This action might not be possible to undo. Are you sure you want to continue?
1.1. Company Profile The 35 year old enterprise, founded in 1976, is one of India's original IT garage startups. Its range of offerings span R&D and Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware, Systems Integration and Distribution of Technology and Telecom products in India. The HCL team comprises 90,000 professionals of diverse nationalities, operating across 31 countries including 505 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including several IT and Technology majors. At HCL, we work on varied applications of technology right from the aerospace industry to medicine and BPO. There are no boundaries with which we operate. Be it in technology that helps one of the world's biggest aircraft manufacturers navigate and land aircrafts in poor visibility or designing futuristic computer chips, we believe that technology touches each one’s life. Infrastructure Management is in the HCL DNA. With a 30 year expertise in Engineering and Product development, HCL has paved the way for innovations in every space. While it was vision that made us pioneers in IT infrastructure, we continue to maintain the top slot because of innovation. HCL believes that strong corporate governance practices should be integral to all activities of its Group Companies to ensure efficient conduct of the affairs of the Companies, while upholding the core values of transparency, integrity, honesty, and accountability. The annual “Directions” meet where the CEO of HCL Technologies interacts with all employees and arrive at the strategic direction the company needs to take, and the HCL Global Meet where its customers, investors, analysts all interact together in a free flowing discussion, are just two examples of how transparency has become a part of the HCL Enterprise culture. The HCL corporate governance practices have matured over the 32 year journey of the Enterprise; and are in compliance with the requirement of the revised guidelines on corporate governance stipulated in Clause 49 of the Listing Agreement with the Stock Exchanges.HCL ability to deliver high quality services and solutions is unmatched. It became the world’s first organization to achieve enterprise –wide “Maturity Level 5” on both CMMI and P-CMM, using the most rigorous assessment methodology, SCAMPISM. HCL integrated quality management system (inmost) integrates process maturity, people maturity and technology maturity through the practices and standards of various established frameworks and models, including IEEE, ISO 9001: 2000, CMMI, SW- CMM, P-CMM and Six Sigma.
1.2. Company Services One of the first companies to set up an independent consulting division, HCL today includes consulting as an integrated part of any assignment to its customers in different industry segments.
Application development and maintenance services over the entire IT application life cycle including migration and re-engineering, e-commerce and internet services, testing services, architecture and technology consulting, systems integration, as well as packaged software implementation across multiple industry and technology domains.
Offer services including complete outsourcing of IT networks, consulting and integration, hardware support and installation, and infrastructure management.
Engineering and Industrial Services
Offer a range of engineering services, embedded software and R&D services to diverse clients, assisting in new product development and product lifecycle management through services in the areas of product design, simulation, engineering drafting, computer-aided engineering design and manufacturing, product data management and customization of engineering software.
1.3. HCL Culture
HCL has an energetic and open workplace environment, and a collaborative culture that's based on teamwork. Pulling together is a central tenet of HCL work ethic.
1. Diversity at work 2. Employee First Energetic and full of enthusiasm, associates enjoy their day (and night) at work. HCL has a stimulating and exciting experience. Not only do their offices have the best infrastructure and technology, associates have a knack of working hard — and partying harder. HCL take pride in adhering to the Tata 'code of conduct', which is in place across the entire Tata Group. The code is a means of upholding and strengthening the trust reposed on them by various stakeholders, be it customers or the wider society.
1. Diversity at work
HCL is an equal-opportunity employer and HCLers come from many nationalities and speak many languages. And, since they believe in celebrating everything under the sun, one can find them singing carols at Christmas and doing the dandiya dance at Navrathri with equal enthusiasm. They are habituated to do the regular outing, be it with HCL project teams, with Maitree or with just a bunch of other like-minded HCLers. They are off to treks, nature camps, picnics or just bus rides whenever HCL get the chance
2. Employee First
HCL realized that the key to customer satisfaction was with the employee. Today, in an industry like software, which is knowledge intensive and relies heavily on manpower, this has become a powerful strategy. 'Employees First' - a pioneering strategy envisaged by HCL places the needs of employees before the needs of customers and has provoked a sea-change at the company level, and, in turn, greater customer loyalty, better engagements and higher revenues. 'Employees First' is an employee focused program that gives people whatever they need to succeed - be it space to grow, time to think or tools to use. Its about maximizing personal potential rather than monitoring professional performance. HCL's enlightened approach to employee development also focuses on giving people whatever they need to succeed: be it a virtual assistant or talent transformation sabbaticals; expert guidance or fast track growth; inner peace or democratic empowerment. 'Employees First' is a five fold path to individual enlightenment. This ensures that people are given Support, Knowledge, Recognition, Empowerment, and Transformation. 'Employees First' is gaining world wide recognition - It is now a case study at the Harvard Business School.
Forbes has referred to HCL as the "World's most modern business" on Employees First and Business Week has this to say about the program: 'Employees First is a new and radical management philosophy, the world will catch on with sooner or later…'
With a rare mix of domain, technology & project management experts, HCL bring the most complete team to bear on every project HCL take on. HCL training & development center introduces young graduates, from some of the best educational institutions in the world, to the HCL way of doing things. from some of the best organizations in the world, Business & technology experts, bring invaluable insights into their areas of
expertise. In a business model where people are the growth drivers, HCL are endowed with one of the most enviable pool of talent from across the globe. With a presence in 34 countries, not only are HCL entrenched in developed markets such as the United States & Canada, United Kingdom & Europe; HCL also have a strong foothold in the high-growth markets of tomorrow such as Asia Pacific, Latin America, Africa & the Middle East. While HCL strong sales & marketing presence across the globe gives us the leverage to strengthen existing relationships build new ones & enter new markets, us an extended reach into markets where HCL do not have a direct presence. HCL alliance partners give
HCL has developed IT solutions for over 500 customers all over the world. HCL end-to-end solutions help its customers gain efficiency in their business processes. Ultimately, HCL arm them with that much-needed edge in the marketplace.
1.3. Project Profile- COTY INC
Coty, Inc. is a French beauty products manufacturer whose main businesses are fragrances (65% of revenue), followed by color cosmetics (20%), toiletries (12%) and skin care (3%). It is known for its cooperation with designers and celebrities for the creation of fragrances; prominent among them are Lady Gaga, David and Victoria Beckham, Beyoncé Knowles, Chelsea goalkeeper Petr Čech, Céline Dion, Shania Twain, Tim McGraw, Faith Hill, and Jennifer Lopez. Founded in 1904, it is the world's largest fragrance company. Coty, Inc. is a century-old fragrance manufacturer that also produces cosmetics and other health and beauty aids. Founded by a Corsican who exploited his marketing knack to become, reputedly, the richest man in France, the company has experienced numerous changes in ownership and management over the years. It is the world's leading maker of mass-market fragrances for men and women. Coty scents have existed since François Coty created his first perfume, La Rose Jacqueminot, in 1904. Its range includes fragrances and colognes sold by mass retailers and prestige brands found in department stores. Coty's brands include Jennifer Lopez, JOOP!, Jovan, Rimmel, Stetson, and Vivienne Westwood. The company also offers aromatherapy, foot care, nail care, and sun care items. Following its acquisition of Unilever's fragrances division (UCI) in May 2005, it has become the world's largest manufacturer of mass-market fragrances. The company has its headquarters in both New York City and Paris, France. Coty is privately owned by Joh. A. Benckiser GmbH, the German holding company that manages the interests of the family of Johann A. Benckiser. Coty was acquired in 1996 to operate its fragrance and cosmetics businesses. The company was a subsidiary of Pfizer from 1963 to 1992.
2. Human Resource Management in Projects
The relevance of HRM in Project Management lies in developing a conceptual framework that embraces people capability: the organisational capability to manage the relation between people and their project context. In this framework, people management systems improve people capability when they integrate it with strategic, functional, and project capabilities.
2.1. The Need of HRM
It is believed that the success of a project largely depends on the two most important factors: a) Process b) People Thus the management of human resource on a project has a major impact on the project‟s success or failure. It is correct to say that the HR process in a project are strongly influenced by the human resource policies and procedures of the organisation, however the project manager must also be sensitive to the unique needs of the project environment. Project is a temporary endeavour: this implies that the team and the organisations relationship may also be temporary, thus staff related project management process must address these transitory relationships. Cross functional Team: the team may have people from varied culture, having different nature and perception. Also the number of members in the project team may vary at each step of the project life cycle. Human resource management processes should keep these changing needs of the project in mind and address the project issues accordingly. Divided Human resource management activities: Severaltimes sit so happens that the HR activities are split between the project manager and other managers in the organisation. The responsibilities of the project manager may range from just coordinating with other managers outside the project like the functional manager, people development manager to selecting the sourcing organisation, acquiring team and managing team performance to coordination In certain organisations we may have two managers for the team member, out of which one would be a project manager, who takes care of the day-to-day project activities and other people manager, who would take care of the teams competencies and the people development aspects like promotion, salary hike etc.
2.2. Individualization and employability
Another trend, closely related to the first one, is the „individualisation‟ of working life and society which has had, and keeps having, a great influence on HRM. The Cranet Survey 2004 reveals that employment contracts are increasingly being closed on an individual level; the importance of central union negotiations has decreased. Moreover, individuals seek less support from central unions and more frequently act independently. Work and career have become a „life project‟ with the purpose of self-realisation and that loyalty therefore is closer attached to the own person than to any collective forms of loyalty bases. Authors claim that jumping between organisations is becoming a natural part of working life. This is a trend that is also acknowledged internationally by authors who discuss people‟s „project-based learning‟ as a „career capital‟ that can be invested in current and future project activities. On the one hand, the individualisation places higher requirements on organisations to create attractive and developing working environments in order to attract and keep valuable employees. On the other
hand, it also involves an increased responsibility of co-workers in the employee-employer relationship. This development implies an empowerment of the individuals in their working life, and an important source of motivation, but there might also be a backside of the coin. The increased requirements on „stressed-out knowledge workers‟ reflect on their own learning and development through projectbased „curricula‟.
2.3. HRM process
Human resources is one of the nine knowledge areas of project management. By this we imply that a project manager should possess the key HR skills, to successfully follow all the process of project management. Managing Human Resources in Projects Unit 1
Sikkim Manipal University Page No. 7
Project HRM is a group of processes that organize, manage and guide the project. The project HR management processes can be classified into four major groups,
2.4. People Management System
„People Management System‟ is the term used to signify the system of processes, role structures, and activities, through which HRM is performed. The people management system therefore refers to how the organisation operationalizes HRM. In HRM writings, a plethora of different terms are used with similar meanings. Apart from people management systems, HR systems and HRM systems are examples of other common terms used. The term „people‟ reflects a wish to move away from traditional HR terminology in order to promote a more holistic approach to the system of people management practices. This approach is particularly relevant for the study of the horizontal, flexible, and decentralised project-based organisations. But, since the terms HR systems and HRM systems also are common terms. The flexibility, complexity, and knowledge intensity of organisational form requires the HRM system to be congruent with its contingencies. More specifically, the HRM policies in an ideal HRMS [HRM system] are rationally designed and integrated to create organizational flexibility, to provide an integrated organization with minimal conflict, and to provide highly competent, committed people. People management systems refer to how HRM is operationalized in an organisation, and the term is in this unit is defined as the system of processes, activities and role structures directed towards managing the relation between people and their organisational context. As stated earlier, the focus is on the importance of understanding the multiple practices that impact employees rather than single practices, and for the use of the term people, rather than HR in order to expand the relevant practices to those beyond the control of the HR function. In essence, this People Management System explores the challenges that HRM meet in projectbased organisations and the changes that are made in order to align them to the project-based organisational context. In the following sections, we will study two dimensions of the people management system, namely Content and Structure. The content of people management systems refers to the system of HRM processes and activities of an organisation, while the structure of a people management system refers to the role structure of key players that perform HRM in an organisation.
2.5. Organization Chart
An organizational chart (often called organization chart, org chart, or organ gram (me)) is anillustration that shows the arrangement of an organization and the relationships and relative ranks of its components and positions/jobs. The term is also used for similar diagrams, for example ones showing the different elements of a field of knowledge or a group of languages. The word 'Organ gram' is widely accepted as being created by Graham Halewood. An organizational chart of a company usually shows the managers and sub-workers who are the part of the organisation. It also depicts the relationships of directors: managing director, chief executive officer: various departments, etc. In many companies the organization chart is
large and complicated and is therefore further dissected into smaller charts for each individual department within the organization.
3. HUMAN RESOURCE at COTY, HCL
3.1. Role of HR
3.1.1. Building and Empowering
“The role of HR is to provide the context for energizing and developing people to play effective roles in ensuring that HCL becomes one of the top global consulting firms. Towards achieving this HCL will identify, develop, facilitate, and measure the human and technological processes in the pursuit of excellence. HCL will foster the values of the TATA group".
3.1.2. HCL/COTY HR Mission Statement HCL is a billion dollar company has over more than 65000 work forces or rather talking in the jargon of the company they are the associates in their business. It has always been referred as welfare of organizations who value their employees as their own family. The people in the company are all
of varied domain and mixed regions so bringing them together and aligning them towards the company’s goal as well their own personal development is what HCL HR has, as a challenge.
The HR group at HCL comprises of more than 400 qualified professionals spread across the globe .HR is a corporate function at HCL and is currently structured both by geography and process ownership. The HR team at HCL works with large number of associates around the globe and they work with them efficiently with the best in class systems and proc
3.1.3. HR & Organizational Development Model
CEO AND MD
HR AND OD
USA And Canada
UK, Europe Asia Pacific 2. India - North India -South India -West India - East
Learning and Development Manpower allocation Task Committee Performance Management and Compensation Associate Engagement Associate Services Organization Effectiveness
Fig 2.1: HR & Organizational Development Model
3.2 Employee Engagement
Mingle with the employees, stop and talk to them... Most important, listen to what they have to say. For that’s how you can get the best out of the people. Every day, organizations struggle to find additional means of gaining competitive advantage. Products can be copied, promotional campaigns can be
mimicked, and even technological innovations can be imitated. The only real source of sustainable competitive advantage for an organization is the power of its people HR is fast shifting from being activity-based to playing a strategic role. It is time HR learnt from the business side, donned the intra- preneurial hat and captured imagination, to garner mind share as well as internal customer loyalty. TCS need to view people not as mere resources but as assets/capital. This fresh perspective brings forth the need for human capital strategies. TCS, which has traditionally seen low attrition levels (below the 10 percent mark), are offering additional benefits. The company gave out shares to its personnel after its famed IPO. Employee engagement programs are one of the major activities that TCS HR is involved into. There is a theme attached every month –and a special set of activities to go with the theme –12 special events celebrated at TCS locations worldwide. However some of the major events celebrated each year are-: Technology Day –a Day to celebrate technology through technology based quizzes /panel discussions Sports month –To encourage sports and fitness related activities amongst associates TCS picnic –An opportunity for associates and families to get together and connect Family Day- A day out with the family and an opportunity to meet the families of the friends and colleagues Associate Talent Month- A day to show case your hidden talents.
3.3 Employee Recognition
An award is something given to a person or group of people to recognize excellence in a certain field. Awards are often signified by trophies, certificates, plaques, medals, badges, pins or ribbons. An award can simply be the public acknowledgment of excellence.
TCS guarantee high motivation levels through competitive compensation packages, stimulating job content, outstanding development opportunities, and, not the least, an innovative recognition mechanism.
3.4. Learning and Development
Every organization needs to have well trained and experienced people to perform the activities that have to be done .To raise the skill levels and increase the versatility and adaptability of the employees the organization needs to give training to its workforce. With advent of globalization and the increasing complexities of job the importance of training has increased. In the rapidly changing environment, employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is tom maintains a viable and knowledgeable work force. In scientific terms training can be defined as a learning experience in which it seeks a relatively permanent in an individual A learning set is a process by which the group identifies common learning needs and meets them within the group through shared learning or through external expertise or facilitation As learning sets are based on self-directed learning, participants can decide the particular topics they wish to cover and how they wish these topics to be covered. It provides a confidential
forum that assists participants in testing and clarifying ideas and provides additional motivation for each individual to take action as well as a support network to try out ideas with. Training is described as a learning experience.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.