SUMMER TRAINING REPORT

ON
HUMAN RESOURCE MANAGEMENT
AT
R1 RCM

Submitted to:
Maharishi Dayanand University, Rohtak
For

Partial Fulfilment of the award of degree of

MASTER OF BUSINESS ADMINISTRATION
(BATCH-2022-2024)
Submitted To: Submitted By:
Controller of Examinations Name: Rajat Kumar Singh

M.D.U, Rohtak Registration No: 2211051219

Under the supervision Roll No…………
Ms. Chetna Virmani

INSTITUTE OF MANAGEMENT & TECHNOLOGY

[Approved by AICTE, and affiliated to M.D.U, ROHTAK]
TIGAON ROAD, NEAR SAI DHAM, FARIDABAD – 121001
 DECLARATION

I Rajat kumar singh Registration No. 2211051219 Roll no. and Class MBA III SEM semester,
of the Institute of Management & Technology, (Faridabad) hereby declare that the Summer
Training Report entitled, “HUMAN RESOURCE MANAGEMENT” is an original work and the
same has not been submitted to any other institute for the award of any other degree.

Presentation In-charge Signature of the Candidate

Ms. Chetna Virmani Rajat kumar singh

Forwarded by:

Director/Principal of the Institute

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 PREFACE
During the Internship of my Summer training Program, I have seen the emergence of a Human resource

Management that is a well-informed, dynamic and diverse field. To be successful in effectively handling such a

workforce, employers, managers and supervisors need to be up to date with the current trends as well as possess a

strong theoretical foundation of human resource practices. The contents of Human Resource Management have

been developed, therefore, to provide students as well as practicing managers with all-inclusive, information in a

highly readable and understandable form. Besides adopting a user-friendly format, each chapter in the book has

several unique real-life examples to support its theoretical ...

As you read this Internship, we hope you will agree that human resource management is an exciting field of

study. In order to make ideas and concepts come to life, we include a number of examples from real companies

how effective human resource management is helping companies achieve success. Each chapter explains how an

org can increase its effectiveness by improving its processes for hiring and motivating top employees. We

specifically link human resource practices to competitive strategies. This linkage is critical, as it shows how a

company can use human resource ...

Human Resource of an organization makes or breaks an organization; they are the most important doom or

boom of it. The pace of the development of the country is based upon its ability to develop

& utilize the innate capacity and capabilities of its people. The most important economic resource of a

nation is its manpower that is human resource.

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 ACKNOWLEDGEMENT
Any achievement does not come from one’s contribution; it requires some support
from the superior to make the task uncomplicated.

I am heartily thankful to my institute IMT (Faridabad) & company would like to

thank all the employees of R1 RCM for providing me an opportunity to undertake
a very useful and interesting Report. A special word of thanks to my company
guide, MR. VINEET, R1 RCM for his patient guidance and persistent
encouragement, throughout for the completion of this report. I am deeply indebted
to them for their invaluable supervision. Without their aid & support this project
would have been a daunting task.

I would like to express my deepest sense of gratitude to my institute’s Director Dr.

Ravi k. Handa.

I am indebted to the helping hand of my Head of department Dr. Meenu Dhembla

and faculty guide Ms. Chetna Virmani who by her continuous reinforcement and
best wishes pioneered me into an absolutely intense and interesting corporate world.

Lastly, it is difficult to forget the help and moral support from my family and
friends.

It has been an enriching experience for me, which has enabled me to get a clear
picture of my Training Report. Learning in the past 8 week was a life time
experience and will be helpful for me in the future

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 CONTENT

PARTICULARS PAGE NO.

LESSONS

Chapter-1 Introduction of Human Resource 6-14

Chapter-2 Research methodology 15-25

Chapter-3 Company profile 26-30

Chapter-4 Micro analysis 31-40

Chapter -5 Macro analysis 41-47

Chapter-6 Recommendations and suggestions 48-50

Chapter-7 Conclusion 51-52

Bibliography 52-54

ANNEXURE: questionnaire 55-60

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 CHAPTER – 1
The Role of Human Resources

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 INTRODUCTION

Human Resource Management was originally known as personnel or people management. In the past,

role was quite limited. Within any company or organization, HRM is a formal way of managing people. It

is a fundamental part of any organization and its management.

Main responsibilities of the personnel department include hiring, evaluating, training, and compensation

of employees. The human resources department deals with any issues facing the staff in their working

capacity within an organization. HR is concerned with specific work practices and how they affect the

organization’s performance.

Today, Human Resources Management deals with:

• Anything related to managing people within a company or organization. This means

decisions, strategies, principles, operations, practices, functions, activities, and the methods

used to manage employees.

• The type of relationships people has in their places of employment and anything that

affects those relationships in a positive or negative way.

• Ensuring that employees are satisfied with the conditions of their employment. This leads

to better services and production of goods and helps the company’s success.

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Below are the criteria used in Human Resource Management when using these effectively, a company can make

impact in its particular field.

– Value Building: People who try hard to decrease costs and to provide a service or product unique to customers,

can increase their own value as employees and that of the company. Organizations also use empowerment

programs, quality initiatives, and strive for continual improvement in order to increase the value that employees

bring to the company.

– Rarity: When the skills, knowledge, and abilities of employees are not equally available to all companies in the

same field the company that has these people, has a very strong advantage.This is why top companies endeavor to

hire and train the best and the brightest employees. This way they gain advantage over their competitors. In some

cases, companies will even go to court to stop other organizations from taking away their valued employees. This

proves that some companies have clearly identified the value and the uniqueness of certain employees.

– Incomparability: Employees give their companies competitive advantage when their capabilities and

contributions cannot be reproduced by others. That is, the knowledge and skills that they bring to the organization

are unique and not easily found elsewhere. Certain corporations such as Disney, Southwest Airlines, and Whole

Foods have, over the years, developed very distinctive cultures that get the most from employees. These cultures

are difficult for other organizations to imitate. Southwest Airlines, for example, rewards the employees who

perform well. It is also able to maintain employees’ loyalty through offering free airfares and profit sharing in the

company.

– Organized work force: People with unique talents can help a company achieve a competitive advantage when

they can easily be reassigned to work on new projects without much notice. In order for this to happen teamwork

and co-operation are needed and the creation of an organized system.

The criteria above show the importance of people power and also the link between human resources management

and performance management. Many high-functioning organizations now know that their success depends on the

knowledge and skills of their employees, or, their human capital. Human capital is aligned with the eco value of

employees with the right knowledge, skills, and abilities. Their knowledge and skills have economic value.

Managing human capital properly is imperative for any organization wanting to maintain a competitive advantage
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Objectives of HRM:
1. To establish and use a workforce that is able and motivated, in order to achieve the goals of an

organization.

2. To create the desirable organizational structure and working relationships among all the members

the organization.

3. To integrate individuals and/or groups within the company by matching their goals with those the

company.

4. To ensure individuals and groups have the right opportunities to develop and grow with the

organization.

5. To use what human resources a company has in the most effective way to achieve organizational

goals.

6. To ensure wages are fair and adequate and provide incentives and benefits thereby satisfying both

individuals and groups. Also, to ensure ways of allowing recognition for challenging work, prestige,

security and status.

7. To have continual high employee morale and good human relations by establishing and improving

conditions and facilities within the organization.

8. To improve the human assets by providing appropriate training programs on a continual basis.

9. To try to effect socio-economic change in areas such as unemployment, under-employment and

inequality by distributing income and wealth. This way society can benefit. Added employment

opportunities for women and the disadvantaged will also be impacted in a positive way.

10. To offer opportunities for expression.

11. To ensure that the organizational leadership works in a fair, acceptable and efficient manner

12. To ensure a good working atmosphere and employment stability by having proper facilities

and working conditions.

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Functions of Human Resource Management (HRM)

In Human Resource Management, there are four major areas

1. Planning
2. Staffing
3. Employee development, and
4. Employee maintenance.

HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which

“formulate,

redefine, break into details and decide a

number of actions” that

govern the relationshipwith employees in the attainment of the organization objectives.

HR Policies cover the following:

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1. Policy of hiring people with due respect to factors like reservations, sex, marital status, and the like.2. Policy on

terms and conditions of employment-compensation policy and methods, hours of work, overtime, promotion,

transfer, lay-off and the like.3. Policy with regard medical assistance-sickness benefits, ESI and company

medical benefits.4. Policy regarding housing, transport, uniform and allowances.5. Policy regarding training and

development-need for, methods of, and frequency of training and development.6. Policy regarding industrial

relations, trade-union recognition, collective bargaining, grievance procedure, participative management and

communication with workers.

FORMULATING POLICIES

There are five principal sources for determining the content and meaning of policies:1. Past practice in the

organization.2. Prevailing practice in rival companies.3. Attitudes and philosophy of founders of the company as

also its directors and the topmanagement.4. Attitudes and philosophy of middle and lower management.5. The

knowledge and experience gained from handling countless personnel problems on

Liquidity is a pre-condition to ensure that firms are able to meet its short-term obligations and its
continued flow can be guaranteed from a profitable venture. The importance of cash as an
indicator of continuing financial health should not be surprising in view of its crucial role within
the business. This requires that business must run profitability.

Profit maximization is generally considered an important objective of a business. Profit is also

used as a tool for evaluating the performance of management. Profitability directly influences the
creation of surpluses.

Therefore, Management of working capital is one of the most important aspects of a firm’s
profitability.

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 WORK PROCESS

STRATEGIES APPLIED FOR ACHIEVING THE TASK ASSIGNED

Client Search

For placement of the students in different companies first we search for the differentcompaniesfrom internet from

various sites.

Cold Calling

Cold calling means to approach the clients without taking prior appointments. I havedone lots of cold calling. I

visited different companies and industries. I got a greatexperience as I interacted with different kind of peoples.

Even I learned lots of thingsregarding convincing the clients.

Client Visit

I visited different companies and industries to get contact details from them and toconvince them to place our

students in their companies. I got to interact with many HR ofdifferent IT companies.

Role Plays

Role play is a kind of play or say drama which is been presented in front of a group of peoples and that is even

in rural areas where people don’

t understand the face to faceinteraction or any another explanation. Role play is done basically in local language

andwe are planning to do the same as our role play is all set to do.

Data Collection

My third strategy is to collect data as many as possible from different sources. So for thisdata collection I have

visited different colleges to get the data of retired people. I went tocolleges to get the data of the graduate students

who would the good prospect for ourcompany.

Conducted test

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 There were three rounds first was written test, technical round, group discussion

followed by personal interview. With the help of my seniors I conducted admission tests of Cjetcandidates.

Conducted group discussion rounds

Then after the written test I suggested few group discussion topics and conducted groupdiscussion rounds and on

the basis of this we were able to analysis the communicationskills of the candidates.

Done survey to take students feedback

I made questionnaire to take feedback from the students for the betterment of R1 RCM. Iwent to different classes

and interacted with the students to know about their problemsand suggestions.

Canopy

Canopy is the kind of activity in which we do arrange a small Business OpportunityPresentation. We select

particular area and in this area we give invitations to the peopleresiding in this area and then we arrange the

presentation. We did our canopy in the areaslike Park street, Garia, and Konnagar and tried to cover as many areas

as possible to promote R1 RCM

Recruitment Assistance for Companies

R1 RCM has Placements Team whichhas helped hundreds of IT companies across the country find talented

candidates for IT jobs.

Short listing candidates

R1 RCM has a full-fledged Placements Team operating from offices across India. TheTeam is in touch with

graduating students at all R1 RCM E&T centres. On receivingrecruitment request, the Team screens & shortlists

candidates & sends them for testsinterviews to the company.

Job fairs

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 From time to time, R1 RCM organizes job fairs to connect companies with students.Students are interviewed &

often get spot offers for jobs with these companies.

Campus placements

Recently, Wipro, HCL,

India’s larg

est third-party offshore Business Process Outsourcingservice provider, conducted campus placements at R1 RCM

Computer Education.

Workplace skills

Apart from IT education, R1 RCM also trained students in English language &communication skills, how to make

presentations, how to work in a team, and otherworkplace skills

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 CHAPTER - 2
RESEARCH METODOLOGY

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 RESEARCH

Accomplishments of a business firm require that human resource be treated asa strategic factor. Every business

has strategic human resource intent at its core. The issue of human resource management is a crucial issue and

leveragi optimum performance from talent and avail high profits is most challenging task. Use of technology, in

the form of HRIS, supports towards this endeavor. This chapter lays down about methods used for the study. It

contai description about appropriate methods used in order to lead this research study to its cogent outcome. The

chapter contents are sequenced interlinking individual research methods within a string as stated at the beginning

of this chapter

Research Methodology Scope

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Recommendations for Research Questions

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Research Objectives

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Structure of the Research study

Procedure for Hypothesis Testing

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RESEARCH DESIGN

Types of Research Design

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Factors Determining Research Design

Descriptive Research Design Approach

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SOURCES OF DATA AND TOOLS FOR DATA COLLECTION

Data collection is a very important chapter in the process of research. It is very tough job for researcher. It

requires proper planning, hard work and patience to complete the data collection tasks successful. Data

collection process is depend upon two factors 1. Type of data required 2. Selection of sample. Certain

instruments can be used for collection of data from sample unit. A researcher has to finalize sources of data

which should be based on need of the research problem. Researcher can use primary as well as secondary

data sources for collection of data. This part throws light on sources and tools of data collection which was

used by the researcher and subsequent section details on sampling. Primary data is type of data which the

researcher collect by using primary data sources while secondary data is collected from secondary data

sources. This has been summarized in the following figure.

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Benefits of Secondary and Primary Data Sources

Sampling Decisions

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– Sampling Process

Sampling Plan for the Research

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 CHAPTER – 3
COMPANY PROFILE

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 PROFILE OF THE ORGANIZATION

We share one mission—customer success.

We commit ourselves and our success to our customers’ ability to achieve business objectives, support overall

mission and values and provide better care to patients.

We work together the right way.

We are inclusive, collaborative and unselfish in seeking the best outcomes for our customers and the organization;

we have fun and challenge one another with respect.

We learn, inspire and grow.

We make developing others and ourselves a priority and maintain an environment where everyone has the

opportunity to operate at the highest level to succeed.

We strive for operational excellence.

We deliver on our commitments, differentiate on performance and exceed customer expectations.

We communicate to optimize performance.

We all share a responsibility to be bold, open and transparent in our communication, to listen to one another and

toseek and react to feedback constructively.

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Executive Leadership

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 CHAPTER – 4
MICRO ANALYSIS

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 MICRO ANALYSIS

Table -1: Candidate selected and Terminated

S. No. Year Selected Terminated

1 2015-16 200 51

2 2016-17 130 49

3 2017-18 120 45

4 2018-19 94 20

5 2019-20 88 35

TOTAL 632 200

1. Micro Perspective (Individual Level):

• Focus: The micro perspective concentrates on the individual employee as the primary unit of

analysis. It deals with specific HR issues and challenges that affect individual employees and

their immediate work environment.

• Scope: This perspective examines HR processes and practices at the individual level, such as

performance appraisal, training and development, employee motivation, and employee relations.

• Objectives: The main objectives of the micro perspective are to enhance individual employee

performance, job satisfaction, and engagement. It aims to address individual needs and concerns

to improve overall productivity and reduce turnover.

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 Micro-Planning

Micro-planning is, as you might expect, the opposite of macro-planning: it involves lots and lots of details and a

very intense schedule to get the work done. For instance, a company that plans their tasks at the micro-level might

lay out the day’s schedule like this:

10:10 to 10:50 — Claire writes a blog post

10:55 to 11:35 — Claire schedules social media posts

11:35 to 12:00 — Claire edits email newsletter

This is inefficient; it’s simply too hard to plan down-to-the-minute like this. Inevitably, Claire is going to get

behind because it’s hard to predict how long certain tasks can take, and then her whole day (and your agency’s

whole projects) will be thrown off. Micro-planning just doesn’t work.

Disadvantages of Micro-Planning

Micro-planning is a form of micro-managing, which is something no employee wants to experience. Micro-

managing sends a message to your employees that you don’t trust them enough to do the job on their own. It can

weaken relationships and even destroy your team. Micromanagement also makes managers lose sight of the big

picture. Employees can become dependent on micromanagement and everyone is going to get burned out. Those

are a few of the many reasons why micro-planning is a bad idea.

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 Micro and Intermediate Performance

People what makes organization sustainable. Thus, managing people in the organization is

essential for organizational sustainability. Employees are easily triggered by their surrounding

and they will act according to what they feel, know and what they had learn before(Chan,

Shaffer, & Snape, 2004).

In this sense, effective human resource management practices should cover employee’s skill

enhancing, motivation and empowerment because when combined all these areas together,

leads to favourable organizational outcomes (Subramony, 2009). Skill enhancing practices are

related to staffing and training as a platform for employee to enhance their knowledge, skill,

abilities and other threads to serve organizational performance enhancement processes. Skill

enhancing practices including job description, job training, and recruitment and selection

process are sets of powerful source to enhance employee performance (Atteya, 2012; Jouda et

al., 2016; Hee & Jing, 2018).

Motivation can exert employees’ willingness to perform better to sustain a favourable working

performance (Burton, 2012) because they will better perform if they believe that they are

valued and their welfare are not neglected (Blanco-Mazagatos, de Quevedo-Puente, &

Delgado-García, 2018; Burton, 2012). Hence, it will motivate employees to give back to the

company by exerting positive job performance (Rubel, Rimi, Yusoff & Kee, 2018; Yu, Mai,

Tsai & Dai, 2018), productivity and loyalty (Brown, McHardy, McNabb & Taylor, 2011; Si &

Li, 2012). “Happy” employees will also likely to be motivated to work better (Cropanzano &

Wright, 2001).

Empowerment increase employee perception on the collective responsibility towards goal

setting, task performance and management of the individual interpersonal process (Mathieu,
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 Gilson, & Ruddy, 2006). Empowerment can enhance employee‘s emotional bond with

organization that influences working life and will circulate the feeling of belonging among

employees (Ray et al., 2011; Subramony, 2009). Thus, as a result, motivation, satisfaction, skill

and sense of belonging among individual employees to acquire excellent team performance

because individuals will collectively contribute to the team performance (Magpili & Pazos,

2018). Team performance are triggered by individual skill, ability, knowledge, motivation and

autonomy (empowerment) that comes from excellent HRMP ( Magpili & Pazos, 2018)

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 MICRO-LEVEL HRP

Macro-level HRP drives micro-level HRP, which develops and implements the tactics needed to help the

organization achieve its strategic objectives. Micro HRP tactics ensure that the business has the appropriate no of

employees with the appropriate mix of knowledge, skills and abilities in the proper areas or departments.

MICRO-LEVEL BASICS

Micro-level HRP uses three basic tools – demand forecasting, manpower supply analysis and manpower planning.

Demand forecasting uses historical and current operations' data to identify future needs. It involves analyzing the

current workforce to identify potential shortages and surpluses in various job categories. Manpower supply

analysis involves scanning the current labor market to determine the workforce available and analyzing any gaps

between the kind of workforce needed with what is available. Manpower planning uses this information to set

priorities and develop plans for employee recruitment, retention and development, and workforce reductions, if

necessary.

Micro businesses

The definition based on quantitative data First of all, the definitions of large, medium, small and micro businesses

are mostly based on quantitative data. Government agencies tend to base their definition on the number of

employees in the business while banks and financial institutions always define the size of an enterprise by using the

value of assets, sales or other financial measurements (O'Dwyer & Ryan, 2000; Coetzer, 2002). Micro businesses

are defined as businesses employing up to 10 people (Stanworth & Gray, 1991; Storey, 1994; Johnson, 1999). This

definition is entirely based on quantitative data and some misunderstandings can arise. When considering solely

from quantitative data, the term SMEs could be used exchangeably with small businesses and it includes the micro

business definition inside. Some definitions, such as the European Commission definition (2005), are more specific

and state that micro businesses are firms which employ less than 10 persons and whose annual turnover or annual

balance sheet total is inferior to 2 million

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 MICRO FORECASTING

As you know that micro forecasting is done at the enterprises or company level. Hence, i it involves estimatin of

manpower needs for a specified or anticipated workload structure. There are essentially three steps involved ithe

process: Evolving manning n,orms based on an analysis of workload structure, Forecasting Workloads, Relating

Workloads to manning norms. .

1) Evolving Manning Norms It starts with taking a comprehensive view of the work of an organisation which is

first - divided into functions. The functions are then sub-divided into tasks and work groups associated with each

task are then identified. In respect of each workgroup, number of positions, their job descriptions and required

performance level for each position are analysed. Based on this analysis as well as existing workload patterns, of

desirable manning norms for the organisation as a whole are worked out. However, in certain cases as it may true

for hospitality industry.

2) Forecasting Workloads In cases where 'work' consists of a single type of activity, then the total output is a

measure of the amount of work and where 'work' consists of a variety of tasks - the relative magnitudes of which

with time, then one way is to predict workload of each task separately and aggregate the workloads of all tasks to

arrive at a forecast of total workload. In these cases these tasks may be interrelated but where the tasks are all not

correlated, one can use either of the two statistical techniques: Principal Component Analysis and Factor Anaysis.

Principal Component Analysis is a descriptive technique which finds linear transformation of numerous ta into a

smaller number of indices (Principal Components) such that: the indices are all uncorrelated among themselves,

and all the indices together summarise the information contained among the numerous tasks. Principal Cponents

are then projected to arrive at forecasts of workloads. Factor Analysis, the aim of which is similar to that of

Principal Component Analysis, uses a sophisticated statistical model. Here, sQme small number of factors are

identified which have the potential to explain the behaviour of the numerous tasks. Then predicting thehaviour of

individual factors, it is possible to arrive at forecasts of workload under each tasks and hence the forecast of total

workload. .

3) Relating Workload to Manning Norms If workload 'W' cane forecast by the methods discussed in the previous

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 section, and productivity of workers 'P' - given as the ratio of workload to workers - can be estimated based on

historical data andfor appriori information on factors affecting productivity, then manpower forecasts in terms of

numbers required in future can be

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 CHAPTER - 5
MACRO ANALYSIS

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 Macro-level Scenario of HR Planning

The macro-level scenario of HR planning involves understanding the external factors that impact HR needs, such

as changes in the economy, demographics, and technology. By taking these factors into consideration,

organizations can better anticipate their future HR needs and make informed decisions about their workforce.

Concepts and Process of HR Planning

HR planning involves several key concepts and processes, including:

• Forecasting HR needs: This involves estimating the future demand for employees and determining the

number of employees needed to meet those needs.

• Assessing the current HR supply: This involves evaluating the current HR supply, including the skills and

qualifications of existing employees, and determining any gaps that need to be filled.

• Developing HR strategies: Based on the results of the HR needs forecast and supply assessment,

organizations can develop HR strategies to meet their future HR needs.

Methods and Techniques – Demand Forecasting

Demand forecasting is a key component of HR planning and involves estimating the future demand for employees.

There are several methods and techniques used in demand forecasting, including:

• Trend analysis: This involves analyzing historical data to identify patterns and trends in employee

demand.

• Delphi method: This involves gathering information and opinions from experts in the field to make a

prediction about future demand.

• Workforce planning models: These are mathematical models that use data and algorithms to predict

future demand.

Methods and Techniques – Supply Forecasting

Supply forecasting is another important component of HR planning and involves estimating the future supply of

employees. There are several methods and techniques used in supply forecasting, including:

• Employee surveys: This involves gathering information from employees about their plans for the future,

such as their plans to retire or leave the organization.

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 • Demographic analysis: This involves analyzing demographic data, such as age and gender, to predict the

future supply of employees.

• Workforce analytics: This involves using data and analytics to predict the future supply of employees.

Conclusion

In conclusion, HR planning is a critical process that helps organizations align their workforce with their business

goals and objectives. By understanding the basics of HR planning, including the concepts and processes involved,

organizations can better anticipate their future HR needs and make informed decisions about their workforce.

Some of the top three objectives would be:

1. Manpower - resources planning ; do you have enough people if you are growing?

2. if you are not growing, are you redeploying and also managing your costs?

3. Does HR exist to serve the business? or is it administrative and is your cost growing>

4. HR, essentially staff employment costs has huge impact on the cost income ratio of the company.

By looking at the CIR, you will know if the top team is managing the company well or executing

the right strategies to bring about growth and profitability( as well as sustainability

Macro analysis in the context of human resources (HR) involves examining the external factors and trends that can

impact an organization's HR practices and strategies. These external factors can have a significant influence on

how HR departments operate and make decisions. Here are some key areas to consider in a macro analysis of HR:

1. Economic Factors: The state of the economy can affect HR in various ways. For instance, during

economic downturns, organizations may implement hiring freezes or layoffs, while in a booming economy,

they may face challenges in recruiting and retaining talent due to increased competition.

2. Demographic Trends: Changes in the population's age, gender, ethnicity, and other demographics can

have a profound impact on HR. For instance, an aging workforce may require different benefits and

retirement plans, while a more diverse workforce may necessitate inclusive HR policies.

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 3. Technological Advancements: Technological advancements, such as automation, artificial intelligence,

and remote work tools, can transform HR processes. HR departments may need to adapt to new tools and

practices, as well as address the potential impacts on job roles and skills requirements.

4. Regulatory and Legal Changes: Changes in labor laws, employment regulations, and workplace safety

standards can significantly impact HR practices. Staying compliant with these regulations is crucial to

avoid legal issues.

5. Globalization: As companies expand their operations globally, HR must deal with issues related to

international hiring, cultural diversity, and compliance with different labor laws and regulations in various

countries.

6. Environmental Sustainability: The growing emphasis on environmental sustainability can affect HR in

terms of green initiatives, corporate social responsibility, and efforts to attract employees who prioritize

sustainability in their work.

7. Political Factors: Political stability and government policies can influence HR practices, such as

immigration policies affecting talent acquisition or changes in healthcare laws impacting employee benefits.

8. Social and Cultural Trends: Changing societal norms and values can impact HR in terms of diversity and

inclusion initiatives, work-life balance expectations, and employee well-being programs.

9. Competitive Landscape: Understanding the HR practices of competitors is essential. Benchmarking

against industry peers can help HR departments identify areas for improvement and innovation.

10. Labor Market Trends: HR professionals need to monitor labor market trends, including skill shortages,

wage inflation, and emerging job roles. This information can guide workforce planning and recruitment

strategies.

11. Technological Risks: Alongside technological advancements, HR must also consider the risks associated

with data privacy, cybersecurity, and the ethical use of technology in HR processes.

12. Pandemics and Health Crises: Events like pandemics can have a profound impact on HR, influencing

remote work policies, employee health and safety measures, and crisis management planning.

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 In summary, a macro analysis of HR involves assessing the external factors and trends that can affect an

organization's workforce and HR practices. HR professionals must continuously monitor and adapt to these factors

to ensure that their strategies align with the changing landscape of the business world.

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 CHAPTER – 6
RECOMMENDATIONS AND
SUGGESTIONS

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 FINDINGS:

● At r1 RCM , I found that the relationship between associate and manager quite disturbing but it could

be improved by building friendly environment

● The relationship between employee and employer in a short term is looking like not adjustable but slowly and

gradually in a long term it could be better over the period of time after good interaction.

● In r1 RCM , I found that the difference in the total input and output of the company was very less due

to which, in the initially year the company faced the loss but overcame.

● Recruitments cycle should be effective to meet objective of the company but in r1 RCM,

Recruitments cycle was less in the last one years.

● R1 RCM receives money from only 70% of its customers within 0-60 days, whereas from other

30% of its customers the company receives money after 30-90 days, which affects the liquidity

position of the company.

● Mostly company review its Hiring process necessary. For the better understanding the company

should review its Hiring process once in a week or in 25 days.

● The company needs to improve a lot in work performance. Good execution is the best way to enhance

the productivity and ultimate performance their brands in the minds of the customers.

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 SUGGESTIONS:

Align business strategies with external and internal factors.

Ensure your talent strategy also aligns with the company's overall plan.

Get ahead of your competitors by being proactive.

Evaluate what training is essential, and execute it well.

Use various tools to assess the capabilities of your workforce

The Role of Organisational Culture in Generating Ideas

Incentives, Initiative, Idea Generation and Awards

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 CONCLUSION

Respondents identified the following general perceptions as constraints:

Employees with disabilities are not able to do physically strenuous work;

employees with disabilities require special attention from their supervisors;

employees with disabilities are more expensive to employ than any other employee;

employers are not willing to employ persons with disabilities;

workplaces are not friendly towards disabled persons;

a CV indicating that a job applicant is disabled is not properly considered by organisations;

organisations ignore disability management issues because it conflicts with business objectives; and

organisations encourage managers to ignore disability issues because it conflicts with business objectives.

Lack of awareness of disability management;

training provided in disability management is not being used by the persons trained;

persons with disabilities are not empowered to assert their rights in terms of disability management;

work environments do not prioritise disability management

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 CHAPTER – 7
BIBLIOGRAPHY

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 BIBLIOGRAPHY
Books

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ANNEXURE

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 Questionnaire

Name: ............................................................................ Date: ...................................

Designation: ..............................................................
(Tick as appropriate)

1 - How satisfied are you with the recruitment process?

2 - Were you well-informed about the company and the role during the recruitment process?

3 - How satisfied are you with the support provided during the first few weeks on the job?

4 - On a scale of 1 to 5, would you recommend the company to others as a good place to work?

5 - Do you consider the hiring managers and recruiters helpful and responsive during the recruitment process?

6 - How did you learn about the open position at our company?

7 - Do you think there are improvement areas when it comes to the recruitment process?

8 - Could you give us feedback on improving our recruitment process?

9 - How would you rate the onboarding experience?

10 - Was there enough support and resources available to help you adjust to your new role and responsibilities?

11 - Would you recommend the company’s onboarding process to others as a positive experience?

12 - Were your expectations for the role met during the onboarding process?

13 - How satisfied are you with your knowledge of our company policies and procedures?
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 14 - Did you get the right equipment and access to resources to work effectively?

15 - How well do you understand your role and responsibilities?

16 - How can we improve the onboarding process?

17 - How would you rate the overall work environment at this company?

18 - How well does the company support work-life balance?

19 - Do you feel supported and respected by your colleagues?

20 - Are your opinions and ideas valued and considered in the decision-making process?

21 - Are you satisfied with the company’s approach to health and safety?

22 - Do you think you are offered enough chances to get promotions?

23 - Are you comfortable expressing your opinions and providing feedback to your manager?

24 - How well do the company handle conflicts and disputes within the workplace?

25 - Are the company's expectations and goals for employee performance clear and achievable?

26 - Are there any areas of improvement that could be implemented to improve the workplace?

27 - Do you have any suggestions for boosting the morale of employees in the office?

28 - How satisfied are you with your role in the company?

29 - Are you satisfied with the salary?

30 - Are you provided with opportunities for professional development and growth?

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 31 - Are your workload and schedule manageable?

32 - How satisfied are you with the company's communication and transparency?

33 - What do you like most about working for this company?

34 - What do you like least about working here?

35 - How well do you consider your performance in your current role?

36 - Do you think your contribution is recognized by the company and get rewarded for good performance?

37 - Are you given opportunities to take on new challenges?

38 - What do you think about the workload and pace of your role?

39 - How do you feel about your current level of responsibility and authority in your role?

40 - Do you receive regular feedback on your performance from your manager?

41 - How well do you communicate and collaborate with your team and relative departments?

42 - Do you consider your suggestions to be appreciated and considered?

43 - What was the primary reason for leaving the company?

44 - Is there any possible way to retain you?

45 - What additional feedback or comments can you provide us that can prevent further employee exits?

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TABLE NO. DESCRIPTION PAGE NO.

1 Relationship between association and employee 49

2 Relationship between competitors get ahead 50

by being proactive

3 Relationship between initial and final 51

conclusion

4 Relationship between different Book 52

reference

5 Website for freelancers 53

6 Company’s termination cycle 54

7 Company’s payable cycle to employee 55

8 Company’s journal 56

9 How often does company review its Human 57

resources

10 Different question ask in survey 58

11 Reminding of all pending work and submission 59

of project

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