JOB ANALYSIS It is a procedure by which pertinent information is obtained about a job ,i.e.

, it is a detailed andsystematic study of information relating to the operations and responsibilities of a specific job.An authority has defined job analysis as the process of determining, by observation and study,and reporting pertinent information relating to the nature of the specific job. It is thedetermination of the tasks which comprise the job and of the skills, knowledge, abilities andresponsibilities required of the worker for a successful performance and which differentiate one job from all other.Job Analysis is a procedure and a tool for determining the specified tasks, operations andrequirements of each job. it is the process of getting information about jobs: specially, what theworker does ;how he gets it done; why he does it; skill; education and training required;relationship to other jobs; physical demands; environmental conditions. In other words ,it refersto the anatomy of the job. It is a complete study of job, embodying every known anddeterminable factor, including the duties and responsibilities involved in its performance, theconditions under which the performance is carried on, the nature of the task. The qualitiesrequires in the worker, and such conditions of employment as pay, hour, opportunities and privileges. It also emphasis the relation of one job to others in the organization.

PURPOSE OF JOB ANALYSISJob Analysis is useful for overall management of all personal activities. While this is ageneralized statement, it is important to specify the uses of job analysis.Job related data obtained from a job analysis programme are useful in HRP, employee hiring,training, job evaluation, compensation, performance appraisal, computerized personnelinformation systems, and safety and health. Each of these applications of job analysis isdescribed in brief here. They will however be explained in greater detail in subsequent chapters.HUMAN RESOURCE PLANNING: It determines as to how many and what type of personnelwill be needed in the near future. The number and the type of personnel are determined by the jobs which need to be staffed. Job-related information is, therefore, necessary for HRP.RECRUITMENT AND SELECTION:Recruitment needs to be preceded by job analysis. Jobanalysis helps the HR manager to locate places to obtain employees for opening anticipated inthe future. An understanding of the types of the skills needed and types of job that may open inthe future, enables managers to have a better continuity and planning in staffing their organization.Similarly, selecting a qualified person to fill a job requires knowing clearly the work to be doneand the qualifications needed for someone to perform the work satisfactorily. Without a clear and precise understanding of what a job entails, the HR manager cannot effectively selectsomeone to do the job.The objective of employee hiring is to match the right people with the right jobs. The objective istoo difficult to achieve without having adequate job information.TRAINING AND DEVELOPMENT:- Job analysis is useful for an HRD manager

in as much asit helps him/her know what a given job demands from the incumbent in term of knowledge andskills. Training and development programmes can be designed on the job requirements. Selectionof trainees is also facilitated by job analysis. JOB EVALUATION:-Job evaluation involves determination of relative worth of each job for the purpose of establishing wage and salary differentials. Relative worth is determined mainly on the basis of job description and job specification.REMUNERATION:- Job evaluation helps determine wage and salary grades for all jobs.Employees need to be compensated depending on the grades of the jobs which they occupy.Remuneration also involves fringe benefits , bonus and other benefits. Clearly, remunerationmust be based on the relative worth of each job .Ignoring this basic principle results ininequitable compensation. A perception of inequity is a sure way of demotivating an employee.PERFORMANCE APPRAISAL:- Performance appraisal involves assessment of the actual performance of an employee against what is expected of him/her. Such assessment is the basisfor awarding promotions effecting transfers, or assessing training needs. Job analysis facilitates performance appraisal in as much as it helps fix standards for performance in relation to whichactual performance of an employee is compared and assessed.PERSONNEL INFORMATION:- Organizations generally maintain computerized personnelinformation systems. Such information system is useful as it helps:1. Improve administrative efficiency by speeding up the provision of data, by reducing theresources required to carry out routine

administration, and by freeing the resources for higher-value activities which are fundamental to the success of the management.2. Provide decision report-information which gives a factual basis for decisions concerningthe planning, acquisitions, development, utilization and remuneration of humanresources.Job analysis is vital for building such information systems.SAFETY AND HEALTH:- The process of conducting a detailed job analysis provides anexcellent opportunity to uncover and identify hazardous conditions and unhealthy environmentalfactors(such as heat, noise, fumes, and dust)so thatcorrective measures can be taken to minimize and avoid the possibility of human injury.

PROCESS OF JOB ANALYSIS:-Job analysis is useful for several purposes, such as personnel planning, performance appraisal,and the like. Each phase in the process of job analysis is explained in the paragraphs that follow.

STRATEGIC CHOICES:-With regard to job analysis, an organization is required to make at least five choices;1. The extent of employee involvement in job analysis.2. The level of details of the analysis.3. Timing and frequency of analysis.4. Past-oriented versus future oriented job analysis.5.

Sources of job data.INFORMATION GATHERING:-This step involves decisions on three issues,viz;1. What type of data is to be collected?2. What methods are to be employed for data collection?3. Who should collect the data?So far as the type of data to be collected, it may be stated that all details about the jobs need to begathered. The type of data, however, depends on the end use of the information, as also on thetime and budget constraints.With regard to the methods for data collection, there are several of them, but the more prominentof them are-i. Observationii. Interviewiii. Questionnaireiv. Checklistsv. Technical conferencevi. Diary methodsThese methods will be explained in detail latter.With regard to the persons employed to collect data, it may be stated that three types of individuals are used. They are <body style='background:transparent'></body></html>""> i.

Trained job analystsii. Supervisorsiii. Job incumbentEach of these alternatives has its own merits and demerits. Trained analysts, for example, willlend objectivity and standardization to the data collected but they , implicitly, mean outflow of money. Supervisors and job holders provide information with no extra cost, but the data may not be objective and standardized. It may be stated that the individuals who collect job related datadetermine the accuracy , speed and cost of information.The selection of a particular method of collecting job-analysis information and of the person(s)to be involved depends on two important factorsi. What is the purpose of job analysis, andii. What is the status of the current job analysis progarmme?With regard to the purpose of job analysis, it may be sated the programme is useful in overallPM/HRM. Specifically, job analysis , as stated earlier, provides information to develop jobdescriptions and job specifications, and to conduct job evaluations. These, in turn, are useful inhelping managers identify the kinds of individual they should recruit ,select, and develop, as wellas providing guidance for decision about training and career development, performanceappraisal, and wage and salary administration.Speaking about the status of the job analysis programme ,there are two possibilities. First, agiven company may not have such programme. Two , the firm may have a well-established job-analysis programme. When the

programme is non-existent, the company must appoint aconsultant who will select a method for data collection, supervise its administration and analysethe information, and write the job description and specifications.For organizations with a well established job analysis programme, it should be remembered that job-analysis information provides only a snapshot of a particular job. Jobs change over a periodof time due to technological innovations, organizational restructuring and changes in products,among other reasons. Thus, welladministered job analysis programmes provide a built in systemfor periodically reassessing jobs. This reassessment may be done, expeditiously, through observations, interviews, or by keeping the programme up-todate is a much less expensive andless time-consuming endeavour.INFORMATION PROCESSINGOnce the job information has been collected, it needs to be processed, so that it would be usefulin various personnel functions. Specifically, job related data would be useful to prepare jobdescription and job specification.

PROCESS OF JOB ANALYSIS:-Job analysis is useful for several purposes, such as personnel planning, performance appraisal,and the like. Each phase in the process of job analysis is explained in the paragraphs that follow.

STRATEGIC CHOICES:-With regard to job analysis, an organization is required to make at least five choices;1. The extent of employee involvement in job analysis.2. The level of details of the analysis.3. Timing and frequency of analysis.4. Past-oriented versus future oriented job analysis.5.

Sources of job data.INFORMATION GATHERING:-This step involves decisions on three issues,viz;1. What type of data is to be collected?2. What methods are to be employed for data collection?3. Who should collect the data?So far as the type of data to be collected, it may be stated that all details about the jobs need to begathered. The type of data, however, depends on the end use of the information, as also on thetime and budget constraints.With regard to the methods for data collection, there are several of them, but the more prominentof them are-i. Observationii. Interviewiii. Questionnaireiv. Checklistsv. Technical conferencevi. Diary methodsThese methods will be explained in detail latter.With regard to the persons employed to collect data, it may be stated that three types of individuals are used. They are <body style='background:transparent'></body></html>""> i.

Trained job analystsii. Supervisorsiii. Job incumbentEach of these alternatives has its own merits and demerits. Trained analysts, for example, willlend objectivity and standardization to the data collected but they , implicitly, mean outflow of money. Supervisors and job holders provide information with no extra cost, but the data may not be objective and standardized. It may be stated that the individuals who collect job related datadetermine the accuracy , speed and cost of information.The selection of a particular method of collecting job-analysis information and of the person(s)to be involved depends on two important factorsi. What is the purpose of job analysis, andii. What is the status of the current job analysis progarmme?With regard to the purpose of job analysis, it may be sated the programme is useful in overallPM/HRM. Specifically, job analysis , as stated earlier, provides information to develop jobdescriptions and job specifications, and to conduct job evaluations. These, in turn, are useful inhelping managers identify the kinds of individual they should recruit ,select, and develop, as wellas providing guidance for decision about training and career development, performanceappraisal, and wage and salary administration.Speaking about the status of the job analysis programme ,there are two possibilities. First, agiven company may not have such programme. Two , the firm may have a well-established job-analysis programme. When the

programme is non-existent, the company must appoint aconsultant who will select a method for data collection, supervise its administration and analysethe information, and write the job description and specifications.For organizations with a well established job analysis programme, it should be remembered that job-analysis information provides only a snapshot of a particular job. Jobs change over a periodof time due to technological innovations, organizational restructuring and changes in products,among other reasons. Thus, welladministered job analysis programmes provide a built in systemfor periodically reassessing jobs. This reassessment may be done, expeditiously, through observations, interviews, or by keeping the programme up-todate is a much less expensive andless time-consuming endeavour.INFORMATION PROCESSINGOnce the job information has been collected, it needs to be processed, so that it would be usefulin various personnel functions. Specifically, job related data would be useful to prepare jobdescription and job specification.

JOB DESCRIPTION DESCRIBES JOBS NOT JOB HOLDERSHuman Resource management includes a variety of activities , and key among them is decidingwhat staffing needs you have and whether to use independent contractors or hire employees tofill these needs ,recruiting and training the best employees ,ensuring they are high performers,dealing with performers issues and ensuring your personnel and management practices conformto various regulations .A task is a typically

defined as a unit of work, that is ,a set of activitiesneeded to produce some result. Complex positions in the organization may include a largenumber of tasks, which are sometimes referred to as functions.Job Description are lists of the general tasks .or functions, and responsibilities of a position.Typically, they also include to whom the position reports , specifications such as thequalifications needed by the person in the job, salary range for the position, etc in order toconvert the ideas into a practical working reality. There is a need to develop a job description and person specification. This will help in gathering all the necessary information needed to recruit tothe post. It will also help to identify and clarify any uncertainities and ambiguities about the new job role and its place in the team.The Job description is a practical, relatively simple tool that supports personnel management andemployee communications everyday. Written Job Descriptions are helpful particularly in:Recruitment:- Job announcements based on written descriptions that clearly outline functionsand requirements give potential candidates a reasonable basis for deciding whether or not toapply,and they tend to attract a more suitable pool.Selection and hiring:- In identifying the abilities and knowledge needed to perform a job, the jobdescriptions help supervisors and others who hire to focus on job relevant criteria when choosingfrom the applicants.Wage and Salary Administration:- Setting a pay rate in relation to other jobs within the companyand similar jobs in other companies requires more of a basis for comparison than job title alone.The job description provides it.Orientation:-Guided by a job description, supervisors can better anticipate what employees newto the company or the job need to know and help them minimize

adjustment time. Employees can learn about their responsibilities both directly from a writtendescription and by asking questions when reading the description.Performance appraisal and employee development:- The statement of duties in a job descriptionis the foundation for evaluating employees with respect to actual performance dimensions rather than personal attributes or traits. It puts the discussion of an employees capabilities, talents,strengths, deficiencies, and advancement aspirations into the current job and other opportunitieswithin the company. Job description may also be used to inform employees of typical promotional sequence and requirements.Workers compensation Claim management:Before recommending that an injured employeereturn to work, a treating physician needs to know about the normal demands of the employees job. In addition, if provided with written job description, physicians who treat employees under workers compensation insurance may be able to detect links between injuries and job functionsthat could be redesigned.A Job Description outlines the responsibilities and functions that are assigned to a particular position or role. In fact it provides clarity about what an employee is supposed to do.For employers, Job Description establishes wages, salary ranges and grades and promotes a processdriven culture. For employees ,Job Description are useful to gain in equity in compensation and away to be reassured that there are no discriminatory pay policies in the company ,says JudeCoelho, executive vice president, human resources, Cranes software International. A good JobDescription not only defines the roles but responsibilities as well. Anshuman ray, HR CountryManager, Synopsys India adds,it also an interface of the job with internal and externalcustomers, reporting

relationship and challenges that the job offers. It provides a sense of howmuch impact the job can make by providing a degree of accountability as much as it attemptsto align the job with the overall business group charter.Job Description plays a pivotal role and this is leveraged by most of the core HR systems .It isused for recruitment and selection, career mapping or pathing, training and development, performance management, organization design, compensation and benefits and manpower planning. The fact that it provides an overview of scope and responsibility of the job and mapsthe skills or competencies makes it a handy tool. <body style='background:transparent'></body></html>""> Job profile is an integral part of the recruitment process. It can be used to obtain employeeownership and support for the position and to trace the parameters of the skills and abilitiessought for the position. Clearly defined Job description can help companies make wise hiringdecisions. Hiring the best can be facilitated through Job description since it is a tool to access the best fit. Wrong fit will impact the organization adversely and the fallout is that it hits key metricsaround productivity and retention. Right Job description gets the right talent. Employees are ableto clearly understand and deliver, thus impacting overall productivity levels. Job Description alsoensures that an organization does not dilute its standards or competency levels, which isimportant for processing the spirit of meritocracy

BARRIERS TO JOB DESCRIPTIONA common objection to the use of written job description from concern about losing flexibility tomanage, especially when technology or other conditions are changing. y Understandably, employers do not want their much written words to restrict their right todirect what workers do o the job or how they do it. The legendry, thats not in my jobdescription, however, need not to be a problem to any employer making reasonableassignments to workers. y In fact the employee who does not have a written Job description may be more likely tofeel that a supervisors directive is overstepping rightful bounds. y Finally, and perhaps most typically, many employers do not use written job description because the task of developing them looms too large or uncertain.UNCLEAR JOB DESCRIPTIONThe use of job description in the management of organizations resources is progressivelychanging to the writing and use of role statements. This is because the manner in which a job isdescribed in a typical job description is essentially in the form of enlisting the tasks and duties to be performed. Consequently, it fails to articulate the dynamics and evolving expectations thatone has in the execution of the responsibilities of that position. Unclear job descriptions lead to problems like lack of clarity in defining deliverables and mismatch in expectations between themanagement and the employees. Such descriptions

hinder performance management and career development. If employees are clueless about their responsibilities and functions, their productivity is affected and hence the business suffers. This can affect the team performance aswell, as a result of under utilities resources. The ambiguity can impact the relationship between amanager and his sub-ordinate. managers may not utilize the tasks that the employee can do verywell or push the employees to do tasks he or she may not be skilled at either way discontentattrition,The job description should be:-Job description should be reliable, valid, understandable, and specific enough to providedirection for staff behavior .Job description should focus on what the staff member does.

COMPANY PROFILE

Why Geojit BNP Paribas ? 1. 25 years of history in Indian Capital Market Geojit BNP Paribas has 25 years of in-depth broking experience in the Indian Capital Market. More than 657,000 clients, a network of over 526 offices and

manages assets worth over Rs 13,521 crores (As on 30th September 2012) in Assets Under Management reflect the trust reposed in our expertise.

2. Pioneer in Online Trading in Feb. 2000 In the year 2000, Geojit BNP Paribas pioneered the simple concept of providing individuals with the facility to trade online. This revolution has given the company the first mover advantage in online trading. As a creative innovator, Geojit BNP Paribas uses advanced technology in online trading to meet client requirements such as customized online trading platforms and many other services.

3. Strong Shareholders Geojit BNP Paribas is backed by strong shareholders. In 2007, global banking major BNP Paribas joined the companys other major shareholders - Mr. C.J.George, KSIDC (Kerala State Industrial Development Corporation) and Mr.Rakesh Jhunjhunwala when it took a stake to become the single largest shareholder.

4. Wide range of products Geojit BNP Paribas offers a wide range of trading and investment products and solutions. Certified financial advisors help clients to arrive at the right financial solution to meet their individual needs.

The wide range on offer includes - Equities | Derivatives | Currency Futures | Custody Accounts | Mutual Funds | Life Insurance & General Insurance | IPOs | Portfolio Management Services | Property Services | Margin Funding | Loans against Shares

5. Attractive brokerage slabs We provide excellent value for money by offering: low online brokerage charges 0.03% for Equity intra-day trades 0.30% for Equity delivery trades Rs.75 per lot for options 0.03% for futures including Minifty Currency Brokerage ranging from Rs.10-Rs.15 according to contracts.

6. Learn the craft You too can develop your trading skills by availing of the effective guidance by our research department. We offer Daily mails delivered to our clients mailbox on market conditions and recommendations Technical analysis of BSE 200 Index scrips Free monthly investment magazine Services of professionally qualified executives at 558 offices across India. Our strong research ideas have been instrumental in

converting our clients into successful traders.

7. Multichannel service- Internet, Phone, Branch trading Trade the way that you want to by selecting from multiple channel options- Internet, Phone or Branch.

8. First mover advantage Geojit BNP Paribas through its first mover advantage in different areas has been the first to serve investors with its innovative offerings. 1st to launch internet trading in the year 2000. 1st to launch integrated internet trading system for cash and derivative segments in the year 2002. 1st Indian stock broking company to commence domestic retail broking operations in any foreign country. 1st in the industry to have a global player offering its name thereby creating Geojit BNP Paribas. 1st to launch exclusive branches for women in 2005. 9. Our deep reach We have a pan-India network of over 558 offices with industry certified executives and a dedicated Call Centre to provide you quality services. 10. Wide range of fund options

Geojit BNP Paribas gives you the option to choose from the 700 plus Mutual Fund schemes offered by over 35 Asset Management companies such as SBI Mutual Fund, Reliance Mutual Fund, Franklin Templeton India Mutual Fund, Tata Mutual Fund, Sundaram BNP Paribas Mutual Fund, Fidelity Mutual Fund, and HDFC Mutual Fund.

About Geojit BNP Paribas A leading retail financial services player Geojit BNP Paribas today is a leading retail financial services company in India with a growing presence in the Middle East. The company rides on its rich experience in the capital market to offer its clients a wide portfolio of savings and investment solutions. The gamut of value-added products and services offered ranges from equities and derivatives to Mutual Funds, Life & General Insurance and third party Fixed Deposits. The needs of over 633,000 clients are met via multichannel services - a countrywide network of over 546 offices, phone service, dedicated Customer Care centre and the Internet. Geojit BNP Paribas has membership in, and is listed on, the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE). In 2007, global banking major BNP Paribas

joined the companys other major shareholders - Mr. C.J.George, KSIDC (Kerala State Industrial Development Corporation) and Mr.Rakesh Jhunjhunwala when it took a stake to become the single largest shareholder. The company also has a strategic presence in the Middle East Region in the form of joint ventures and partnerships. Barjeel Geojit Securities, its joint venture with the Al Saud group, is headquartered in Dubai, in the United Arab Emirates, and has branches in Abu Dhabi, Ras Al Khaimah, Al Ain, and Sharjah. Aloula Geojit Brokerage Co., the joint venture with the Al Johar group in Saudi Arabia is headquartered in Riyadh with branches in Dammam and Jeddah. BBK Geojit Securities KSC, located in Kuwait, is a joint venture with Bank of Bahrain and Kuwait and JZA. Geojit Qurum Business Group Financial Services LLC is the joint venture with QBG and National Securities Co. and based in Oman. A strong brand identity and extensive industry knowledge coupled with BNP Paribas international expertise gives Geojit BNP Paribas a competitive advantage. Expanding range of online products and services Geojit BNP Paribas has proven expertise in providing online services. In the year 2000, the company was the first stock broker in the country to offer Internet Trading. This was followed by integrating the first Bank Payment Gateway in the country for Internet Trading, and many other industry firsts. Riding on this experience, and harnessing BNP Paribas Personal Investors expertise as the leading online broker in

Europe, is helping the company to rapidly expand its business in this segment. Presently, clients can trade online in equities, derivatives, currency futures, mutual funds and IPOs, and select from multiple bank payment gateways for online transfer of funds. Strategic B2B agreements with South Indian Bank, City Union Bank and Federal Bank enables the respective banks clients to open integrated 3-in-1 accounts to seamlessly trade via a sophisticated Online Trading platform. Further, deployment of BNP Paribas state-of-the-art globally accepted systems and processes is already scaling up the sales of Mutual Funds and Insurance. Wide range of products and services Certified financial advisors help clients to arrive at the right financial solution to meet their individual needs. The wide range of products and services on offer includes Equities | Derivatives | Currency Futures | Custody Accounts | Mutual Funds | Life Insurance & General Insurance | IPOs | Portfolio Management Services | Property Services | Margin Funding | Loans against Shares A growing footprint With a presence in almost all the major states of India, the network of over 540 offices across 300 cities and towns presently covers Andhra Pradesh, Bihar, Chattisgarh, Goa, Gujarat, Haryana, Jammu & Kashmir, Karnataka, Kerala, Madhya Pradesh, Maharashtra, New Delhi, Orissa, Punjab,

Rajasthan,Tamil Nadu & Pondicherry, Uttar Pradesh, Uttaranchal and West Bengal. Evolution of the company It all started in 1987 when Mr. C. J. George and Mr. Ranajit Kanjilal started a partnership company. In 1993 Mr. Kanjilal retired from the company and Geojit became the proprietary company of Mr. George. In 1994, it became a Public Limited Company named Geojit Securities Ltd. The Kerala State Industrial Development Corporation Ltd. (KSIDC), in 1995, became a co-promoter of Geojit by acquiring a 24 percent stake in the company, the only instance in India of a government entity participating in the equity of a stock broking company. The year 1995 also saw Geojit being listed on the leading regional stock exchanges. Geojit listed at The Stock Exchange, Mumbai (BSE) in the year 2000. Companys wholly owned subsidiary, Geojit Commodities Limited, launched Online Futures Trading in agricommodities, precious metals and energy futures on multiple commodity exchanges in 2003. This was also the year when the company was renamed as Geojit Financial Services Ltd. (GFSL). The Board consists of professional directors; including a Kerala Government nominee. With effect from July 2005, the company is also listed at The National Stock Exchange (NSE). Company is a charter member of the Financial Planning Standards Board of India and is one of the largest Depository Participant(DP) brokers in the country. On 31st December 2007, the company closed its commodities business and surrendered its membership in the

various commodity exchanges held by Geojit Commodities Ltd. Global banking major BNP Paribas took a stake in the year 2007 to become the single largest shareholder. Consequently, Geojit Financial Services Ltd. has been renamed as Geojit BNP Paribas Financial Services Ltd.

About BNP Paribas About BNP Paribas BNP Paribas (www.bnpparibas.com) is one of the 6 strongest banks in the world according to Standard & Poor's.* With a presence in 85 countries and more than 205,000 employees, 165,200 of which in Europe, BNP Paribas is a global-scale European leader in financial services. It holds key positions in its three activities: Retail banking, Investment Solutions and Corporate & Investment Banking. The Group benefits from its four domestic markets: Belgium, France, Italy and Luxembourg. BNP Paribas also has a significant presence in the United States and strong positions in Asia and the emerging markets. BNP Paribas has been operating in India since 1860 in a number of businesses such as Investment Banking (CIB), Private banking (BNP Paribas Wealth Management), Life

Insurance (SBI Life) and Asset Management (Sundaram BNP Paribas), Infrastructure Funding (Srei BNP Paribas), Retail Financing (Sundaram BNP Paribas Home Finance), Car Contract Hiring (Arval), Institutional Broking (BNP Paribas Securities India) and Securities Services (Sundaram BNP Paribas Securities Services and BNP Paribas Sundaram Global Securities Operations).

Geojit BNPP Milestones Product innovation backed by a high level of domain specific knowledge and state-of-the-art technology has helped Geojit BNP Paribas set many milestones including numerous industry firsts. 1986

C. J. George became member of Cochin Stock Exchange 1987

M/s C. J. George and Co. was set up at Ravipuram, Cochin 1988

Company was renamed at M/s Geojit & Co. 1994

Becomes a Public Limited Company named Geojit Securities Ltd. 1995

Kerala State Industrial Development Corporation Ltd.(KSIDC) acquires 24 percent equity stake. Membership in National Stock Exchange (NSE).

Public Issue 1996

Launch of Portfolio Management Services with SEBI registration. 1997

Depository Participant (DP) under National Securities Depository Limited. 1999

Membership in Bombay Stock Exchange (BSE). 2000

BSE Listing. 1st broking firm in India to offer online trading facility. Commences Derivative Trading with NSE. Integrates the 1st Bank Payment Gateway in the country for Internet Trading. 2001

Becomes India's first DP to launch depository transactions through Internet. Establishes Joint Venture in the UAE to serve NRI customers. 2002

1st in India to launch an integrated internet trading

system for Cash & Derivatives segments. 2003

Geojit Commodities Limited, wholly owned subsidiary, launched Online Futures Trading in agri-commodities, precious metals and in energy futures on multiple commodity exchanges. National launch of online futures trading in Rubber, Pepper, Gold, Wheat and Rice. Company renamed as Geojit Financial Services Ltd. 2004

National launch of online futures trading in Cardamom. 2005

NSE Listing. Geojit Credits, a subsidiary, registers with RBI as a Non-Banking Financial Company (NBFC). National launch of online futures trading in Coffee. 2006

Charter member of the Financial Planning Standards Board of India. 2007

BNP Paribas takes a stake in the companys equity, making it the single largest shareholder. Establishes Joint Venture in Saudi Arabia to serve the

Saudi national and the NRI. 2008

BNP Paribas Securities India (P) Ltd. a Joint Venture with BNP Paribas S.A. for Institutional Brokerage. 1st brokerage to offer full Direct Market Access execution in India for institutional clients. 2009

Launch of Property Services division. Launch of online trading in Currency Derivatives. Consequent to BNP Paribas becoming the largest stakeholder in Geojit BNP Paribas, company is renamed as Geojit BNP Paribas Financial Services Ltd. 2010

Launch of FLIP(Financial Investment Platform), a new advanced online investment platform. Launch of state of the art Mobile Trading platform to empower clients to trade from anywhere, even while on the move through the innovative application FLIP- ME. Barjeel Geojit Securities, its joint venture with the Al Saud group is headquartered in Dubai, in the United Arab Emirates, and owns branches in Abu Dhabi, Ras Al Khaimah, Al Ain, and Sharjah. Aloula Geojit Capital Co., the joint venture with the Al Johar group in Saudi Arabia is headquartered in Riyadh with branches in Dammam and Jeddah. BBK Geojit Securities KSC, located in Kuwait, is a joint venture with BBK and JZA.

QBG Geojit Financial Services LLC is the joint venture with Qurum Business Group (QBG) and National Securities Co. and based in Oman. 2011

Geojit BNP Paribas and JZ Associates LLC, Kuwait signed a JV deal with Bank of Bahrain and Kuwait to from BBK Geojit Securities KSC. The agreement was signed by Abdulkarim Bucheery, CEO of BBK, C. J. George and Jassem Hassan Zainal of JZ Associates LLC Geojit BNP Paribas joined hands with Qurum Business Group and National Securities Company in Oman to form QBG Geojit Securities LLC, Oman. The deal was inked by Sheikh Abdulaziz bin Ahmed Al Hosni, Vice President and Chairman of Qurum Business Group and C. J. George 2012

Qualified Foreign Investors (QFI) Investment services launched.

Board of Directors Name Mr. A. P. Kurian Mr. C. J. George Mr.Tom Jose Mr. Mahesh Vyas Mr. Rakesh Jhunjhunwala Mr. Ramanathan Bupathy Designation Non - Executive & Independent Chairman Managing Director & Chief Promoter Non - Executive & Independent Director Non - Executive & Independent Director Non - Executive Director Non - Executive & Independent Director

Mr. Punnoose George Mr. Olivier Le Grand Mr. Jean Christophe Gougeon

Non - Executive Director Non - Executive Director Non - Executive Director

Management Name Mr. C. J. George Mr. Satish Menon Mr. Sharad Sharma Mr. A. Balakrishnan Mr. Binoy .V.Samuel Mrs. Jaya Jacob Alexander Designation Managing Director Executive Director Executive Director Chief Technology Officer Chief Financial Officer Chief of Human Resources

Code of Conduct CODE OF CONDUCT FOR THE DIRECTORS AND SENIOR OFFICERS As per Clause 49 of the Listing Agreement with the Stock Exchanges, it shall be obligatory for the Board of Directors of all listed Companies to lay down a code of conduct for all Board members and senior management of the Company in order to ensure good Corporate Governance. I. CORPORATE GOVERNANCE Corporate governance is about commitment to values and about ethical business conduct. It is about how an organization is managed. This includes its corporate and other structures, its culture, its policies and the manner in which it deals with various stakeholders. Accordingly, timely and accurate disclosure of information regarding the financial situation, performance, ownership and governance of the company, is an important part of corporate governance. This improves public understanding of the structure, activities and policies of the organization. Consequently, the organization is able to attract investors, and to enhance the trust and confidence of the stakeholders. We believe that sound corporate governance is critical to enhance and retain investor trust. Accordingly, we always seek to attain our performance rules with integrity. The Board extends its fiduciary responsibilities in the widest sense of the term. Our disclosures always seek to attain the best practices

in international corporate governance. We are also responsible to enhance long term shareholder value and respect minority rights in all our business decisions. II. INTRODUCTION OF CODE (Preamble) This Code of Ethics for Directors and Senior Executives (the Code) helps to maintain the standards of business conduct for Geojit BNP Paribas Financial Services Limited (the Company) and ensures compliance with legal requirements particularly of Companies Act, SEBI Regulations and the Listing Agreement with Stock Exchanges. The purpose of the Code is to deter wrongdoing and promote ethical conduct. The matters covered in this Code are of utmost importance to the Company, our shareholders and our business partners. Further, these are essential so that we can conduct our business in accordance with our stated values. The Code is applicable to the following persons, referred to as Officers :

Directors of the Company Our Senior Management Members of the Board of Subsidiary Company

Ethical business conduct is critical to our business. Accordingly, Officers are expected to read and understand this Code, uphold these standards in day-to-day activities, and comply with all applicable laws, rules and regulations, the Geojit BNP Paribas Code of Conduct, Service rules and all applicable policies and procedures adopted by the Company that govern the conduct of its employees.

Because the principles described in this Code are general in nature, Officers should also review the Companys other applicable policies and procedures. Officers should sign the acknowledgment form at the end of this Code and return the form to the HR department indicating that they have received, read and understood, and agree to comply with the Code. The signed acknowledgement form should be available with officers concerned. Each year, as part of their annual review, Officers will be asked to sign an acknowledgement indicating their continued understanding and adherence of the code. III. HONEST AND ETHICAL CONDUCT We expect all Officers to act in accordance with highest standards of personal and professional integrity, honesty and ethical conduct, while working on the Companys premises, at offsite locations where the Companys business is being conducted, at Company sponsored business and social events, or any other place where Officers are representing the Company. We consider honest conduct to be conduct that is free from fraud or misrepresentation or deception. We consider ethical conduct to be conduct conforming to the accepted professional standards of conduct. Ethical conduct includes ethical handling of actual or apparent conflicts of interest between personal and professional relationships. This is discussed in more detail in Section IV below.

IV. CONFLICTS OF INTEREST An Officers duty to the Company demands that he or she avoids and discloses actual and apparent conflicts of interest. A conflict of interest exists where the interests or benefits of one person or entity conflict with the interests or benefits of the Company. Examples include: A. Employment/Outside employment:With regard to the employment with the Company, Officers are expected to devote their full attention to the business interests of the Company. Officers are prohibited from engaging in any activity that interferes with their employment with the Company. Our policies prohibit Officers from accepting simultaneous employment with suppliers, customers, developers or competitors of the Company, or from taking part in any activity that enhances or supports a competitors position. Additionally, Officers must disclose to the Companys Audit Committee, any interest that they have that may conflict with the business of the Company.

B. Outside directorships: It is a conflict of interest to serve as a director of any company that competes with the Company. Officers must first obtain approval from the Companys audit committee before accepting a directorship.

C. Business Interests: If an Officer is considering investing

in any customer, supplier, developer or competitor of the Company, he or she must first take care to ensure that these investments do not compromise on their responsibilities to the Company. Our policy requires that Officers first obtain approval from the Companys Audit Committee before making such an investment. Many factors should be considered in determining whether a conflict exists, including the size and nature of the investments, the Officers ability to influence the Companys decisions, his or her access to confidential information of the Company or of the other company, and nature of the relationship between the Company and the other company. At the time of application for approval, full facts of the proposed investment shall be placed before the Committee.

D. Related parties: As a general rule, Officers should avoid conducting Companys business with a relative, or have business in which a relative is associated in any significant role. A relative means and includes spouse, children, parents, grandparents, grandchildren, aunts, uncles, nieces, nephews, cousins, step relationships, and in-laws. Subject to the rules and regulation, the Company discourages the employment of relatives of Officers in key positions or assignments within the same department. Further, the Company prohibits the employment of such individuals in positions that have a financial dependence or influence (e.g. an auditing or control relationship, or a supervisor/subordinate

relationship). Every employee drawing a monthly salary of Rs.10,000/- or more shall disclose whether he is a relative or not of any of our directors.

E. Payments or gifts from others: Under no circumstance the Officers shall accept any offer, payment, promise to pay, or authorisation to pay any money, gift, or anything of value from customers, vendors, consultants, etc., that is perceived as intended, directly or indirectly, to influence any business decision, any act or failure to act, any commitment of fraud, or opportunity for the commitment of any fraud. Inexpensive gifts, infrequent business meals, celebratory events and entertainment, provided that they are not excessive or create an appearance of impropriety, do not violate this policy. Questions regarding whether a particular payment or gift violates this policy are to be directed to Finance Department. Gifts given by the Company to suppliers or customers should be appropriate to the circumstances and should never be of a kind that could create an appearance of impropriety. The nature and cost must always be accurately recorded in the Companys books and records.

F. Corporate opportunities: Officers may not exploit for their own personal gain, opportunities that are discovered through the use of corporate property, information or position, unless the opportunity is

disclosed fully in writing to the Companys Board of Directors and the Board declines to pursue such opportunity.

G. Interested Contracts: Except with the consent of the Board of Directors of the Company, any of the Director or his relative or a firm in which a director or his relative is a partner, any other partner in such a firm, or a private company of which the director is a member or director shall enter into any contract with the Company for sale, purchase or supply of goods, materials or services, or for underwriting the subscription of any shares in or debentures of the Company except for purchase or sale of goods for market price or such contracts which either party regularly trades or does business. For any clarification in this regard, the officers are requested to contact to the Finance Department / Secretarial Department / Legal Department.

H. Whistle Blower Policy: Employees who came across any unethical or improper practice (not necessarily a violation of law) shall be free to approach the Audit Committee without necessarily informing their supervisors. All officers are requested to inform their subordinates about their this right through an effective manner. For any clarification in this regard please contact Finance Department / Secretarial Department /

Legal Department.

I. Other Situations: It would be impractical to attempt to list all possible situations. If a proposed transaction or situation raises any questions or doubts, please contact Finance Department. V. COMPLIANCE WITH GOVERNMENTAL LAWS, RULES AND REGULATIONS Officers must comply with all applicable governmental laws, rules and regulations, Officers must acquire appropriate knowledge of the legal requirements relating to their duties sufficient to enable them to recognise potential dangers, and to know when to seek advice from the Finance Department. Violations of applicable governmental laws, rules and regulations will lead to penal action as specified in the respective statutes. In any doubt about the compliance with laws rules/regulations /guidelines contact appropriate department of the Company. VI. VIOLATIONS OF THE CODE Part of an Officers job, and of his or her ethical responsibility, is to help enforce this Code. Officers should be alert against possible violations and report this to appropriate department. Officers must co-operate in any internal or external investigations of possible violations. Reprisal, threat, retribution or retaliation against any person who has, in good faith, reported a violation or a suspected violation of law, this Code or other Company policies, or against any person who is assisting in any investigation or

process with respect to such a violation, is prohibited. The Company will take appropriate action against any Officer whose actions are found to violate the Code or any other policy of the Company. Disciplinary actions may include immediate termination of employment at the Companys sole discretion. Where the Company has suffered a loss, it may pursue its remedies against the individuals or entities responsible. Where laws have been violated, the Company will cooperate fully with the appropriate authorities. VII. WAIVERS AND AMENDMENTS OF THE CODE We are committed to continuously reviewing and updating our policies and procedures. Therefore, this Code is subject to modification. Any amendment or waiver of any provision of this Code must be approved in writing by the Companys Board of Directors and promptly disclosed on the Companys website and in applicable regulatory filings pursuant to applicable laws and regulations, together with details about the nature of amendment or waiver.

Share Holding Pattern Distribution of Shareholding as on Quarter ending 31st March, 2012 as per Clause 35 of Listing Agreement

No. of Categ Total Category of shar ory no. of shareholder e Code shares hold ers

No. of shares held in demateri Total alised sharehol form ding as a % of (A+B)

Total shareholding as a percentage of total number of shares Total share holdin g as a % of (A+B +C)

(A) (1) (a)

Shareholding of Promoter and Promoter Group Indian Individuals/ Hindu Undivided Family Central Government State 0 Government (s) Bodies Corporate Financial Institutions/ 1 0 2 46200 4620000 20.23 000 0 20.23

(b)

(c) (d)

20000 2000000 8.76 000 0 0 0 0

8.76 0

Banks (e) Any Other (specify) Sub-Total (A)(1) (2) Foreign Individuals (NonResident Individuals/ Foreign Individuals) Bodies Corporate Institutions Any Other (specify) Sub-Total (A)(2) Total shareholdin g of Promoter and Promoter Group (A) =(A)(1)+(A) (2) 1 0 0 1 3 0 0 0 0 0 28.99

66200 6620000 28.99 000 0

(a)

(b) (c) (d)

76688 7668895 33.58 959 9 0 0 0 0 0 0

33.58 0 0 33.58

76688 7668895 33.58 959 9

14288 1428889 62.57 8959 59

62.57

(B) (1) (a) (b)

Public Shareholdin g Institutions Mutual Funds/UTI 0 0 8900 0 8900 0 0 0 0

Financial Institutions/ 1 Banks Central Government /State 0 Government (s) Venture Capital Funds Insurance Companies 0 0

(c)

(d) (e) (f)

0 0

0 0

0 0

0 0 2.50

Foreign Institutional 10 Investors Foreign Venture Capital Investors Any other (specify) 0

57093 5709385 2.50 85

(g)

(h)

Sub-Total (B)(1) (2) (a) (b) NonInstitutions Bodies Corporate Individuals

11

57182 5718285 2.50 85

2.50

494

57705 5676532 2.53 52

2.53

i. Individual shareholders holding 450 28925 2825571 nominal 12.67 69 792 9 share capital upto Rs.1 Lakh. ii. Individual shareholders holding nominal 18 share capital in excess of Rs.1 Lakh. (c) (c-i) Any other (specify) Trusts 1 400 400 0

12.67

76182 7018206 3.36 06

3.36

0 12.92 2.99

Directors & (c-ii) their 6 relatives

29514 2951490 12.92 900 0

(c-iii) Non resident 967 68367 6836796 2.99

Indians (c-iv) Clearing members 116 548

96 33366 333669 9 75254 752545 5 0.15 0.33 0.15 0.33 34.92

Hindu (c-v) undivided families Sub-Total (B)(2)

472 79752 7838876 34.92 19 860 7 8410705 37.43 2 2269960 100.00 11

Total Public Shareholdin 472 85471 g 30 145 (B)=(B)(1)+ (B)(2) TOTAL (A) 472 22836 34 0104 +(B) Shares held by Custodians and against which 0 Depository Receipts have been issued. Promoter and Promoter Group

37.43

100.0 0

(C)

0.00

0.00

Public Sub-Total (C) 0 0 0

0.00 0.00

0.00 0.00 100.0 0

Grand 472 22836 2269960 Total(A)+(B 100.00 34 0104 11 )+(C)

NRI

BBK Geojit Securities KSC, located in Kuwait, is a joint venture with BBK and JZA. QBG Geojit Financial Services LLC, is the joint venture with Qurum Business Group (QBG) and National Securities Co. and based in Oman. Barjeel Geojit Securities, LLC, Dubai, is a joint venture of Geojit BNP Paribas with Al Saud Group

belonging to Sultan bin Saud Al Qassemi having diversified interests in the area of equity markets, real estates and trading. Barjeel Geojit is a financial intermediary and the first licensed brokerage company in UAE. It has facilities for off-line and on-line trading in Indian capital market and also in US, European and Far-Eastern capital markets. It also provides Depository services and deals in Indian and International Funds. An associate company, Global Financial Investments S.A.O.G provides similar services in Oman. Click here to know more For Branch details Click here

Aloula Geojit Capital Co, is Geojit BNP Paribas's joint venture in Saudi Arabia with the Al Johar Group. Saudi is home to the worlds single largest NRI population. The Saudi national and the NRI would be able to invest in the Saudi capital market. The NRI would also be able to invest in the Indian stock market and in Indian mutual funds. This joint venture makes Geojit BNP Paribas the first Indian stock broking company to commence domestic retail brokerage operations in any foreign country.

Overseas Business Association Bank of Bahrain and Kuwait (BBK), one of the largest retail banks in Bahrain & Kuwait through its NRI-Business, and Geojit entered into an exclusive agreement in September 2007. This association will provide the banks sophisticated client base, the opportunity to diversify their holdings through investments in the Indian stock market. Services offered

are- Investment Advisory, Portfolio Management, Mutual Funds, Trading in Indian Equity Market, DEMAT and Bank account, Offline Share Transactions and PAN Card.

Equity BSE NSE

Geojit BNP Paribas, a member of NSE and BSE, has a network of over 500 branches in India and abroad, rendering quality equity trading services. Geojit BNP Paribas not only has a strong offline presence but also provides automated online trading services. Geojit BNP Paribas also provides a Call & Trade facility to its customers wherein they can place and track their orders through our dedicated Call Centre Desk by dialling the toll free number 1800-425-5501 or 91-484-2405822 (Standard Rates Apply). Geojit BNP Paribas's retail spread caters to the need of individual investors. Trading in equities is made simple, safe and interesting with smart advice from the research desk through daily SMS alerts, market pointers, periodical research reports, stock recommendations and customer meets organized frequently. The online trading system allows customers to track the markets by setting up their own market watch, receiving research tips, stock alerts, real-time charts and news and many more features enable the customer to take informed decisions. The brokerage structure* makes Geojit BNP Paribas's Online trading all the more attractive:

0.03% for day trading (applicable on both sides) 0.30% for delivery

* Applicable to Ordinary Resident account only

OBJECTIVE

To find the employee awareness about Job Description

RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge.One can also define research as ascientific and systematic search for pertinent information on a specific topic.Research is an art of scientific investigation.Research is thus an original contribution to theexisting stock of knowledge making for its advancement.It is the pursuit of truth with the

help of study,observations,comparison and experiments.The search for knowledge through objectivesand systematic method of finding solutions to a problem is research.My research was to find out whether the employees in the organization know about jobdescription and if they did not ,to give them appropriate knowledge about it.Also had to find outhow many exact positions exist in the organization. OBJECTIVES OF RESEARCH The purpose of research is to discover through the application of scientific procedures.The mainaim of research is to find out the truth which is hidden and which has not been discovered asyet.Though each research study has its specific purpose,we may think of research objectives asfalling into a number of following broad groupings:

To find the employee awareness about job descritption.

DATA ANALYSIS AND INTERPRETATION

FINDINGS AND OBSERVATION

Observation while doing project are as follows:-1. Employees in the organization were not satisfied with their jobs. They had no idea about their role in the organization.2. Due to lack of motivation, employees, were not able to perform their jobs to the best of their abilities.3. Employees needed training and development programs to develop their skills to be moreeffective and efficient.4. It was also observed that employees were leaving their jobs due to non-clarity and nonsatisfaction of their jobs.5. One good thing that was observed was that the HR department was taking initiatives toimprove the

overall environment but due to certain limitations was not been able to do thesethings.

SUGGESTIONS

The present working conditions in the organization is to be improved. y The company has to improve the superior sub-ordinate relationship in the organization. y

The company should check the awareness of job description of employees so that theycan perform better. y The company should provide guidelines about the job to the employees so they can bemore efficient in their job. y The company may provide much more opportunity to the employees to express their grievances. y The study recommends the company to take necessary attention towards employees toretain them in their job. y The study also recommends monthly best performance award for employees so that theemployees are encouraged to do their best to achieve the goal.

CONCLUSIONS

Human resource is the most valuable asset in any organization. Organisation are made up of people and functions through people. They are the most vital resource of any organization so thehuman resource should be utilize to the most possible extent in order to achieve individual andorganizational goal.The present study has made an attempt to measure the awareness of job description of employees. The major findings provides valuable information which will help the managementof ADOR WELDING LIMITED, Pune to take necessary steps to improve the awareness of jobdescription of the employees.The project is conducted to know the factors which leads to the job description and level of awareness.Human beings are the most valuable asset in any organization and the management should takeevery efforts to preserve and enhance the value of the assets.

LIMITATIONS

These was only two months study .

Data available was not sufficient , there was lack of availability of data as most of it wasconfidential for company.

Sample size is too small.

Language was one of the major factor during questioner filling.

QUESTIONNAIRE

Name of the employee:-Designation:-Department:-Day to day activities:-Qualification:-1. Do you know what a JOB DESCRIPTIONis?Yes No2. Have you ever gone through a JOB DESCRIPTIONpreviously?Yes No3. Do you think JOB DESCRIPTION will help you to perform better?Yes No4. Do you think,ifJOB DESCRIPTION is given to you,you will be more familiar andsatisfied with your job?Yes No5.

Do you feel JOB DESCRIPTION should be implemented in your organization?Yes NoIf yes, whyIf no, why

BIBLIOGRAPHY

Books Referred : Human resource management By Ashwaththapa. Personnel management By C.B.Mamoria Web sites : www.geojit.com www.google.com www.wekipedia.com

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