed. Network effects in software

ecosystems networks of companies and their customers are an important element in the strategy

of software companies.


8/83

8

3.1 INTRODUCTION TO THE COMPANY:

Intelli Group

Intelli Group Asia Private Limited provides information technology solutions for corporations

and public sector organizations. The company offers development, integration, implementation,hosting, and support of e-commerce and enterprise applications. Intelli Group Asia Private

Limited was incorporated in 1996 and is based in Hyderabad, India. Intelli Group Asia Private

Limited operates as a subsidiary of Intelli Group Inc.

Founded Incorporated in 1987

Headquarters Princeton, New Jersey

Products

Information Technology

Consulting Services

System Integration Services

Outsourcing Services


9/83

9

Employees 2500+

Website www.intelliGroup.com

Intelli Group, Inc is an Information technology (IT) services, solutions and consulting

corporation. The company was incorporated in New Jersey in October 1987 under the name

Intellicorp, Inc. to provide systems integration and custom software development services. The

companys name was changed to Intelli Group, Inc. in July 1992.

In June 2010, NTT Data Corporation of Japan bought Intelli Group in an all-cash tender offer for

100% of Intelli Group shares.

Intelli Group employs over 2,500+ professionals worldwide and has operations in the Americas,

Europe, India, Middle East, Asia Pacific and Japan. Intelli Group has two development centers at

Hyderabad (at ILabs and MHS) and one center at Bangalore in India.

Intelli Group, Inc. is a vertically led global Information Technology (IT) services organization

and a leading provider of consulting, business optimization, and outsourcing solutions. The

company provides end to end services including advisory, implementation, testing and

application management and support services (AMS) of Enterprise Resource Planning (ERP)

solutions from SAP AG, and Oracle Corporation including PeopleSoft. It also provides e-

business solutions using Java and the Microsoft .NET platforms, Verification, Validation &

Testing and infrastructure management services.

3.2 Alliances

Intelli Group has strategic alliances with SAP, Oracle Corporation, Microsoft Corporation, HP,

Adobe Systems and Compuware Corp.

Intelli Group has also been ranked in leader category on The 2010 Global Outsourcing 100 List.
http://www.intelligroup.com/http://www.intelligroup.com/http://www.intelligroup.com/


10/83

10

Intelli Group lately announced that they have received certificate of registration for a new joint

venture company called IntelliGroup Saudi Arabia Co. Ltd, a Joint Venture between Intelli

Group and Al Tamimi Group, a large and very well respected business Group in Saudi Arabia.

3.3 Services

IT (ERP) Consulting, Implementations, Upgrade, Application Support and Infrastructure Support3.3 Customers

Major Customers include

Cox Newspapers, KLA-Tencor, T-Mobile, AIG, Deloitte, Exxon Mobile, Joy Mining Machinery, Eastman Chemical, Hitachi America etc


11/83

11

3.4 Consolidation in IT Services Land: NTT DATA Buys Intelli Group for $200 Million

Japanese IT services juggernaut NTT DATA is acquiring US-based

Intelli Group for approximately $199 million in cash, followed by a second-step merger to

acquire all remaining shares at the same price paid in the tender offer.

NTT DATA, through subsidiary Mobius Subsidiary Corporation, will make an offer to purchase

all outstanding shares of Intelli Group common stock for $4.65 per share, a 21.1% premium to its

average closing stock price over the last three-month period and a 27.7% premium over the

closing price of the companys common stock before the weekend.

The boards of directors of both NTT DATA and Intelli Group are said to have unanimously

approved the transaction, and the latters stockholders will be actively recommended to tender

their shares in the aforementioned offer.

According to the press release, the tender offer is scheduled to commence within 6 business days

and will expire after 20 business days unless the offer is extended.

Intelli Group is a Princeton, NJ-headquartered enterprise applications systems integrator that

provides consulting, implementation, testing, application management, infrastructure

management, and other IT services primarily related to SAP, Oracle and Microsoft applications.

Intelli Group currently services corporations located in the US, UK, Denmark, Japan, India and

the Middle East, which it says would complement NTT DATAs services/solutions business and

enhance its customer base.


12/83

12

NTT DATA AND INTELLIGROUP ENTER INTO DEFINITIVE MERGER AGREEMENT

NTT DATA Announces All-Cash Tender Offer for 100% of Intelli Group Shares

Intelli Group Enhances NTT DATAs ERP Presence

3.5 NTT Data

TypePublic KK (TYO: 9613) ; subsidiary

of NTT

Industry System integration & IT Services

Founded 1988 (spinoff from NTT)

Headquarters Toyosu, Tokyo, Japan

Key people Toru Yamashita, President & CEO

Revenue 1,074.405 billion JPY (FY 2007)

Net income 10.857 billion JPY (FY 2007)

Employees 23,080 (2008)

Parent NTT (54.18%)
http://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lohttp://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lohttp://en.wikipedia.org/wikihttp://en.wikipedia.org/wiki/File:NTT_Data_lo


13/83

13

Website www.NTTData.co.jp

NTT Data Corporation is system integration and IT consulting company of Nippon Telegraph

and Telephone (NTT) Group.

Nippon Telegraph and Telephone Public Corporation, a predecessor of NTT, started Data

Communications business in 1967. NTT, following its privatization in 1985, spun off the Data

Communications division as NTT Data in 1988, which has now become the largest of the IT

services companies headquartered in Japan.

NTT Data is a publicly traded company, but is about 54 percent owned by NTT. Its business

strengths are in: public (national and local governments), financial, and telecommunicationssectors.

3.6 Operations

Within Japan, NTT Data has established many joint ventures, such as NTT Data-Sanyo Electric

to take care of the IT services of Sanyo electric Group. Outside of Japan, NTT Data has its

wholly owned subsidiaries or offices in the UK, China, Malaysia, and Thailand, the US and other

countries or regions.

Within the NTT Group, while NTT Comware focuses on the IT services to the Group

companies, NTT Data mainly services non-NTT Group companies.

NTT Data has recently acquired Intelli Group Inc, an US based IT consulting and service

providing company, after taking over Intelli Group, NTT becomes TOP 9 th Largest software

Company in the world over 11Billion $ company.

NTT Data and Boston based IT giant Keane agreed to a merger on 29 October 2010. The

acquisition is worth over 1.23 Billion US Dollars. .
http://www.nttdata.co.jp/http://www.nttdata.co.jp/http://www.nttdata.co.jp/


14/83

14

3.7 NTT and its Group companies:

NTT Communications(NTT America, NTT Europe, etc.) NTT Comware NTT Data Engineering Systems Corporation NTT docomo QUNIE Corporation Competitors: NEC, Fujitsu, Hitachi, Nomura Research Institute, etc. IBM Japan, HP Japan, etc.
http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NTT_America&action=edit&redlink=1


15/83

15


16/83

16


17/83

17


18/83

18


19/83

19


20/83

20

3.9 Introduction to the US HR Department:

Welcome to US-HR

HR@Intelli Group, SBU, Bangalore

The HR team at Intelli Group strives continuously to engage & retain the associates and

acts as an effective business enabler. This is achieved by bench-marking our people practices

with the best in the industry and improvise them continuously. This is achieved through:

Employee Engagement: Under the banner of IEngage, this function of HR strives tomake every employee an engaged employee. An engaged employee is one who is

fully involved in, and enthusiastic about, his or her work, and thus will act in a way

that furthers their organizations interests. Some of the key focus areas of this function

include employee relations, events, family connect, employee communication forums,

recognition programs and assimilation initiatives.

Compensation & Benefits: This function evolves progressive compensation strategiesaimed at retaining desired relative market positioning for the organization and atenhancing wealth to the Associate. Some of the key focus areas of this function are

payroll management, incentives, salary revision and managing benefits like insurance,

gratuity, vacation/leave and PF.


21/83

21

Performance Management: Performance management includes activities to ensurethat goals are consistently met in an effective and efficient manner. Performance

management focuses on performance of the organization, department, and employees;

this function of HR is taken care through internally developed tool called AAINA.

Associate Development: Through various initiatives like skip meetings, managerassimilation & development programs, it is the endeavor of the HR team to constantly

develop and enrich associates.

People PoliciesThe HR team is the primary custodian of the repository of peoplespecific policies & procedures of the company. HR advocacy is embedded in to the

organization through this function.

Strategic HRThis aspect of HR is integrated to the business objective, checks onappropriateness for the company and is strategy-consistent in its approach. Hence some

of the key tasks include process improvements, external liaison, innovating appropriate

development initiatives and complying / participating in certifications.


22/83

22

GENERAL

INTRODUC

TION TO

THE STUDY


23/83

23

Introduction to the study:

4.1 Human resource management

Human Resource Management (HRM, HR) is the management of an organizations

employees. While human resource management is sometimes referred to as a soft

management skill, effective practice within an organization requires a strategic focus to

ensure that people resources can facilitate the achievement of organizational goals.

Effective human resource management also contains an element of risk management for

an organization which, as a minimum, ensures legislative compliance.

What is Human Resource Management?

Michael Armstrong, inA Handbook of Human Resource Management Practice, describesHuman Resource Management as the strategic and coherent approach to the

management of an organizations most valued assets - the people working there who

individually and collectively contribute to the achievement of the objectives of the

business. With the growing importance of human capital as a success factor for todays

organizations, the role of HR has become more critical for corporate India as it offers a

way to vault into the global league.

4.2 THEORITICAL FRAME WORK OF THE STUDY

HR in India

India is now a world player in the international market. We are a country of more than a

billion people and a crucial part of any major organizations travel plans. With a GDP

growth of over 9%, India is the success story the world over. And the fact that Indian

companies are moving into the West means that alls pretty sound in India Inc.

The concerns come with the growth. The major concerns are the people in any growing

organization. The labor market is tight. Salaries have been impacted this year, but think

of the hikes people had gained in the last two years. And it is in such a scenario, that


24/83

24

human resource management is most critical. So critical, that a lack of it can cause

serious injury to business. Indian HR management needs to buck up to the rising

challenges which employees are facing. An upgrade to global practices might be the first

solution.

Indias changing HRM horizon

the outlook to Human Resource Management in India has witnessed sea-change in last

two decades. Economic liberalization in 1991 created a hyper-competitive environment.

As international firms entered the Indian market bringing with them innovative and fierce

competitiveness, Indian companies were forced to adopt and implement innovative

changes in their HR practices. Increasing demand for skilled performers forced the

companies to shift focus on attracting and retaining high-performing employees in a

competitive marketplace.

Emphasis on employees

Human Resource policies, forming the framework for the culture in the business

management, create awareness towards the need to achieve the business goals in the best

possible and ethical manner. Indian companies have realized that in todays competitive

business milieu, the quality of people you employ can make all the difference. In the last

few years, the Human Resource has become a key player in strategic planningit has

come a long way from traditional HR operations like managing the recruitment process,

handling staff appraisals. That is why Infosys CFO T. V. Moahndas Pai and Marico CFO

Milind Sarwatewas were moved to head the human resources (HR) function in their

respective companies. Rajiv Dube, CEO and managing director of Rallis, left his position

to join as HR chief at automobile major Mahindra & Mahindra.

HRM Challenges

one of the challenges HR managers face is issues of up gradation of the skill set throughtraining and development in the face of high attrition. Indian companies are recognizing

their responsibilities to enhance the employees opportunity to develop skills and abilities

for full performance within the position and for career advancement.


25/83

25

Progressive HR Policies

In 1974, an angry Sudha Murthy had to write a letter to JRD Tata to protest against job

discrimination against women in Telco. Today, most Indian companies are committed to

providing equal employment opportunities for all. The employers are increasingly

realizing the value of trained human resource, especially women in India. Some

organizations are changing their HR policies to stick with their valuable employees.

MNCs like Pepsico are providing flexibility so that female employees at various life

stages could benefit from these policies like working from a different city, sabbatical

from corporate life, and extended maternity leave.

Entrepreneurship by employees

India Inc. is encouraging intrapreneurs or employees who have ideas that could

potentially become a venture. Companies like Pepsico, NIIT, and Adobe are actively

promoting practice of entrepreneurship by employees within the organization. Human

Resource Management has taken a leading role in encouraging CSR activities at all

levels. Companies like Wipro inculcate CSR values amongst its workforce right at the

beginning during the induction process. Corporate presentations and keeping employees

updated through regular newsletters are the instruments used by HR to keep employees

energized about the organizations socially responsible initiatives.

Over the last decade, Indias vast manpower has played an instrumental role in its

economic success story. Indeed, the success of Indian companies is not based on superior

access to raw materials or technology or patents, but fundamentally upon human skills.

The synergy between the strategic planning and innovative HRM practices will be pivotal

as Indian Inc. embarks itself on the global journey.

Where does HR in India go from here?

India has witnessed a revolution in the field of Human Resource; it has gone from being

just a support function to being a strategic partner in the growth of businesses. It has

transformed itself being merely Personnel Management maintain records and ensure

statutory compliances, while doing the bare minimum to keep employee satisfaction on

an even keel to being an integrated part of the corporate machinery.


26/83

26

The HR function of 21st century India has made a transition from being behind-the

scenes support appendage to becoming the critical differentiator in business. Rapid

globalization has made companies realize people are the key to growth, the only strategic

resource that any enterprise truly needs. This has led to companies routinely using their

innovative HR practices as their USP (Unique Selling Proposition) to keep up with the

times in the wake of a rapidly changing labor landscape. Companies now recognize that a

Highly engaged employee the key to success, across business sectors.

An analysis of the main HR problems in India could be done based on the certain

challenges that mould the contours of the various sub-functions of HR. The attract,

motivate and retain mantra that the HR function seeks to deliver for the organization are

based on these HR sub-functions.

Employee Sourcing: It is the basis on which the Human resource survives. A large part

of the mind space of HR head honchos is committed head hunting. With the opening up

of an economy which is not only expanding at a frenetic pace, but also maturing in terms

of width and depth of options available to professionals, the war for talent has reached a

crescendo. Talent acquisition is now akin to a battle where recruitment professionals are

now virtual sales persons selling an alluring employee experience to prospective

candidates. In sectors like IT and BPOs, as well as financial services, high attrition levels

have become mandatory.

Quality of manpower is another issue needs paying attention to, in India. While millions

of graduates and post-graduates pass out of Indian universities each year, the actual

number of employable talent is severely limited. Employers have to adopt innovative

modes of recruitment to ensure that it can separate the wheat from the chaff.

Employee Motivation: In a market which job-hopping has become the name of the

game, keeping the workforce motivated is one of the key challenges of HR. Motivation

no longer comes from just a lucrative pay package. Nowadays companies have to walk

that extra mile to make the employee feel special to ensure that he doesnt walk out and

into the arms of competition. Talent segmentation and segregation with performance

appraisal and rewards is essential to a good team of workers. In essence, as industries


27/83

27

evolve, employers have to ensure that apart from the basics of roti, kapda and makaan,

employees also expect job satisfaction, learning and development facilities.

Employee Engagement and Talent Retention: Winning the hearts and minds of talent

is of prime importance in the current context. Employees are no longer committed to theircompanies. Their dedication is towards their own professional growth and careers.

Employee engagement means that HR has its eyes and ears close to the ground realities

that an employee faces in the job. Issues like work-life balance, fun at work are

considered part of the employee experience. And the day and age of cut-throat

competition and lack of talentits HR prime function to ensure that it is clued in to the

needs of employees. Employee Satisfaction Surveys cannot just remain an exercise and

results cannot simply be ignored. Specific ATRs (Action Taken Reports) have to be

presented and acted upon as proof of developmental intentions of HR. Addressing

grievances is another area that has to be robust so that issues do no escalate. Nip the

problem in the bud and ensure productive workplace.

Attraction, motivation and retention define the essence of HR deliverables. As the

economy booms and industries matureage old personnel management fundamentals do

not remain applicable. Creativity and innovation by HR function can make a big

difference in how an employee can actually be attracted, motivated and retained.

The HR career for an individual ideally starts with an HR executive role delivering the

level one task such entry level role in recruitment, payroll or any other generalist

functions which requires minimal decision making. As the professional matures they

move higher up the continuum with decision making role, finally as a custodian and a

think tank to the ultimate decision maker in the organization.

The recession and the economic cycles had an impact on the business. This was coupled

with the race in atomization and standardization of HR as profit centre. Hence certain

avenues such as SAP HR and other HR metrics based roles which might not have existed

before came to the forefront. The downsizing of the jobs clamp down into the downsizing

of HR roles as well, hence the option to the HR in the current market is far from what it


28/83

28

used to be even few years back. A strategy such as employing a graduate to deliver the

entry level hr function is on the rise.

Emerging Trends in Human Resource Management

Winds of Change in HR in India

Drivers of Contemporary Indian HRM Trends

Emerging Trends in Human Resource Management

NEW TRENDS IN HR

Human resource management is a process of bringing people and organizations together

so that the goals of each other are met. The role of HR manager is shifting from that of a

protector and screener to the role of a planner and change agent. Personnel directors are

the new corporate heroes. The name of the game today in business is personnel.


29/83

29

Nowadays it is not possible to show a good financial or operating report unless your

personnel relations are in order.

Over the years, highly skilled and knowledge based jobs are increasing while low skilled

jobs are decreasing. This calls for future skill mapping through proper HRM initiatives.

Indian organizations are also witnessing a change in systems, management cultures and

philosophy due to the global alignment of Indian organizations. There is a need for multi

skill development. Role of HRM is becoming all the more important.

Some of the recent trends that are being observed are as follows:

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus moreon people centric organizations. Organizations now need to prepare themselves in order

to address people centered issues with commitment from the top management, with

renewed thrust on HR issues, more particularly on training.

Charles Handy also advocated future organizational models like Shamrock, Federal andTriple I. Such organizational models also refocus on people centric issues and call for

redefining the future role of HR professionals.

To leapfrog ahead of competition in this world of uncertainty, organizations haveintroduced six- sigma practices. Six- sigma uses rigorous analytical tools with leadership

from the top and develops a method for sustainable improvement. These practices

improve organizational values and helps in creating defect free product or services at

minimum cost.

Human resource outsourcing is a new accession that makes a traditional HRdepartment redundant in an organization. Exult, the international pioneer in HR BPO

already roped in Bank of America, international players BP Amoco & over the years plan

to spread their business to most of the Fortune 500 companies.

With the increase of global job mobility, recruiting competent people is also increasinglybecoming difficult, especially in India. Therefore by creating an enabling culture,


30/83

30

organizations are also required to work out a retention strategy for the existing skilled

manpower.

NEW TRENDS IN INTERNATIONAL HRM

International HRM places greater emphasis on a number of responsibilities and functions

such as relocation, orientation and translation services to help employees adapt to a new

and different environment outside their own country.

Selection of employees requires careful evaluation of the personal characteristics of thecandidate and his/her spouse.

Training and development extends beyond information and orientation training to includesensitivity training and field experiences that will enable the manager to understand

cultural differences better. Managers need to be protected from career development risks,

re-entry problems and culture shock.

To balance the pros and cons of home country and host country evaluations, performanceevaluations should combine the two sources of appraisal information.

Compensation systems should support the overall strategic intent of the organization butshould be customized for local conditions.

In many European countries - Germany for one, law establishes representation.Organizations typically negotiate the agreement with the unions at a national level. In

Europe it is more likely for salaried employees and managers to be unionized.

4.3 Virtual team definition

Whose members are interacting primarily through electronic communications, Members of a

virtual team may be within the same building or across continents.

Human Resources Management in the Digital Age

Some of the Virtual Cultures are:

Virtual Corporation, Virtual Office, Virtual Consulting, Virtual University, Virtual Selling etc.


31/83

31

4.4 Virtual HR Defined

Virtual HR relies on technology, ranging from multimedia personal computers to voice-

response communication systems to corporate Intranets that bring employees into direct contact

with their organizations human resource system. Moreover, with Virtual HR, many of thetypical HR tasks are accomplished without the direct involvementof the HR department.

Driving Forces of Virtual HR

Technology, Reengineering, High-Speed Management, Networked Organizations, Knowledge

Workers, Globalization, Paradigm Shifts

Value of Virtual HR

Reduced paperwork, streamlined work flow, improved productivity, increased flexibility, faster

response time, more informed decisions, improved time management, Empowered personnel

Reengineering HR: The Goal

The fundamental rethinking and radical redesign of [HR] processes to bring about dramatic

improvements in performance. Michael Hammer & Steven Stanton, 1995

HR Management Trends

Traditional Emerging

Paper Intensive Job Paperless Environment

People Skills Dominate Info media Skills

Data Filing/ Information Management Strategic Knowledge Generation

Functionally Oriented Consultative Approach


32/83

32

DESIGN OF THE

STUDY


33/83

33

TITLE OF THE PROJECT

A study on Effectiveness of Virtual HR in IntelliGroup Asia with special reference to the US

associates in IntelliGroup, Bangalore.

STATEMENT OF THE PROBLEM:

HRM is the backbone of the smooth running of any organizations. The job has seen wide range

of change in Indian context, since its importance is understood and implemented. Starting with

mere Administrative job, HR is termed as strategic partner & businesspartner etc

Virtual HR is an emerging trend of HRM, looking to the changes happening at global

level. Organizations are going Virtual due to various reasons, and its helping a lot in cost cutting.

Virtual HR, Shared service etc are emerging concept to cope up with the global changes

happening all around.

Intelli Group is one organization, who is implementing this concept in real time to

manage its US employees. There by its an opportunity to understand and study this emerging

trend in details. In this study we are trying to measure effectiveness of the Virtual HR process

practiced, by going through various processes involved to practice it in a real time. Later a

questionnaire is prepared and distributed to know the end users response for the same i.e. the

associates of the U.S. Intelli Group.


34/83

34

OBJECTIVES OF THE STUDY:

To understand the importance of virtual HR functioning as an emerging trend. To analyze effectiveness of Virtual HR implementation with respect to Intelli

Group.

To understand the different processes followed, in Intelli Group whileimplementing the Virtual HR function in the organization.

To find out the employee satisfaction towards Virtual HR functioning.


35/83


36/83

36

RESEARCH METHODOLOGY:

Research Design and Method Adopted

A research design is the arrangement of conditions for collection and analysis of data in amanner that aims to combine relevance to the Research purpose. The research design is the

conceptual structure within which research is conducted; it constitutes the blueprint for the

collection, measurement and analysis of data. The design includes an outline of what the

researcher will do, from writing the hypothesis and its operational implications to the final

analysis of data.

Research design can be broadly classified into three types, they are:

1. Exploratory research design2. Descriptive research design3. Causal research

Design opted- Exploratory Research Design

This is an exploratory research study that aims at studying the Virtual HR function

followed in the Intelli Group. Direct involvement and participation in the live processafter understanding, theoretically various processes involved in the process is the key to

working in this research work. This will give the primary data for the study along with

the questionnaire formed and response collected from the associates. Secondary data can

be collected from various journals available with the company. Then Research on the

same is done (Analysis, design, Interpretation of results, findings, suggestion and

observations, conclusion and recommendations) to prepare a document of the study.

Research design is explorative in nature, as much study on this emerging subject is not

done yet. Finally a survey is conducted by sending out questionnaire to the associates,

through mail. This will help to understand the effectiveness of the Virtual HR functioning

in the Intelli Group and opinion of the associates who are the end users of the support

services provided.


37/83

37

The research design is made keeping in mind enough provision for protection against bias

and maximizing reliability, with due concern for the economical completion of the

research study.

The basic objective is to investigate effectiveness, applying management concepts in a

scientific manner. In order to determine the essential features, the study has been

designed to collect the opinions, view and information about the Virtual HR functioning

from the associates and the US HR team members. The data is ventured to be collected

through questionnaire method from the associates of the organization. The response

obtained from the administered questionnaire would then tabulated and analyzed and

inferences drawn there form suggestion and recommendations based on these response,

would be provided wherever relevant.

The focus attention in this design is on the following:

1. Formulating the objective of the study2. Designing the methods of data collection3. Selecting the sample4. Collecting the data5.

Processing and analyzing the data

6. Reporting the findings

Sampling Method

All items in any field of inquiry constitute a universe or population. A complete enumeration

of all items in the population is known as a census inquiry. When the field of inquiry is large,

this method becomes difficult to adopt because of the resources involved. At times, this method

is practically beyond the reach of ordinary researchers. Many a time it is not possible to examine

every item in the population, and sometimes it is possible to obtain sufficiently accurate results

by studying only a part of total population. In such cases there is no utility of census surveys.

However the respondents selected should be as representative of the total population as possible


38/83

38

in order to produce a miniature cross- section. The selected respondents constitute what is

technically called a sample and the selection process is called sampling technique. The survey

so conducted is known as sample survey.

Sample size

There are nearly 200 employees at present out of which 40 were chosen for the analysis; for the

purpose of the study by way of random sampling. The sample of 40 include the associates those

of regular hire in US, transition employees on B1, L1, H1 Visas. Care is taken to avoid bias and

to get a clear understanding about Virtual HR functioning and needs of the organization.

Sampling Technique

Sampling techniques is the method through which a sample is selected. The sampling technique

selected must be one, which, for a given sample size and for a given cost, has a smaller sampling

error. Sampling technique used in the study is Random Sampling without any bias in the age

Group, experience, departments and even their positions. This helps in arriving at an objective

and unbiased conclusion of the study.

Sample Description

It includes question on Virtual HR functioning. The question asked during the interactions is

framed in such a way that it is easier for employees to answer. It does not affect their personal

values or affect the organizations image. It only calls for honest opinions.

Sources of Data:

The data collected are from both:

a. Primary data andb. Secondary data

Primary Data: it refers to the data that are first hand data i.e. collected for the first time.There are two main methods by which the primary data is collected and are done by the


39/83

39

method of Observation and Communication i.e. Questionnaire method and one to one

interaction that is used to get both the past and the current information.

Secondary Data: Secondary data is a collection of existing data. As opposed to datacollected directly from respondents or research subjects for the express purpose of a

project, (often called empirical or primary research), secondary sources already exist.

Secondary data can be used to understand the genesis of the problem. Reliable secondary

data can be utilized to form hypothesis of the study. At all times it must be ensured that

the secondary data used must be reliable, suitable and adequate.

The secondary data collected through various sources such as:

1. Employee hand book2. Connect intranet portal3. Company website

Instrument Design:

The instrument used in this research was a questionnaire. The general form of a questionnaire

can be either is structured or unstructured. Structured questionnaire are those questionnaires in

which there are definite, concrete and pre- determined questions. A highly structured

questionnaire is one in which all questions and answers are specified and comments in the

respondents own words are held to the minimum. When these characteristic are not present in

the questionnaire, it can be termed as unstructured or non- structured questionnaire. A

questionnaire can also be classified as disguised or undisguised.

Disguised is the amount of knowledge about the purpose or sponsor of a study communicated to

the respondent. The tool used in this research was an undisguised questionnaire. In this research,

the questionnaires used are a structured questionnaire. It contained not only few highly

structured questions but also included few open ended questions. Since the tool was structured it

was easy during administration, coding, and analysis. It provided frame of reference for

responses. It was also an undisguised questionnaire.


40/83

40

Method adopted for communication:

Being Virtual in nature, even the questionnaire was sent out to the associates to reply through

mail. Hence one to one interaction method could not be used for the collection of Primary data

from the associates; however this was used for the US HR team members situated at Intelli

Group, Bangalore office, to understand the process and solving loop holes present in the existing

system.

Statistical tools used for data analysis:

Statistical tools were used to analyze the data and to obtain the conclusion with minimum scope

for error. The tools used in this research study are:

a. Percentage analysis: a percentage is thetop part of a fraction whose bottom part

is 100. Percentage is a way of expressing

numbers as fraction of 100 and is often

denoted using the percent sign %.

b. Column charts have been used for datainterpretations.


41/83

41

LIMITATIONS OF THE STUDY:

No direct contact with the associates in any form as the whole process is Virtualin nature.

Questionnaire was sent out through mail and could not get in touch with allassociates looking at factor like time, place etc.

The study is restricted only to Intelli Group, Bangalore. The duration of the project was 6 weeks which was another constraint. Analysis of the data collected through questionnaire is done on the assumption

that the respondents have given correct information.

Respondents tried to avoid answering few questions in the questionnaire. Could not project many questions and various types of questions, to get a better

understanding of the associates response; regarding the process currently being in

practice, looking at the time constraint of the associates.


42/83

42

Some of the policies and process flows of Intelli Group, I have worked with

Transition Process:

1.

US B1 Transition procedure: Purpose: To provide inputs to the associates travelling to US on B1 Visa. Process Flow:

Travel request

is made by the

employee

HR reply with an orientation, ask him/her to go through it

and confirm after completion of the same.

Ask him/her to provide with the project details and

clients address.

Employee sends a

confirmation mail, HR

in turn call the

employee and clears

doubts if any!!!!

Once Antennary is

received HR send mail

to US travel desk for

the reservation (Shiva,

Ronald)

Transitional movement on

B1 Visa form is mailed to the

employee; asking him to

take a printout and carry

with him/her during the trip.


43/83

43

I 94 & custom declaration

form is issued in the

flight, which have to be

filled up before landing

In port of entry I 94

is stamped, stating

duration of valid

stay in the US.

Per-diem plan starts from the day of reaching the US, according to the plan one

has chosen.

Various per-diem plans to choose from: (for executive below directors level)

$45 : Company will provide $45 each day along with accommodation and rental

car.

$65 : Company will provide $65 each day along with accommodation only.

$70 : Company will provide $70 each day along with rental car only.

$90 : Company will provide $90 only each day.

For directors and above company will provide flat $60 daily with

accommodation with rental car options.

Benefits obtained are:

# $500 for winter clothing, once in 3 yrs of visit to the US.

# One time $200 for international driving learning program.

# $25 can be claimed for the flight journey of more than one

day to reach destination.

# travelling expenses to and fro to airport from residence can

be claimed.


44/83

44

Roles & Responsibilities :HR team: send orientation mail, ask for project & clients details, call him/her back and

clear doubt if any. Also mail to the US travel desk for reservation, finally mail the

Transitional movement on B1 Visa form to employee.

Travel Team: responsible for the booking accommodation & rental car as per requested.

Employee: raise a travel request, go through the orientation and reply the details requested

for. Take print out of the Transitional movement on B1 Visa form and carry along.

Immigration team : uni global is responsible for sending the antennary mail to the HR.

2. US H1 transition process flow:

1. Purpose: To provide inputs to the associates travelling to US on H1 Visa.

Per diem plan can be changed if required after reaching US, not to

exceed more than two times. Plan changing happen from lower to

higher plan; vice versa is not applicable until and unless approved

from higher authority.

On or before 1st and 16th of a month, one

needs to apply for change in per diem plan.

#*^ Claims to

be done with

proper bills as

proof!!!


45/83

45

2. Process Flow:

Associate raise a travel requestHR send orientation mail

containing two zip folders named

in India & in US

In India folder contain 6 doc which

need to be filled by the employee in

India before travelling and send to

the HR. Simultaneously contact citi

bank to open bank account for the

associate going in for the new payroll.

On receiving the doc,

HR will call the

associate and clear

doubts if any. HR will

send the offer letter

on receiving info

required from comp

team.

Antennary will be

received from uni global,

HR send mail to US travel

desk for reservation.

Associate is ready

to travel along with

the offer letter

I 94 and custom declaration form is

provided in flight; which need to be

filled and submit at port of entry,

where the homeland security checksit.

HR will

send the

NHR to US

new hire

After two days one

needs to apply for SSN

and open a bank

account.

In US fill the doc from US folder and send it to

Mike, benefit officer in IGI USA. I9 form need

to be send in original to mike rest can be

emailed to him.

Once Mike clears it,

info goes into US

payroll process and

the associates US

a roll starts.


46/83

46

Notes: For an initial period of 15 days company will provide accommodation and rental car

facility to the associates, later they have to make their own arrangement. This facility can be

availed by providing info to the HR within one month, so that the above mentioned arrangement

can be made.

Roles and responsibilities:

HR: Is the SPOC during the trip. HR will send the orientation mail with attached zip folder

named in India and after reaching US.

Ask the associate to fill in the India doc which is 6 in no. and send back to HR before leaving

for the trip. On receiving the docs signed duly by the associate, Hr will call back and clear doubts

if any.

HR will release the offer letter on receiving required info from the comp team. Once the

itinerary is received, from uni global send mail to US travel desk (Shiva and Ronald) to do the

reservation process.

Send NHR to US new hire. Mike the beneficiary officer in the US will take care of the

employee once they reach the US

Travel Team: responsible for the booking accommodation & rental car as per requested.

Employee: raise the travel request, fill in the required docs on time and send accordingly as

instructed. On reaching US apply for the SSN after duration of 2 days.

Fill in the docs present in the US folder and send it to Mike as instructed. Company will

provide accommodation and rental cars to the associate for a duration of 15 days, which need to

be informed if want to avail within one month of reaching US and then accordingly for a

duration of 15 days arrangement of accommodation and rental car will be done.

3. US regular hire process flow:Purpose: To define and demonstrate the processes involved in hiring US regular employees to

Intelli Group US payroll.


47/83

47

Balakrishna of OPS team send NHN to the HR, also send soft copy of

offer letter to the associate informing Mike the benefit HR.

Now HR sends welcome mail and documents attached namely:orientation deck, info about Amex, info about time sheet (I Prime),

ESS info etc.

HR will send Travel request form (with Shiva & Ronalds info) if

requested by associate, which will be known from the NHN,

which is an excel sheet containing name, DOJ, process info,

relocation su ort need info, ersonal email ID etc.

Relocation in Intelli Group is self governing

which can be remembrance later with valid bill,

company however provide an option for rental

car and accommodation for duration of 15

days.

While sending the Travel request to the

associate in CC we have to mark Venu,

Unit HR, practice head of cost center,

Bala of OPS team, RDH, Recruiter who

have recruited in the US.

Send mail to RDH to approve the

travel for accommodation, rental

car, flight tickets etc. In CC mark

Ronald & Shiva.


48/83

48


Operation team: send NHN to US HR, send soft copy of the offer letter, to the associate and

inform Mike as well, to send out the Hard copy of the offer letter to the associate along with the

associated docs.

HR: Sends welcome mail to the associate along with the documents, namely: orientation deck,

info about Amex, info for time sheet (I prime), ESS etc. then he also send the Travel request

form to the associate, if requested in the NHN. Contact # of Shiva & Ronald who handle the

travel request is provided to the associate.

RDH: needs to approve for the travel with accommodation, rental car, flight tickets etc. for the

associate to travel.

Mike: Once the docs are returned by the associate, which has been send along with the hard copy

of the Offer letter, he releases the NHR to the US new hire team.

4. Separation process flow:1. Purpose: To provide the information about handling various kinds of separations. There are

two types namely a. regular separation, b. Transitional return to India.

Mike on receiving mail from Bala of OPS team, will make

a hard copy of the offer letter and FedEx to the associate

along with set of docs namely W4, I9, GISA, NDA, Direct

deposit form, wage deduction form etc. when the

associate returns the filled documents Mike sends out

the NHR to the US new hire for further processing.


49/83

49

Transitional returns to India process flow:

Regular separation: voluntary & involuntary

Practice head inform HR about last working day of the transitional associates in US.

The unit HR now

sends US separation

mail to the entire US

share holder to

separate the

associate from US

payroll.

Every dept. associated with US separation

will have to clear their no dues respectively,

especially the TSS team, and then HR will

send mail for FFS to the finance team.

Associate

submits the

resignation

letter

Manager of the associate have to input all

the information in the e-separation tool,

then once the submit button is clicked

information will come to all the

shareholders namely HR, Finance, TSS,

Immigration dept respectively.


50/83

50


Unit HR: (for Transitional return to India) :On receiving the mail from practice head

regarding the last working day of an transitional associate, need to send the US separation

mail to all US share holders to separate him/her from the US payrolls.

Every dept will have no due questions which need to

be filled by the respective dept and submit in the

tool, then FFS button will appear to the HR and once

clicked will go to Finance team for FFS.

HR calls the associate to know the

reason for leaving, try to see if the issue

due to which one is leaving can be sort

out, if it doesnt work ask the associate

to fill the feed-back form.

Note: HR questions for the no due are:

1. Leave balance.( clear the leave balance of the associate)2. Green card agreement. ( settle the process of green card before

leaving)

3. Amex card agreement. ( clear the dues if any)4. Transitional resources. (associate are not suppose to leave the

organization for a period of 12 months from the transition else

eligible for payment of $10,000)


51/83

51

TSS dept. will have to provide no due clearance against any Laptop provided to the

associate during transition. Once this is received HR will send the info to Finance team for

final settlement of the associate.

For regular separation (voluntary & involuntary):

From the E separation tool HR will get the info, need to process HR no due question form for

the associate and give clearance, take from of similar kind from the other dept. too. Finally select

the FSS button which will indicate the Finance team to go ahead with the full and final

settlements.

HR also need to call the associate, ask for the reason for leaving, try to convince and solve the

issues if possible to retain him/her. Else ask to fill the feedback form.

Practice Head: responsibility lies in informing the Unit HR regarding last working day of

transitional associates.

TSS dept. : No due clearance is essential from this dept for final settlement both in regular and

transitional returns to India.

Associate: need to submit the resignation letter in case of voluntary separation.

Reporting Manager: will feed the info provided by the associate in the E separation tool, so

that the info goes to all the dept. requiring this info.

Finance team & Immigration team: need to clear their part of no dues for the associate, so

that HR get the FSS button in the E separation tool and pressing which will give go ahead signal

to the Finance team for the full and final settlements.

5. Address change process flow:1. Purpose: How to go about various types of address changes of the associates. There are 3

types, namely: a. within state address changes, b. outside state address change (no change

in SPA), and c. outside state address change with effect in SPA.


52/83

52

2. Process flow:

a. Within state address changes: this process is applicable for, if address change happenswithin the state. I.e. no change in state while changing the work location. There is no

need of W4 form, for this kind of address changes.

b. Outside state address change (no change in SPA): Here W4 form in mandatory, associateneeds to send back the filled W4 form to the unit HR, for the change to take place.

c. Outside state address change (with change in SPA): Here also W4 form is mandatory,and approval of practice head is necessary to proceed. Need to check in the SAP for the

SPA change and provide the info to practice head for approval, if its a change related to

business purposes.


53/83

53

3. Roles and responsibilities:

HR: send the address change info to HRIS and Finance team directly in case of the first two

types of the address changes. Attach W4 form and stating that no change in SPA to be mentioned

in second type of addresses changes.

For the third type of address changes calculation of SPA changes then taking approval from theRDH and sending the info to Himanshu is required, he in turn will inform the HRIS and Finance

team for the changes to be bought about.

Associate: provide the address change information to the unit HR.

Finance team: will calculate the salary for the associate according to the info provided to them.

RDH: need to approve in case of outside state address change and also change in SPA, beside it

is his duty to check that the address change has happened due to business reasons.

Himanshu: will get the HR change form from the Unit HR and send the info to HRIS and

Finance team for the third type of address changes.


54/83

54

Within State address change:

Address change outside state: This is second type of the address change. Here W4 form is

mandatory and there is no change in SPA.

Associate inform the address change to the unit HR through mail.

If the address change falls in this category after seeing the

location change, from the associates mail will follow this

procedure.

HR will then send the info to

HRIS team (Praveen, laxman)

and Finance team ( Jaya,

sayeed)

There is no requirement of W4 form in this case and there is

no change in SPA either, Praveen will confirm the change

once done.

Associate will inform about address change,

unit HR in turn check for the type of change, if

it falls in this category (outside state address

change) will send blank W4 from to be filled by

associate and return.

HR now will check in the SAP tool for his old and new address

change, to find if any change in SPA applicable or not. If not

applicable will follow this process and will follow the third typeof change process. Change in Zip code will tell us about change

in state if any and SAP tool will help in calculating SPA if

applicable.

Associate send back the filled in W4 form, send the same to HRIS and

Finance team to make the changes associated with a note that there is

no change in SPA to finance team with attached W4 form.


55/83

55

Address change outside state with change in SPA: This is the third kind of address change

where there is a state change in new address and accordingly SPA is associated, which is found

out from the SAP tool.

From the associates mail will come to know if there is change in state, in

new address change(from the change in Zip code of both the address);

accordingly will check in the SAP tool to check for applicability of any SPA

change. If SPA change is applicable, will calculate the change in per

annum. SPA change comes into effect with the change in standard of

living of places.

Now will mail to the practice head of the associate to approve it with

the value of SPA change applicable (it may be increased or decreased

for the relocation) also verification is needed saying address change is

related to business else we do not entertain.

Send mail to Himanshu, with the

HR change form. He will in turn

inform the HRIS and Finance

team to make the associated

changes.


56/83

56

6. Personal changes of the associate:1. Purpose: How do we go about, in case of any personal changes of the associates are

needed, is described here. Example W4 updating, leave check queries, SSN changes etc..

In case of any personal changes required for the associate, associate will mail the

unit HR and inform. HR in turn informs the HRIS dept (Praveen, Laxman) to make

the associate changes from the backend.

Some of the issues are namely:

1. Gender change2. Name correction3. SSN correction4. W4 form updating


57/83

57

1. Roles and responsibilities:

HR: Inform HRIS team about the change required for particular associates.

HRIS team: will perform the required task at hand from the back end and confirm the

same to HR after the change is bought about.

Associates:Needs to bring to HRs notice, for any changes required, when ever noticed.

Some of the tools used in Intelli Group (snapshots):

Figure 1 Connect Portal


58/83

58

Figure 2: Request portal


59/83

59

Figure 3: ESS tool

Figure 4: E learning tool


60/83

60

Figure 5: ESS tool

Figure 6: I prime tool


61/83

61

ANALYSIS

&

INTERPRETATION


62/83

62

Analysis and interpretation:

Table No. 1

Effectiveness of the tools used in the Virtual HR functioning, in the Intelli Group:

Particulars Satisfied Not Satisfied Total

No. of

associates

% No. of

associates

% No. %

a. Is the Connect

Intranet portal is user

friendly and easy to

use/navigate?

38 95 2 5 40 100

b. How is your

experience with the

tool I-prime?

30 75 10 25 40 100

c. Is the Request

portal is designed to

work in an effective

manner?

32 80 8 20 40 100

d. Is the ESS tool is

friendly and very

good to use without

much issue?

35 87.5 5 12.5 40 100

e. Is the E-learning

section in the connect

portal is useful,

understandable &

38 95 2 5 40 100


63/83

63

provide important

information

necessary?

Graph 1: Graph showing Satisfaction and non satisfaction of various tools in use.

Source: Primary data

Inference: From the above table it is inferred that most of the associates are happy with the uses

of the tools, available for smooth functioning for the day to day activities of the Organization as

a whole. Virtual functioning is primarily dependent on effective and smooth functioning of the

tools, due to the distance factor. This analysis shows a positive response for the effectiveness of

virtual HR in Intelli Group.

95%

75%

80%

88%

95%

5%

25%

20%

13%

5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

connect iprime request portal Ess E-learning

satisfied

notsatisfied


64/83

64

Table No. 2

Effectiveness of the US TRANSITION (B1, L1, H1) applicable to US transitional

employees. [Per diem plan & US payroll (H1)]


No. of

people

% No. of

people

% No. %

I) Did the Unit HR

replied with the

orientation mail on

time, once the travel

request was raised &

called to clear doubts

if you had any?

38 95 2 5 40 100

II) Are you satisfied

with the companys

per diem policy (B1,

L1)?

30 75 10 25 40 100

III) Is the US payroll

policy (H1) is

designed in a best

possible manner to

meet the long term

stay in the US?

32 80 8 20 40 100


65/83

65

IV) Was the Unit HR

effective enough in

handling the transition

process smoothly &

was pleasant in their

approach and

proactively helped in

all ways?

35 87.5 5 12.5 40 100

V) Is the Benefits

applicable for the

transition were

provided as per

policy?

38 95 2 5 40 100


66/83

66

Graph 2: Graph showing Satisfaction and non Satisfaction level of the associates for

the US Transitional Process.

Source: Primary Data

Inference: From the above table it is inferred that many agree that US transition policy is

designed to suit associates needs onsite effectively. Transition includes H1 & L1 which are for

short term in nature and H1 which take care of the long onsite stay in the US. As per the

response obtained for the question projected, it seems associates are happy with the way per

diem and US payroll policy is practiced to ensure associates convenience. This act as cost cutting

to the organization and Intelli is performing it extremely well. This is a important function taken

care by the Virtual HR team and figures of associates response shows it is running effectively.

Thus virtual HR function is once again doing well in delivering the expectation of the

organization.

95%

75%

80%

88%

95%

5%

25%

20%

13%

5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

travel request responseper diem policyUS payroll policy (H1)Unit HR's effectivenessBenefits provided

satisfied

notsatisfied


67/83

67

Table No. 3 Effectiveness of the Regular/lateral hiring: applicable to associates hired in US


No. of

people

% No. of

people

% No. %

I) Was the Orientation

program conducted on

time, to introduce you

to Intelli Group

effectively?

38 95 2 5 40 100

II) Is the joining

formalities in the IGI

are smooth?

30 75 10 25 40 100

III) Did you get the

Emp ID and email

address on or before

the date of joining the

organization?

32 80 8 20 40 100


68/83

68

IV) Do the HR team

(ERE) handles day to

day HR

activities/queries

raised by employees

on time effectively?

35 87.5 5 12.5 40 100

V) Is contacting your

unit HR, whenever

required is an issue?

38 95 2 5 40 100

VI) Is the

Performance appraisal

is carried out as per

the industry

standards?

32 80 8 20 40 100


69/83

69

Graph 3: Graph showing Satisfaction and non Satisfaction level of the associates for the US

Regular hire process.


Inference: From the above table it can be inferred that associates are happy with the way US

lateral hire process is carried out by the HR department. They are performing the functions as per

need to help the new associates join onboard comfortably. Orientation program & joining

formalities, including emp. Id and e-mail address is provided conveniently to benefit associates

knowing the organization better. ERE function is carried out to fulfill needs as per requirement

and performance appraisal process is coordinated well by the department. Thus virtually they aremanaging this process quite successfully and providing the best possible support function to the

associates located in the US intelli Group (IGI).

95%

75%80%

88%

95%

80%

5%

25%20%

13%

5%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

satisfied

notsatisfied


70/83

70

Table No. 4

Effectiveness of the Travel and Relocation Process:


No. of

people

% No. of

people

% No. %

I) Did the HR

provided assistance in

relocation process, by

providing required

information, Policies

& benefits when ever

required?

38 95 2 5 40 100

II) Is the

Reimbursements for

relocation areprovided as per

policy?

30 75 10 25 40 100


71/83

71

Graph 4: Graph showing Travel & Relocation processs Satisfactory and non Satisfactory level

of the associates.


Inferences: From the above table it is observed that majority of them agree that Intelli Group

have a well structured Travel and Relocation process. Associates readily agree that

reimbursement for relocation is provided as per company policy effectively. They are also happy

with the assistance provided for the relocation process and these shows Virtual HR functioning is

effectively carried out once again by the US HR department.

95%

5%

75%

25%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

satisfied notsatisfied

assistance in relocation

process

Reimbursements for

relocation


72/83

72

Table No. 5

Effectiveness of the Address and Personal changes Process:


No. of

people

% No. of

people

% No. %

I) Are the Address

and Personal changes

procedure of the

employees are carried

out properly & is

updated in short time

by the team

38 95 2 5 40 100


73/83

73

Graph 5: Graph showing Satisfaction and non Satisfaction of the associates for the Address and

Personal changes procedure.


Inference: From the above table it can be inferred 95% of them have good experience with the

Address and personal change process. There are 3 types of address change and each one differs

from another to quite an extent and due care have to be taken when there is change in SPA.

Associates also showed happiness the way Unit HR is bringing out the personal changes, with

the help of HRIS team once informed for changes. Thus it is clear that virtual function of the HR

is carried out quite effectively by the US HR team.

95%

5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

satisfied notsatisfied

Address and Personal

changes procedure


74/83

74

FINDINGS

&

SUGGESTIONS


75/83

75

Summary of Findings:

Connect intranet portal of the organization is working effectively and associates arehappy about its uses, 38 people said satisfactory out of sample size of 40.

30 associates said I-prime is satisfactory but 10 people are not happy about its uses. 32 people are in favor of the satisfactory functioning of the tool called Request. ESS tool is working as expected as 35 associates said it is easy to use and is useful. E-learning tool for training and self learning is working effectively with 38 associates

saying satisfactory.

Unit HR functioning is carried out satisfactorily, for the overall Transition process(B1,L1,H1) as 38 associates are satisfied with the part played by the HR to make the trip

smooth.

30 associates are satisfied with companys per diem policy, whereas 10 associatesshowed their dissatisfaction for the same.

32 associates said they are happy about the current US payroll policy, and its smoothworking, again 8 associates are not happy about the process.

When asked about their opinion about effectiveness of unit HR functioning, goodmajority (35) said satisfactory.

Benefits applicable for the transition are provided as per policy. Orientation is conducted on time and is useful, as 38 associates are in favor of its

satisfaction.

30 persons are happy about the joining process formalities practiced in the organization,whereas 10 persons said its not satisfactory.


76/83

76

Employ ID and email address are provided on or before the date of joining theorganization. 32 associates said it is satisfactory and very helpful and 8 are not satisfied.

The HR team (ERE) handles day to day HR activities/queries, raised by employees ontime effectively, as 35 associates is in favor of it.

Unit HR is readily available to help associates whenever required/asked for; associatesexpressed their happiness about the way HR team is functioning to help the associates.

Performance appraisal is carried out as per the industry standards, 32 associates aresatisfied with the current practice.

HR provided assistance in relocation process, by providing required information, aboutPolicies & benefits when ever required.

The Reimbursements for relocation are provided as per policy. The Address and Personal changes procedure of the employees are carried out properly &

is updated in short time by the team.


77/83


78/83

78

CONCLUSION


79/83

79

The study was conducted at the Intelli Group Asia, Bangalore to study the effectiveness

of the Virtual HR functioning practiced in the organization, by the US HR dept. to take

care of the US regular and transition employees. From the study it has been understood

that most of the associates are satisfied with the functioning of the Virtual HR. There are

some issues which need to be addressed exclusively to make the process more smooth

and effective functioning like feedback mechanism, training etc. Associates are happy at

the moment about how the whole process is running, but with time their taste,

requirements will change. HR department should be well equipped with tools/policies to

meet the demands of present and the future, which in turn helps in job satisfaction of the

employees, and achieving the goals of the organization as a whole. Human resource is an

important asset to any organizations and managing the same effectively will lead to

obtaining organizational goals. Whatever might be the structure or business strategy,

organizations are realizing that it is the performance of their human assets that can make

a difference between success and failure. Looking at the survey conducted to measure,

effectiveness of Virtual HR function in Intelli Group, it is clear that the organization is

pretty successful in implementing and managing the same. The associates participated in

the questionnaire reflected happiness for the US HR process running in the Intelli Group.

Hence the project titled Effectiveness of Virtual HR at Intelli Group Asia Ltd.

Bangalore, with special reference to US associates undertaken at intelli Group,

Bangalore, showed positive results while trying to find out its effectiveness, in

implementing the Virtual HR concept in real time.


80/83

80

Questionnaire:

Questionnaire mail sent out from the HRs desk

HI All,

This is to inform you that Pulak Jyoti Borgohain had joined US-HR Team as Project

Trainee on July 25, 2011 for period of 7 weeks. His project topic is Effectiveness of

Virtual HR. As part of his project now he has to collect feedback through attached

Questionnaire to prepare his analysis.

I hereby request on behalf of him to please fill the attached questionnaire & send it back

today itself as tomorrow is his last date. Thanks in advance. Below is the note from

Pulak.

Respected Employee,

I, Pulak Jyoti Borgohain, a Jain University graduate pursuing MBA; have taken up the

research work in IntelliGroup to understand the Effectiveness of Virtual HR functions

and to understand the perception of employees towards the same. The research results are

surely be useful to all associated with virtual organizational structure in IntelliGroup,

towards making the process more effective.

I request you to give your opinion for the questions set in the questionnaire at the

earliest. Type of Research Design is Explorative in nature, as much of the study on the

topic Virtual HR and its effectiveness is not conducted yet, thus your information will

add valuable insight to; study the emerging trend in a better way. Looking forward for

your corporation in all possible manners, in providing the informations as requested.

Thanks & regards


81/83

81

Pulak Jyoti Borgohain

Please fill in your name, ID, designation, cost centre, No. of years association with

Intelli Group and fill the questionnaire in the sheet attached inputting Y for {satisfied}

and N for {not satisfied} as per your choice [leave which is not applicable], and thenforward back to the same email address.

Associate Id:

Associate Name:

Cost Center:

Designation:

No. of years association with Intelli Group:

Thanks and Regards,

Amit Jindal-HR(SAP)

IntelliGroup, Inc.

An NTT Data Co.

Bangalore - 560066

080-67018006 / +1-646-810-7611


82/83

82

REFERENCE

&

BIBLIOGRAPHY


83/83

Websites Referred are:

www.intelliGroup.com

www.google.com

www.citeHR.com

www.NTTData.co.jp

www.wikipedia.com

www.amazon.com

www.yahoo.com

www.shrm.org

www.ihrim.org

Books Referred:

Personal managementP. Subba Rao

Employee handbook 2011, intelli Group

Michael Armstrong,A Handbook of Human Resource Management Practice

Business Manager Magazine Vol. 13 no. 10 April, 2011

NTT Data Annual Report 2008
http://www.intelligroup.com/http://www.intelligroup.com/http://www.google.com/http://www.google.com/http://www.citehr.com/http://www.citehr.com/http://www.nttdata.co.jp/http://www.nttdata.co.jp/http://www.wikipedia.com/http://www.wikipedia.com/http://www.amazon.com/http://www.amazon.com/http://www.yahoo.com/http://www.yahoo.com/http://www.shrm.org/http://www.shrm.org/http://www.ihrim.org/http://www.ihrim.org/http://www.ihrim.org/http://www.shrm.org/http://www.yahoo.com/http://www.amazon.com/http://www.wikipedia.com/http://www.nttdata.co.jp/http://www.citehr.com/http://www.google.com/http://www.intelligroup.com/

project uptodate

Documents