PROJECT REPORT

ON
HR Practices and organisational strategies
for
PARKO TECHNOLOGIES

SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENT OF DEGREE OF MASTER OF
BUSINESS ADMINISTRATION
BATCH: 2008-2010

SUBMITTED TO
BY
NISHA
MBA-3rd SEM

SUBMITTED

INSTITUTE OF MANAGEMENT &

TECHNOLOGY
(Approved by AICTE & Affiliated to Maharishi
Dayanand University, Rohtak)

Near Sai Dham, Tigaon Road, Faridabad

121002

(NBA AICTE Accredited

Institution)

ACKNOWLEDGEMENT
Towards my efforts for this project, I required a direction to that place.
Many people, all of whom Id like to thank, have provided this direction.
I wish to acknowledge my deep gratitude to . (Director) for
providing me an opportunity like this.I wish to thank him for his
guidance and support.
I would like to thank .. (Deputy Director), who helped me
with the initial planning of my project, and provided insights as to how I
should approach this task.
Next, Id like to thank., who also guided me in this project. I
thank her for patient cooperation.
Lastly, I wish to thank all those persons who directly or indirectly gave
me support in the completion of my project.

Name

DECLARATION

I, Your name roll no.classMBA 3ND SEM.. of

the institute of management and technology, faridabad nearby declare
that the summer training report entitled, HR Praxtces and
organizational strategies is an original work and the same has not been
submitted to any other institute for the award of any other degree. A
seminar presentation of the training report was made on ..and
the suggestions as approved by the faculty were duly incorporated.

Presentation in charge
(Faculty)

signature of the candidate

CERTIFICATE FROM THE GUIDE

This is to certify that the Project Work titled [PROJECT TITLE] is a

bonafide work of [STUDENT NAME] [Enroll No:
]
carried out in partial fulfillment for the award of degree of [COURSE
NAME] of [UNIVERSITY NAME] under my guidance. This project
work is original and not submitted earlier for the award of any degree /
diploma or associate ship of any other University / Institution.

Signature of the Guide

Name and Official Address of the
Guide

Guides Academic Qualifications,

Designation and Experience
Place :
Date :

Executive Summary
PARKO

TECHNOLOGIES

was

incorporated

as

PARKO

TECHNOLOGIES Consultants Private Limited, by a group of

professionals. From the beginning, it relied heavily on overseas
business.
The HR Practices
Most of the HR practices of PARKO TECHNOLOGIES were a result of
the vision of its founders and the culture that they had created over the
years. The founders advocated simplicity and maintained the culture of a
small company. The employees were encouraged to share their learning
experiences.
Recruitment
While recruiting new employees, PARKO TECHNOLOGIES took
adequate care to identify the right candidates. On the qualities that
PARKO TECHNOLOGIES looked for in a candidate, One said, "We
focus on recruiting candidates who display a high degree of 'learn
ability.' By learn ability we mean the ability to derive generic knowledge
from specific experiences and apply the same in new situations.
We also place significant importance on professional competence and
academic excellence. Other qualities we look for are analytical ability,
teamwork and leadership potential, communication and innovation

skills, along with a practical and structured approach to problem

solving."
Training
Training at PARKO TECHNOLOGIES was an ongoing process. When
new recruits from colleges joined here, they were trained through fresher
training courses. They were trained then on new processes and
technologies. As they reached the higher levels, they were trained on
project management and later were sent for management development
programs, followed by leadership development programs.

Training New Recruits

PARKO TECHNOLOGIES conducted a 14.5 week technical training
program for all new entrants. The company spent around Rs 200,000 per
year on training each new entrant.
Training Program for Employees
PARKO TECHNOLOGIES also conducted training programs for
experienced employees. The company had a competency system in place
which took into account individual performance, organizational
priorities, and feedback from the clients.
PARKO TECHNOLOGIES Leadership Institute

The PARKO TECHNOLOGIES Leadership Institute was set up in 2001

to nurture future leaders in the company and to effectively manage the
exceptional growth that the company was experiencing. At the Institute,
the executives were groomed to handle the changes in the external and
internal environment.

Performance Appraisal
The first step toward carrying out performance appraisal at PARKO
TECHNOLOGIES was the evaluation of personal skills for the tasks
assigned to an employee during the period of appraisal. To evaluate the
performance, different criteria like timeliness, quality of work carried
out by the employee, customer satisfaction, peer satisfaction, and
business potential, were considered. The personal skills of the
employees were also evaluated based on their learning and analytical
ability, communication skills, decision making, change management,
and planning and organizing skills.
The Culture
PARKO TECHNOLOGIES tried to preserve the attributes of a small
company and worked in small groups, with decision-making remaining
with those who were knowledgeable about particular processes. The

managers played the role of mentors and used their experience to guide
their team members.
The Challenges
With

the

IT

industry

growing

at

rapid

pace,

PARKO

TECHNOLOGIES planned to recruit around 25,000 people in the

financial year 2006-07, in order to maintain its growth. Though it had
started hiring its workforce globally, it mainly recruited engineering
graduates from India. If the industry continued to grow at a similar pace,
analysts opined that companies like PARKO TECHNOLOGIES would
not be able to find enough people, especially with several multinationals
entering India and recruiting aggressively. To address this issue, PARKO
TECHNOLOGIES

started

recruiting

science

graduates

mathematics background to create an alternate talent pool.

with

10

Table of Contents
Company Profile:....................................................................7
OBJECTIVE OF THE STUDY.....................................................10
RESEARCH METHODOLOGY...................................................11
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT.........16
INTRODUCTION TO HRD.......................................................18
MAN POWER PLANNING........................................................23
Recruitment Process.............................................................28
Compensation......................................................................36
Training and Development....................................................45
Performance Appraisal..........................................................54
Findings & Suggestions:.......................................................70
Conclusion............................................................................71
Bibliography.........................................................................73

Company Profile:

11

PARKO TECHNOLOGIES, a leading software company based in India,

was voted the best employer in the country in many HR surveys in the
recent years. The company was well known for its employee friendly
HR practices. Though PARKO TECHNOLOGIES grew, it still retained
the culture of a small company. PARKO TECHNOLOGIES attracted the
best talent from across the world, and recruited candidates by conducting
one of the toughest selection process. All the selected candidates were
required to go through an intensive 14 week training program. All the
employees were required to undergo training every year, and some of the
chosen employees were trained at the PARKO TECHNOLOGIES
Leadership Institute to take on higher responsibilities in the company.
The company followed variable compensation structure where the
employees' compensation depended on the performance of individual,
the team and the company. The case highlights many such best practices
of PARKO TECHNOLOGIES in human resource management. It also
discusses the challenges faced by the company to retain its talented
workforce.

Issues:

12

Study and appreciate some of the unique HR practices at PARKO

TECHNOLOGIES
Understand the recruitment, selection and training practices of
PARKO TECHNOLOGIES
Examine some of the retention strategies adopted by the company
Sharp and intense people focus is a natural corollary of its booming
business, with customers identifying this as a quality that often
separates it from other competitors in the IT services space"
CEO,

President

and

Managing

Director,

PARKO

TECHNOLOGIES, in 2006.
It is the energy of Infoscions that make the environment at PARKO
TECHNOLOGIE Sexciting and challenging. Our attention to detail,
quality, speed and customer satisfaction keep us on the top as we surf
successive waves of change. With every step, we learn. By identifying
and fostering learnability in Infoscions, we are enabling an agile
organization, at the forefront of change."

Annual Report 2005-06.

13

In November 2005, PARKO TECHNOLOGIES , based in, India, was

named 'The Best Company to Work for in India' by Business Today
magazine in a survey conducted by Business Today, HR consulting firm
Mercer, and international market research firm TNS .
PARKO TECHNOLOGIES had been adjudged the 'Best Company to
Work For' but had lost this position in the next couple of years.
On the company's HR practices, CEO, President and Managing Director
of PARKO TECHNOLOGIES, commented, "It is about creating a
highly motivated workforce because this is not a factory where you can
monitor the quantum of output at the end of the day. But in the
intellectual business you cannot do that. So, you have to create a
motivated set of people who can operate.
Attracting the best and the brightest and creating a milieu where they
operate at their highest potential is very important. Our campus and
technology infrastructure is world-class, we pay a lot of attention to
training and competency building, we try to have sophisticated appraisal
systems, and we try to reward performance through variable pay. These
are all part of the same motive."
Since the early, PARKO TECHNOLOGIES' operations had been
growing rapidly across the world.

14

The company believed that its key assets were people and that it was
important to bring its employees on par with the company's global
competitors. According to Head of Human Resources, PARKO
TECHNOLOGIES, "We like to maintain a smaller company touch and
we have split the overall business into several smaller independent units
of around 4,000 people each."

OBJECTIVE OF THE STUDY

The primary objective of the study is to evaluate the effectiveness of HR
practices of PARKO TECHNOLOGIES. In the light of this primary
objective the following sub-objectives are set.
To review the historical aspects of PARKO TECHNOLOGIES and
its growth.
To know the position of the Software industry as a whole in the
world as well as in INDIA.
To identify the HR practices needs in PARKO TECHNOLOGIES.
To assess the purpose and uses of HR practices.
To study and analyze the further steps taken after doing the HR
practices for the employees in PARKO TECHNOLOGIES.

15

To evaluate various techniques or operations followed in this

regard.
To understand whether the performance appraisal has any
influence in promoting and upgrading the employees.
To know how mutuality it will increase and strengthen the
relationship between each employee and his superiors.
To study and ensure that after doing appraisal for employees give a
desired level of performance by attaching rewards and punishment
for variation in performance levels.
Provide information which help to counsel the subordinate.
To know the evaluation system through which we can identify the
performance gap (if any). This gap is the shortfall that occurs
when performance does not meet the standards set by the
organization as accept.
To know the feedback system which is given to employee about
the quality of his or her performance? However, the information
flow is not exclusively one way. The appraisers also receive
feedback from the employee about job problems, etc.
Finally to know thoroughly the methodology of HR practices
followed by the company.

16

RESEARCH METHODOLOGY
Research is an art of scientific investigation. Research comprises
defining and redefining problems, formulating hypothesis or suggested
solutions, collecting, organizing and evaluating data, making deduction
and reaching conclusions and at last carefully testing the conclusion to
determine whether they formulating hypothesis.
Methodology: The Study is about the Employee Training Need Analysis
in an Organization. It deals with the title of the study, need of the study,
objectives & Scope of study.
Title of the Study: The study is titled as HR PRACTICES at PARKO
TECHNOLOGIES.
Data sources: QUESTIONNAIRE
Data is collected from primary and secondary sources.
Collection of the data is of primary importance the research process.
Data which is collected for the purpose of research helps in proper
analysis which is helpful to conduct research effectively. The data
source, which is very important in the collection of data, is primary data
and secondary data.

17

Both primary and secondary data are taken into consideration for the
study of training need analysis.
Primary Data: This consists of original information gathered for
specific purpose. The normal procedure is to interview the people
individually and/ or in a group, to get the required data.
Secondary Data: This consists of the information that already exists
somewhere, either in some Annual Records or Magazines etc, having
been collected for other purpose. Here the researcher has both primary
as well as secondary data.

Survey Approach:
The questionnaire was administered through direct contact with
respondents.
1. Sample Size & Sampling Technique:
The

study

covers

sample

of

employees

of

PARKO

TECHNOLOGIES. The Respondents were selected on a Sample

Random basis from the following categories of the employees,
a)

Senior managers / Senior Engineers

b)

Deputy Managers

18

c)

Junior Officers / Junior Engineers

d)

Assistants

Statistical Tool: Simple percentage

Sample Variety: Respondents are mostly selected from the Executives
and Non Executives so the Sample Size is limited to 50 due to
availability and the busy schedule of the employees.
Sampling Procedure: The sampling method used was Random
Sampling. This sampling Method was used because lack of time and
lack of through knowledge about the universe. The sampling unit
selected mostly from Executives and non executives. The sample size
was fixed to 70 respondents; the sampling procedure is response from.
Statistical Tool: In this research various percentages were identified in
the analysis and these were presented pictorially by the way of pie charts
and in order to have a better quality.
Questionnaire Design: A structured questionnaire was designed
consisting of close-ended questions and the meeting the respondents
personally to get their responses.
HR-TOOLS
Competency Mapping
Enterprises Resource Planning

19

Balanced Score Card

Effective controls at all levels
Training and Development Programme
HR- INITIATIVES
Cultivate positive work culture
Quality month
Star of the month
Executive presentation
Quality circles
House keeping
Safety month
Statutory maintenance
Common cafeteria
HR-DEVELOPMENT PLANS
Training need analysis
Training budget
Training calendar
Identification of external training agencies
RETENTION PLANS
Review Compensation Plans
Empowerment

20

Relocation to place of choice

Involve in decision making
Abroad programmes
Create professionalism
Hard furnishing loan
Vehicle loan
Marriage loan
Education loan
Club membership
Recognition for good work
Employee stock option
Housing loan

HR-POLICIES
Human Capital Planning
Recruitment / Selection /Induction
Training and Development
Performance Appraisal
Succession Planning
Career Planning
Job Rotation and Multi Skilling

21

Job Enrichment
HR Manual
Induction Manual
Safety Manual
Exit Interviews

INTEGRATED PERFORMANCE MANAGEMENT SYSTEM

Day to Day to Accountability
Individual Goals
Short term / long term goals
Individual development plans
Team targets

HR_SURVEYS
Organizational culture
HRD Climate
Training Need Analysis
Compensation Survey
Employee Satisfaction

22

HR_SAFETY INITIATIVES
Safety survey
Safety Budget
Safety Policy
Safety Manual
Awareness and Training on safety
Safety Reviews and Safety Meetings
Safety systems
Safety audit
Safety Banners
On site emergency plan
Zero accident schemes for sites

LEARNING CENTRE FOR HUMAN EXCELLENCE

Establish Learning Centre
Fresher Training
Induction Training
In-house Training

23

External Training

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT
Human resource management is the process which develops and
manages the element of an enterprise i.e., recruit; select, trained develop
members of an organization, not only management skills but also the
attitudes and aspirations of people. Human resource management is
concerned with integration getting all the members of the organization
involved and working together with a sense of common purpose. HRM
is proactive rather than reactive, qualitative improvement of people who
are considered the most valuable assets of an organization. Today
Human Resource occupies, more than ever, the center stage of all
economic activities. It is alarming time for all those organization that
wish to be successful in global markets to gear up and implement
desired shift in their prevailing. HRM is that branch of management that
deals with managing one of the resources of the organization-Human
Resources. The function of Human Resource management is to acquire
train, develop and retain the human resources of the organization.

24

Objectives of HRM:
To ensure the effective utilization of human resources. The human
resource will efficiently utilize all other organizational resources.
To establish and maintain an adequate organizational structure and a
desirable working relationship among all the members of an
organization by dividing organization tasks in to functions,
accountability, authority for each job and its relation with other jobs
in the organization.
To generate maximum development of human resource within the
organization by offering opportunities for the advancement to
employees through training and education, or by effecting transfers or
by offering retraining facilities.
To secure the integration of the individual group goals with those of
the organization in such a manner that the employees feel a sense of
involvement, commitment and loyalty towards it.
To identify the basic idea is to work out the irreducible number of
core employees required to operate the system.

25

HRM-SWOT-ANALYSIS
STRENGTHS

Young, Dynamic and qualified team.

Having varied back ground and versatile experience.
No financial constrains for development activities.
Management encourages professionalism activities and change.
Excellent brand image.
High emphasis on training and development.
Working environment is quite congenial.
Encourages creativity and team work
Free to Participate in Decision Making.
People are empowered.

WEAKNESSES
No learning centre and library.
Less focus on business orientation.
Inadequate focus on business learning.
Less focus on communication.
Rationalization of compensation

26

OPPORTUNITIES

Develop Talent and creativity.

Create role models and change agents.
Visualize people problems with human face.
To plan for employee retention policies and strategies.
Standardize integrated performance management system.
To improve communication.
To inculcate positive work culture.
To promote career planning and succession planning.

THREATS

Difficult to source with core competencies.

Erosion of existing talents.
Less focus on mentor management.
Inadequate focus on employee orientation.

27

INTRODUCTION TO HRD
People is the most important and valuable resource every organization
or institution has in the form of its employees. Dynamic people can build
dynamic organizations. Effective employees can contribute to the
effectiveness of the organization. Competent and motivated people can
make things happen and enable an organization/ institution to achieve its
goals. Therefore organizations should continuously ensure that the
dynamism, competency, motivation and effectiveness of the employees
remain at high levels. Human resource development (HRD) is thus a
continuous process to ensure the development of the employee
competencies, dynamism, and motivation in a systematic and planned
way.
Definition:
(a) To acquire capabilities (knowledge, perspectives, attitudes, values
and skills) required to perform various tasks or functions associated with
their present or future expected rolls.
(b) To develop their general enabling capabilities as individuals so that
they are able to discover and utilize their own inner potential for their
own or organizational development purposes; and
(c) To develop an organizational culture where superior-subordinate
relationship, teamwork and collaboration among different sub units are

28

strong and contribute to the professional well being, organizational

health, dynamism, motivation and pride of the employees.

HRD MECHANISMS/INSTRUMENTS/SUBSYSTEMS
To achieve the above objectives and to facilitate HRD the following
process mechanisms or sub systems are used:
1. Performance appraisal
2. Potential appraisal and development
3. Feedback and performance coaching
4. Career planning and development
5. Induction training
6. Training
7. Job rotation
8. Organizational development
9. Rewards
10.
Quality circles
11.
Employee welfare and quality of work life (QWL)
All these process mechanisms are linked with the corporate plans,
particularly with human resource planning (Man power planning)

THE CONTRIBUTION OF THESE SUBSYSTEMS TO HRD

GOALS

29

Each of these sub-systems or mechanisms or instruments contributes to

the achievement of overall HRD goals. Performance appraisal focuses
primarily on helping the individual to develop his/her present role
capabilities and to assume more responsibility for that role. Potential
appraisal focuses primarily on identifying the employees future likely
roles within the organization. The training is the means of developing
the individuals personal effectiveness or developing the individuals
ability to perform his/her job role or future job roles. Training also can
strengthen

interpersonal

relationships

(through

training

in

communications, conflict resolution, problem solving, transactional

analysis, etc.) and increases team work and collaboration.

Personnel

HRD

30

1. To maintain existing systems

1. To improve the abilities of the

and procedures.

individuals.

2. Isolated function

2. Organization wide function.

3. Thrust areas:

3. Thrust areas:

Salary & wages

Promotion & transfers
Disciplinary action
Industrial relations
Leave, LTC, etc.

Performance appraisal
Induction and training
Job rotation & Career
planning
Direct contact meetings
Survey of organizational
climate

STRATEGIC HUMAN RESOURCE MANAGEMENT

The SHRM literature is rooted in manpower (sic) planning, but it was
the work of influential management gurus (for example Ouchi, 1981;
Peters & Waterman, 1982), affirming the importance of the effective
management of people as a source of competitive advantage, that
encouraged academics to develop frameworks emphasizing the strategic
role of the HR function (for example Beer et al., 1985; Fombrunetal.,
1984) and attaching the prefix strategic to the term human resource
management. Interest among academics and practitioners in linking the

31

strategy concept to HRM can be explained from both the rational

choice and the constituency-based perspective. There is a managerial
logic in focusing attention on peoples skills and intellectual assets to
provide a major competitive advantage when technological superiority,
even once achieved, will quickly erode (Barney, 1991; Pfeffer, 1994,
1998a).
From a constituency-based perspective, it is argued that HR academics
and HR practitioners have embraced SHRM as a means of securing
greater respect for HRM as a field of study and, in the case of HR
managers, of appearing more strategic, thereby enhancing their status
within organizations (Bamberger & Meshoulam, 2000; Pfeffer &
Salancik, 1977; Powell & DiMaggio, 1991; Purcell & Ahlstrand, 1994;
Whipp, 1999).

HUMAN RESOURCE SRATEGY

Environment as mediating variable for human resource management

ENVIRONMENTAL

BUSINESS STRATEGY

strategies
An organizations HRM policies and practices must fit with
INFLUENCES
its strategy in its competitive environment and with the immediate
business conditions that it faces. The concept of integration has three

32

aspects: the linking of HR policies and practices with the strategic

management process of the organization the internalization of the
importance of HR on the part of line managers the integration of the
workforce into the organization to foster commitment or an identity of
interest with the strategic goals.

Firms
resources and
capabilities
Value
Rarity

Strategi
es

Inimitability

Sustained
Competitive
Advantage

Nonsubstitutabilit
y

Develop
Barney argues that four characteristics of resources and capabilities
value, rarity, inimitability and non-substitutability are important in
sustaining competitive advantage. From this perspective, collective
learning in the workplace on the part of managers and non-managers,
especially on how to coordinate workers diverse knowledge and skills
and integrate diverse information technology, is a strategic asset that

33

rivals find difficult to replicate. Some of great persons make a similar

point when they emphasize the strategic importance of managers
identifying, ex ante, and marshalling a set of complementary and
specialized resources and capabilities which are scarce, durable, not
easily traded, and difficult to imitate in order to enable the company to
earn economic rent (profits). From the above we can summarize the
relationship between resources and capabilities, strategies, and sustained
competitive advantage.

IMPORTANCE OF ORGANISATION CULTURE

Organizational culture is the key to organizational excellence. And the
function of leadership is creation and management of culture.
Organization culture is an important activity for managers and
consultants because it affects strategic development, productivity, and
learning at all levels. Cultural assumptions can both enable constrain
what organizations are able to do.

Cultural Dimensions:
Over the years a number of organizational cultures have been identified.
1) Mechanistic and Organic cultures:

34

The mechanistic organizational culture exhibits the values of

bureaucracy and feudalism. Organizational work is conceived as a
system of narrow specialism and people think of their careers mainly
with in these specialism. Authority is thought of as flowing down from
the top of the organization down to the lower levels and communication
flows through prescribed channels.
2) Authoritarian and participative cultures:
In the authoritarian culture, power is concentrated on the leader and
obedience to order and discipline or stressed. Any disobedience is
punished severely to set an example to others. The basic assumption is
that the leader knows what is good for the organization and he or she
always acts in its interests.
3) Subculture and dominant culture
Each department of an organization may have its own culture in which
case there is subculture. A dominant culture emerges when there is an
integration of all the departments into a unified whole.

4) Strong and weak culture

In an organization having strong culture, the core value are both
intensely held and widely shared by its members. Such employees
develop strong loyalty to the organization.

35

5) National culture vs. organizational culture

Distinction is also made between national culture and organizational
culture. Organizational culture is influenced by the culture of the land,
irrespective of the origin of the company. Go to any company operating
in India, Indian or foreign the local culture is visible. The holidays
declared, festivals celebrated, functions organized and other culture
activities reflect Indian ethos.
How employees learn culture:
Culture is transmitted to employees through number of means. The most
effective means are stories, rituals, symbols, language and principles

MAN POWER PLANNING

OBJECTIVE:
Optimum utilization of existing Human Resources by periodically
reviewing and filling the vacancies generated due to acquisition of new
projects, resignations retirements and normal attrition.

PROCEDURE:
Human Resources Development department shall do manpower
planning periodically in consultation with Regional, Divisional and
Departmental Heads.

36

They shall take into consideration the volume of operations,

budget, short / long range plans, availability of surplus manpower,
etc., while preparing the man power requirements.
Manpower requirement shall be prepared in the format annexed
along with job description and job specification of each position
and the same shall put up to COC.
They shall also discuss & justify the requirement in the Kick off
meeting and get the approval from the Chairman, COC.
The approved Manpower Indent shall come back to HR
department for arranging the same.
HR department will provide the Human Resources as per the
schedule given in the indent.
The Project Incharge shall prepare Human Resources utilization
and future requirements details in monthly MIS report.
Group Head (HR&Admn) shall consider the following factors
while preparing manpower planning.
Expansion and growth plans of the organization
Surplus manpower
Resignations
Terminations
Retirements

37

Vacancies likely to arise due to promotions, transfers and job

rotations
Finally natural attrition.

RECRUITMENT & SELECTION

Recruitment: According to Edwin B. Flippo, Recruitment is the
process of searching the candidates for employment and stimulating
them to apply for jobs in the organization. Recruitment is the
activity that links the employers and the job seekers.
A few definitions of recruitment are:
A process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of
applications from which new employees are selected.
It is the process to discover sources of manpower to meet the
requirement of staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection,
which helps to create a pool of prospective employees for the
organization so that the management can select the right candidate

38

for the right job from this pool. The main objective of the
recruitment process is to expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to
develop a pool of qualified applicants for the future human
resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an
employee requisition for a specific vacancy or an anticipated
vacancy.
RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED: The needs arising from changes in organization and
retirement policy.
ANTICIPATED: Anticipated needs are those movements in
personnel, which an organization can predict by studying trends
in internal and external environment.
UNEXPECTED: Resignation, deaths, accidents, illness gives rise
to unexpected needs.

Types of recruitment:
Recruitment

39

Internal Recruitment

External Recruitment

1 .Internal Recruitment is when the business looks to fill the vacancy

from within its existing workforce.
2. External recruitment is when the business looks to fill the vacancy
from any suitable applicant outside the business.

RECRUITMENT & SELECTION PROCEDURE

Kick of
meeting

Manpower Requisition

40

Review & Process

Initiation
Resume Sourcing

Data Bank

Resume Screening

Employee
Referrals

Short- Listing

Placement
Agencies

Sending Call Letters

Interview Process

Personal
Interview

Compensation Fixation

Panel Interview

Issue of Appointment
Letters
Open Personal File

Joining Formalities
Payroll
Preparation
Employee Placement

Employee Orientation

Recruitment Process
1.In Kick of the meeting we decide about the Project details like when
the project to be

started and project to be ended and

41

requirements of material for project, cost to be incurred, determination

of the organizations ability to pay salaries and benefits within a
defined period. Then according to the needs of Man Power
Requirement in organization we start searching the candidates.
2. Then we Review and start initiation process.
3. We start resume sourcing through different sources like Data Bank,
Employee
References, placement Agencies etc...

..

4. In the next step we start Resume screening where we see the details
like experience, qualification, age etc.
5. According to the candidates skills, abilities, knowledge in that
particular field, and needs of the organization we start Short Listing
the candidates
6. We send Call Letters to the short listed candidates and ask them to
attend the Interview.
7. Then we fix the compensation.
8. When the candidate agrees all the norms we issue him Appointment
Letter.
9. After issuing him/her appointment letter then we start maintaining
Personal File of the candidate.

42

10 Joining Formalities of the candidate are done (pay roll preparation).

11. At last Induction Program is conducted (employee orientation

RECRUITMENT AND SELECTION

PARKO TECHNOLOGIES recruitment and selection policy is to retain
staff of the highest caliber appropriate to job requirements and to
organization standards of efficiency, competence, professionalism and
integrity. The recruitment and selection decision is of prime importance
as the vehicle for obtaining the best possible person-to-job fit, which
will when aggregated, contribute significantly towards the companys
effectiveness. It is also becoming increasingly important, as the
Company evolves and changes, that new recruits show willingness to
learn, and have the adaptability and ability to work as part of a team. The
Recruitment & Selection procedure should help managers to ensure that
these criteria are addressed.
The Company Recruitment and Selection Policy will:
Be fair and consistent;
Be non-discriminatory on the grounds of sex, race, age, religion or
disability;
Conform to statutory regulations and agreed best practices.

43

POLICY OBJECTIVES
To meet Manpower requirements of the Organization in terms of
approved Manpower Plan.
To fulfill requirements of competent HR in terms

of requisite

capabilities, skills, qualifications, aptitude, merit and suitability with

a view to fulfill Organization's objectives.
To attract, select and retain the best talent available keeping in view the
changing needs of the organization.
To ensure an objective and reliable systems of selection.
To ensure placement of right man at the right job at the right time.
To provide suitable induction points for intake and thereby achieve the
desirable level of

qualification, skill and age mix as required to

strengthen the Human Resource of the Organization.

RESPONSIBILITY
Ultimate responsibility shall lie with Group Head (HR&Admn). All
activities pertaining to recruitment shall be coordinated by Corporate HR
Department. However, representatives of other departments as deemed
necessary may also be associated at various stages of recruitments
and/or selection of candidates.

44

MANPOWER REQUISITION
1. Each department to raise manpower requisition in terms of profile,
skills, functions and responsibilities as per Manpower Requisition Form.
2. Manpower requisition should be raised by department head. Site Head
will forward with his comments to Regional/Functional Head for
authorization.
3. HR department will forward the same with its remarks to the
Executive Director for approval.
4. HR department will keep the requesting department informed about
the status of approval within a week from the date of the indent.
5. Approved, search for Manpower will commence, else HR department
will send a note to the indenting department explaining the reasons for
rejection.
SOURCING OF RESUMES
On receipt of the approved manpower requisition appropriate method of
sourcing the candidate will be decided (Internal Transfer, Data bank,
Consultants or Advertisement)
A. INTERNAL RESOURCE

45

The existing manpower will be reviewed to optimize the human resource

utilization. If any internal resource is identified the same will be
discussed with the concerned HODs for transferring the employee to the
department which has requested the manpower.
i.

HR department will issue the transfer order as per the Annexure

II.

ii.

HR department to update the personnel HR Information System.

Recruitment from external sources will be resorted to, if suitable

candidates from internal resources are not available.

B. SCANNING OF BIODATAS FROM DATA BANK

i.

Based on the approved manpower requisition data bank will be

scanned.

ii.

Suitable profiles will be forwarded to the concerned department

for short listing.

C. RECRUITMENT THROUGH PORTALS

i. Based on the approved manpower requisition the job specification
will be posted on the Portal and Web Site of PARKO
TECHNOLOGIES.

46

ii. The response received on the Portal will be screened and will be
given to the concerned department for short listing of suitable
CVs.
D. RELEASE OF ADVERTISEMENT
i.

On receipt of the approved manpower requisition HR

department to decide on mode of procurement through releasing
advertisement.

ii.

HR department will liaise with the ad agency regarding

publication and artwork.

iii.

The Head (HR&Admn) will give formal approval of the artwork

and selection of media (paper) for advertisement.

iv.

All responses to the advertisement will be scanned and sent to

the concerned for short listing.

E. SOURCING RESUMES THROUGH CONSULTANTS

i.

Based on the approved manpower requisition the job

specification will be informed to few consultants for head
hunting.

47

ii.

The resumes referred by consultants will be screened and given

to the concerned department for short listing of suitable CVs.

SCHEDULING OF INTERVIEWS
1. Fixing the interview dates should be done in consultation with the
concerned HODs, Regional Head/Functional Head and Group Head
(HR).
2. Time period required for interview from the date of dispatch would be
10 days.
3. All interview call letters (Annexure III) should be sent by the HR
department two weeks prior to the date of interview.
4. Those called for interview on phone or e-mail should be given at least
3 days time for attending the interview

CONDUCTING INTERVIEWS
1. HR department will call the short listed candidates for interview.

48

2. HR department in association with the manpower requesting

department shall form the Interview Panel which will conduct
interviews.
3. Interview Panel should comprise of two or more members.
4. Mandatory requirement: One member from concerned department
and one member from HR department. Panel members shall comprise as
per the table given below.
5. Candidate has to submit the duly filled up companys Standard
Application Form
6. Members of the interview panel should evaluate the candidates by
using the interview evaluation sheet. Overall rating of the candidates
should be Good to Excellent for getting selected. Candidates rated as
satisfactory may be considered for employment based on need,
which will be decided by the Corporate HR and those rated as Average
or poor will not be considered for employment.
7. In case of any conflict in opinion, Corporate HR will be referring to
Group Head (HR)/Executive Director

INTERVIEW PANEL MEMBERS

Category

Preliminary

Final

49

Trainees to Sr

Corporate HR and

Concerned

Executives

Concerned dept
Corporate HR and

HOD/Corporate HR
Concerned

Asst Mgr to Sr Mgr

concerned dept/Site

HOD/Group

Head

Head(HR)
Group

AGM and Above

Concerned
HOD/Corp HR

Head(HR)/Executive
Director

REGRET LETTERS
1. Regret letter to be sent by HR department, to those candidates who
were not selected after the final interview.
2. Regret letters should be sent within 10 days of final interview.
FITMENT:
The designation and Salary will be fixed based on the competency
matrix. Executive

Directors approval shall be obtained for all

positions for the salary package before finally committing to the

candidate.
In selected cases amount will be reimbursed on submission of
tickets. The mode of transport will be decided by the HR
department based on the positions.
No reimbursement of boarding & living expenses will be paid.

50

OFFER LETTER:
The selected candidate will be issued or sent an Offer Letter showing
designation, date of joining, location of joining and salary package after
obtaining necessary approval from the Appointing Authority. A copy of
offer letter will be sent to the respective department for information.

APPOINMENT LETTER:
After verification of original documents and other testimonials at the
time of joining appointment letter shall be issued to the candidate by the
HR department which shall be signed by the concerned Appointing
Authority.

Joining Formalities:
OBJECTIVE:
This policy is to ensure that all joining formalities are completed when a
new person joins with the company.

51

VERFICATION OF CERTIFICATES:
1

HR Department shall verify the following original documents and

collect the relevant Photostat copies at the time of joining.

Date of birth certificate
Academic and Professional qualifications
Experience and Service certificate
Relieving certificate from previous employer
Last pay slip
PAN Number
Salary details of the previous employment
Minimum 4 No. Passport size photographs

2. All new entrants shall fill up the following documents at the time of
joining.

Joining report (Annexure IX)

Membership forms of EPF, ESI, Gratuity and Superannuation
Scheme.

52

Nominations of GPAI, Group General Insurance and Mediclaim

etc.,
Personal declaration forms (Annexure X)
Application form to open bank account
Confidentiality Letter of Pledge for the cadres G3 and above

Induction Procedure
OBJECTIVES:
1. To make the new employee feel at ease with the workplace
2. To know about the formal and informal norms in the company
3. To know about the dos and donts in the company
4. To know the flow of activities in each department, familiarize with
the employees and overall view of the organization.

INDUCTION PROCEDURE AT CORPORATE OFFICE

From G5 and above grade employees will be welcomed by the
Group Head (HR&Admn)
HR department will release a circular welcoming the new
employee by giving a brief introduction of him and the same is
sent to all HODs, Directors and other important Heads.

53

Induction schedule is to be prepared and circulated to all the

Departmental Heads.
HR representative shall accompany him to all Heads of
Departments and guide as per the schedule.
The employees joining at other places but undergoing induction
program at Corporate Office would be paid TA/DA as per the
Travel Policy.
As a part of Induction, HR will organize a power point
presentation to him about our Group, Companys profile, policies
and procedures of HR Department.
The new employee will be introduced to his Head of the
Department after completion of the initial induction program.
The concerned Head of the Department shall explain the
departmental procedures and helping the employee to set his
performance parameters and targets etc.,

Compensation
GENERAL MEANING OF COMPENSATION:-

54

Compensation is the remuneration received by an employee in return

for his/her contribution to the organization. It is an organized practice
that involves balancing the work-employee relation by providing
monetary and non-monetary benefits to employees.
Compensation is an integral part of human resource management which
helps in motivating the employees and improving organizational
effectiveness.
IMPORTANCE OF COMPENSATION:Compensation and Reward system plays vital role in a business
organization. Since, among four Ms, i.e. Men, Material, Machine and
Money, Men has been most important factor, it is impossible to imagine
a business process without Men. Every factor contributes to the process
of production/business. It expects return from the business process such
as rent is the return expected by the landlord, capitalist expects interest
and organizer i.e. entrepreneur expects profits. Similarly the labor
expects wages from the process. Labor plays vital role in bringing about
the process of production/business in motion. The other factors being
human, has expectations, emotions, ambitions and egos.
Labor therefore expects to have fair share in the business/production
process. Therefore a fair compensation system is a must for every
business organization. The fair compensation system will help in the
following:

55

An ideal compensation system will have positive impact on the

efficiency and results produced by employees. It will encourage
the employees to perform better and achieve the standards fixed.
It will enhance the process of job evaluation. It will also help in
setting up an ideal job evaluation and the set standards would be
more realistic and achievable.
Such a system should be well defined and uniform. It will be apply
to all the levels of the organization as a general system.
The system should be simple and flexible so that every employee
would be able to compute his own compensation receivable.
It should be easy to implement, should not result in exploitation of
workers.
It will raise the morale, efficiency and cooperation among the
workers. It, being just and fair would provide satisfaction to the
workers.
Such system would help management in complying with the
various labor acts.
Such system should also solve disputes between the employee
union and management.
The system should follow the management principle of equal pay.
It should motivate and encouragement those who perform better
and should provide opportunities for those who wish to excel.
Sound Compensation/Reward System brings peace in the
relationship of employer and employees.

56

The perfect compensation system provides platform for happy and

satisfied workforce. This minimizes the labour turnover. The
organization enjoys the stability.
The organization is able to retain the best talent by providing them
adequate compensation thereby stopping them from switching over
to another job.
The business organization can think of expansion and growth if it
has the support of skillful, talented and happy workforce.
The sound compensation system is hallmark of organizations
success and prosperity. The success and stability of organization is
measured with pay-package it provides to its employees.
Components of compensation system
Compensation systems are designed keeping in minds the strategic goals
and business objectives. Compensation system is designed on the basis
of certain factors after analyzing the job work and responsibilities.
Components of a compensation system are as follows:

57

Types of Compensation
Direct Compensation
Indirect Compensation
DIRECT COMPENSATION:Direct compensation refers to monetary benefits offered and provided to
employees in return of the services they provide to the organization.
The monetary benefits include basic salary, house rent allowance,
conveyance, leave travel allowance, medical reimbursements, special
allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval
at a definite time.
Compensation provided to employees can direct in the form of monetary
benefits and/or indirect in the form of non-monetary benefits known as
perks, time off, etc. Compensation does not include only salary but it is
the sum total of all rewards and allowances provided to the employees in
return for their services. If the compensation offered is effectively
managed, it contributes to high organizational productivity.

House Rent Allowance

Organizations either provide accommodations to its employees who are
from different state or country or they provide house rent allowances to

58

its employees. This is done to provide them social security and motivate
them to work.
Basic Salary
Salary is the amount received by the employee in lieu of the work done
by him/her for a certain period say a day, a week, a month, etc. It is the
money an employee receives from his/her employer by rendering his/her
services.
Conveyance
Organizations provide for cab facilities to their employees. Few
organizations also provide vehicles and petrol allowances to their
employees to motivate them.

Leave

Travel

Allowance

These allowances are provided to retain the best talent in the

organization. The employees are given allowances to visit any place they

59

wish with their families. The allowances are scaled as per the position of
employee in the organization.

Medical Reimbursement
Organizations also look after the health conditions of their employees.
The employees are provided with medical-claims for them and their
family members. These medi-claims include health-insurances and
treatment bills

reimbursements.

Bonus
Bonus is paid to the employees during festive seasons to motivate them
and provide them the social security. The bonus amount usually amounts
to one months salary of the employee.
Special Allowance
Special allowance such as overtime, mobile allowances, meals,
commissions, travel expenses, reduced interest loans; insurance, club
memberships, etc are provided to employees to provide them social
security and motivate them which improve the organizational
productivity.
INDIRECT COMPENSATION:-

60

Indirect compensation refers to non-monetary benefits offered and

provided to employees in lieu of the services provided by them to the
organization. They include Leave Policy, Overtime Policy, Car policy,
Hospitalization,

Insurance,

Leave

travel

Assistance

Limits,

Retirement Benefits, Holiday homes.

Leave Policy
It is the right of employee to get adequate number of leave while
working with the organization. The organizations provide for paid
leaves such as, casual leaves, medical leaves (sick leave), and
maternity leaves, statutory pay, etc.
Overtime

Policy

Employees should be provided with the adequate allowances and

facilities during their overtime, if they happened to do so, such as
transport

facilities,

overtime

pay,

etc.

Hospitalization
The employees should be provided allowances to get their regular
check-ups, say at an interval of one year. Even their dependents
should be eligible for the medi-claims that provide them emotional
and social security.

61

Insurance
Organizations also provide for accidental insurance and life insurance
for employees. This gives them the emotional security and they feel
themselves

valued

Leave

in

the

organization.

Travel

The employees are provided with leaves and travel allowances to go

for holiday with their families. Some organizations arrange for a tour
for the employees of the organization. This is usually done to make
the

employees

Retirement Benefits

stress

free.

62

Organizations provide for pension plans and other benefits for their
employees which benefits them after they retire from the organization
at

the

prescribed

age.

Holiday

Homes

Organizations provide for holiday homes and guest house for their
employees at different locations. These holiday homes are usually
located in hill station and other most wanted holiday spots. The
organizations make sure that the employees do not face any kind of
difficulties

during

their

stay

in

the

guest

house.

Need of Compensation Management: A good compensation package is important to motivate the

employees to increase the organizational productivity.
Unless compensation is provided no one will come and work
for the organization. Thus, compensation helps in running an
organization effectively and accomplishing its goals.
Salary is just a part of the compensation system, the employees
have other psychological and self-actualization needs to fulfill.
Thus, compensation serves the purpose.
The most competitive compensation will help the organization
to attract and sustain the best talent. The compensation package
should be as per industry standards.

63

Strategic

compensation

is

determining

and

providing

the

compensation packages to the employees that are aligned with the

business goals and objectives. In todays competitive scenario
organizations have to take special measures regarding compensation
of the employees so that the organizations retain the valuable
employees. The compensation systems have changed from traditional
ones to strategic compensation systems.

Salary in Advance:
In some cases salary is paid in advance to the employees whenever
there is a need or in some emergency like, for medical or any other
requirements of the employee. This amount is been deducted in

64

installments from the employees monthly salary.

Bank Loans:
If the employee have any bank loans the amount of monthly payment
to the bank is been deducted from the employees salary.
Damages:
If any damage of the Company property is done in the hands of the
employee the amount for the damage done is been deducted from the
employees salary. If the damage amount is high then the deductions
is done in installment process.
EMPLOYEE STOCK OPTION PLAN
Management guides the employees regarding proceedings and offers
at a discount. Shares are being allotted upon the designation and
grade.
LEAVE TRAVEL ASSISTACE
Every employee after completion of probation period is eligible for
LTA. But, they can avail after completion of 1year of service, they are
eligible for one current basic pay. LTA can avail only for two calendar
years.

65

TRANSFER BENEFITS & ALLOWANCES:All the employees transferred from one location to other shall be
eligible for following benefits and allowance. Allowance for packing
and transportation of household goods, vehicle etc. The concerned
employees shall be reimbursed expenses incurred towards packing,
insurance, loading / unloading, transportation of house hold goods,
vehicles etc. against the production of actual bills.

Medical Benefits:
All executives, who are not covered under the ESI scheme, are
entitled to reimbursement of medical expenses incurred for self,
spouse, children and dependent parents up to one months basic
salary every financial year. Managers and above will be allowed to
club their entitlement for LTA and reimbursement of medical
expenses and utilize the same flexibly for both the purposes.
Staff in S1 grade who are not covered under ESI scheme, are entitled
to reimbursement of medical expenses incurred for self, spouse,
children and dependent parents up to Rs. 2500/- per anum. Claim for
reimbursement of medical expenses can be made twice in a financial
year i.e. in October and April not later than 15 th of the month.
However, the total amount that can be claimed in a financial year on

66

both occasions will not exceed the entitlement at (a) and (b) above.
Claims must be made in the prescribed form, supported by medical
bills and cash memos and submitted to Accounts Dept. The unavailed portion of entitlement of any year can be carried forwarded to
the following financial year. The entitlement for reimbursement of
medical expenses will be prorating to the employment during the
financial year. Therefore, if any employee leaves the employment
during the financial year the amount reimbursed in excess of the
prorate entitlement will be recovered from the full and final
Settlement dues of the employee.

Training and Development

Every Organization needs the services of trained people for performance
the activities in a systematic way. Training is a collection of action,

67

which enables the organization to achieve its goals.Training needs can

be identified by deducting the existing skills from the job requirements.
Training is the act of increasing the knowledge and skills of an employee
for doing a specified job. It can be viewed as a systematic planning
process which has its organizational purpose to impart and provide
learning experience. This is done with a view to bring about
improvement in greater measure in meeting the goals and objectives of
the organizations.
Training is also an organized procedure for increasing the knowledge
and skills of people for a specific purpose. It helps the trainees acquire
new skills, technical knowledge, and problem-solving ability etc. It also
gives an awareness of the rules and procedures to guide their behavior
thereby improving the performance of employee on present job and
prepares them for taking up new assignments in future.

Definition of Training:Training is the continuous, systematic development among all levels of

employees of that knowledge and those skills attitudes which contribute
to their welfare and that of the company.

68

-Plenty, Cord M.C and Efferson

The process of aiding employee to gain effectiveness in their present
and future work.
-Richard P.Calhoon
Broadly speaking training is the act of increasing knowledge and skill of
an employee for doing specified job. It involves active participation by
the employees.

Need for Training

Training is required on account of the following reasons:
1.

Job Requirements. Employees selected for a job might lack the

qualifications required to perform the job effectively. New and

inexperienced employees require detailed instruction for effective
performance on-the-job. In some cases, the past experience, attitudes
and behavior patterns of experienced personnel might be inappropriate
to the new organization. Remedial training should be given to such
people to match the needs of the organization.
2. Technological changes. Technology is changing very fast. Now
automation and mechanization are being increasingly applied in offices
and service sector. Increasing use of fast changing techniques requires

69

training into new technology. For instance, staffs in public sector bank
are being trained due to computerization of banking operations. No
organization can take advantage of latest technology without welltrained personnel. New jobs require new skills. Thus, both new and old
employees require training.
3. Organizational viability. In order to survive and grow, an
organization must continually adapt itself to the changing environment.
With increasing economic liberalization and globalization in India,
business firms are experiencing expansion, growth and diversification.
In order to face international competition, the firms must upgrade their
capabilities.
4. Internal Mobility. Training becomes necessary when an employee
moves from one job to another due to promotion and transfer.
Employees chosen for higher level jobs need to be trained before they
are asked to perform the higher responsibilities. Training is widely used
to prepare employees for higher level jobs.

Importance of Training
A well-planned and well-executed training program can provide the
following advantages:

70

1. Higher Productivity. Training helps to improve the level of

performance. Trained employees perform better by using better method
of work. Improvements in manpower productivity in developed nations
can be attributed in no small measure to their educational and industrial
training programs.
2. Better quality of work. In formal training, the best methods are
standardized and taught to employees. Uniformity of work methods and
procedures helps to improve the quality of product or service. Trained
employees are less likely to make operational mistakes.
3. Less Learning Period. A systematic training program helps to reduce
the time and cost involved in learning. Employees can more quickly
reach the acceptable level of performance. They need to waste their time
and efforts in learning through trial and error.
4. Cost Reduction. Trained employees make more economical use of
materials and machinery. Reduction is wastage and spoilage together
with increase in productivity help to minimize cost of operations per
unit.
Maintenance cost is also reduced due to fewer machine breakdown and
better handling of equipments. Plant capacity can be put to the optimum
use.

71

5. Low Accident Rate. Trained personnel adopt the right work methods
and make use of the prescribed safety devices. Therefore, the frequency
of accidents is reduced. Health and safety of employees can be
improved.
6. Reduced Supervision. Well-trained employees tend to be self-reliant
and motivated. They need less guidance and control.
7. High Morale. Proper training can develop positive attitudes among
employees. Job satisfaction and morale are improved due to rise in the
earnings and job security of employees.
8. Personal Growth. Training enlarges the knowledge and skills of the
participants. Therefore, well-trained personnel can grow faster in their
career. Training prevents obsolescence of knowledge and skills. Trained
employees are a more valuable asset to any organization.
Benefits of Training to Employees
Training is useful to employees in the following ways:
(i) Self-confidence. Training helps to improve the self-confidence of an
employee. It enables him to approach and perform his job with
enthusiasm.
(ii) Higher Earnings. Trained employees can perform better and thereby
earn more.

72

(iii) Safety. Training helps an employee to use various safety devices.

He can handle the machines safely and becomes less prone to accidents.
(iv) Adaptability. Training enables an employee to adapt to changes in
work procedures and methods.
(v) Promotion. Through training, employee can develop himself and
earn quick promotions.
(vi) New Skills. Training develops new knowledge and skills among
employees. The new skills are a valuable asset of an employee and
remain permanently with him.

Types of Training
Training is required for several purposes. Accordingly, training programs
may be of the following types:
1. Orientation Training. Induction or orientation training seeks to
adjust newly appointed employees to the work environment. Every new
employee needs to be made fully familiar with the job, his superiors and
subordinates and with the rules and regulations of the organization.
2. Job Training. It refers to the training provided with a view to
increase the knowledge and skills of an employee for improving

73

performance on-the-job. Employees may be taught the correct methods

of handling equipment and machines used in a job.
3. Promotional Training. It involves training of existing employees to
enable them to perform higher level jobs. Employees with potential are
selected and they are given training before their promotion.
4. Refresher Training. When existing techniques become obsolete due
to the development of better techniques, employees have to be trained in
the use of new methods and techniques. Refresher or re-training
programs are conducted to avoid obsolescence of knowledge and skills.
5. Safety Training. Training provided to minimize accidents and
damage to machinery is known as safety training. It involves instruction
in the use of safety devices and is safety consciousness.
6. Remedial Training. Such training is arranged to overcome the
shortcomings in the behavior and performance of old employees. Some
of the experienced employees might have picked up appropriate methods
and styles of working.
Identifying Training Needs
All training activities must be related to the specific needs of the
organization and the individual employees. A training program should be
launched only after the training needs are assessed clearly and

74

specifically. The problem areas that can be resolved through training

should also be identified.

Training needs can be identified through the following types of analysis:

1. Organizational Analysis. It involves a study of the entire
organization in terms of its objectives, its resources, resource allocation
and utilization, growth potential and its environment. Organizational
analysis consists of the following elements:
(a) Analysis of Objectives. The long-term and short-term objectives and
their relative priorities are analyzed. Specific goals and strategies for
various departments and sections should be stated as a means for
achieving the overall organizational objectives.
(b) Resource Utilization Analysis. The allocation of human and
physical resources and their efficient utilization in meeting the
operational targets are analyzed. In order to examine in detail the inputs
and outputs of the organization.
(c) Organization Climate Analysis. The prevailing climate of an
organization reflects the members attitudes. It also represents
managements attitude towards employee development.
(d) Environmental Scanning. The economic, political, technological
and socio-cultural environment of the organization is examined.

75

2. Task or Role Analysis. It is a systematic and detailed analysis of jobs

to identify job contents, the knowledge, skills and aptitudes required and
the work behavior. On the part of the job holder, particular attention
should be paid to the tasks to be performed.
3. Manpower Analysis. In this analysis, the persons to be trained and
the changes required in the knowledge, skills, and aptitudes of an
employee are determined. Moreover, this analysis should be integrated
in a carefully designed and executed program.
Training Methods
As a result of research in the field of training, a number of program are
available. Some of these are new methods, while others are
improvements over the traditional methods. The training program
commonly used to train operative and supervisory personnel are
discussed below. These programs are classified into on the Job and the
off the job training programs

Training Methods

76

On-the job method

Off- the-job

method
Job rotation
Coaching
Job instruction or
Training through
step by step
- Committee
Assignments
-

Vestibule training
Role playing
Lecture methods
Conference or
Discussion
- Programmed
Instruction
-

Need Identification:
A training program should be established only when its need is felt in the
organization in order to solve operational problems. The need for
Training and Development is initiated and identified by the organization,
for this performance appraisal forms are used as tool for performance
management. During the time of appraisal the head of each department
identify the strengths and weaknesses of their employees. This helps in
knowing those employee who are required to be trainee further in order
to increase their motivation, effectiveness towards his/her job. They also
take into account senior management staffs who appraise their
subordinates competency level for a particular job.
Classification/ Grouping of Needs.

77

The training and development needs are consolidated & are sequenced
and are described as observable, measurable behavior involved in the
performance of Task/Job. It involves a systematic process of identifying
specific tasks to be trained. While deciding what to train, two guiding
factors are used - - Effectiveness and Efficiency. The best program
within acceptable cost is met. Often it helps to select tasks for training
dividing them into two groups.
Job Related: The persons are trained according to the job demanded.
This can be done through on-job training organized internally.
Behavioral Related: The persona re trained according to the behavior
required in an organization and with outside world. This is also called as
individual related behavior is to be measured as effective or ineffective.

Identification of Training Resources.

The company receives broachers from different institutes regarding
various training programs which is about to be conducted in the
following month or year.
The company conducts Management development programs (MDP) for
training the employees internally. These are filed according to the dates
and months mentioned there. The training resources both internal and

78

external are identified and the training inputs which are required with the
training are shared.
Preparation of Annual Budget & Approval
An Estimation of the cost should be done properly and then it should be
implemented. Organizations must be able to plan and budget their
resources. Preparation of perspective plan for training is made to make a
realistic budget. If the budget is not correct for the first time still it is
performed to give the training staff a goal to aim for.
If the resources to implement the best training strategy are not available
or either ways all the personnel involved in the project are brought in on
the decision making process. This includes both clients and training
developers, this helps in making correction and getting approval by the
concerned.

Preparing Training Calendar

When the broachers are received these are arranged and prepared date
wise and month wise and are given to different department heads for
their references. The training calendars should be in requirement with
both individual and organization. These are prepared for a financial year
from April to March.

79

Conducting Training Programs

The question arises where to conduct training and development
programs the following choices are:
At the Job itself.
On the site but not the job.
Off site
The HOD of different departments looks at the training calendar and
nominates the employees of their department who are required to be
trained and sponsor them with the amount mentioned in broacher if done
externally. Training done throughout side agencies shall be in
compliance with the organization outsourcing policy.
The training programs conducted should adapt cost effective means both
in-house and outside. It should not be affecting the work schedule of the
organization.
Issue Training Feedback Forms
After the employees come back from training program they are issued
the feed back forms and are asked for their feedback asking how they
felt about the program, how is it beneficial to them, their views and
suggestions? They are required to fill the forms honestly and carefully.

80

Collection of Feedback
The feedback is collected to know the program effectiveness and
faculty /agency rating. This is done so that in future the same agency /
faculty is approached further for training of other employees.
Summarize and Sharing the Feedback
After the feedback is collected it is summarized and shared with the
HoDs/Divisions/regions and top management on regular basis.

Follow up on Program Effectiveness.

A proper follow up on the effectiveness of the training program is
conducted with HoDs/Divisions/regions. It helps in determining the
results of training and development program. The main objective is to
determine the accomplishment with the training objectives, changes in
training capabilities, cost effectiveness, explaining program, failure and
knowing the creditability of training.
1. Over a period of time, HR Department shall ensure to develop
internal capabilities to meet the training requirement of the
Organization.

81

2. The Head of the Departments, can, if they feel that a particular

workshop, seminar or training program, other than planned in the
Annual Training Calendar, is useful to a particular employee, they
can depute the employees or category of employees to such a
program, with prior approval from the Management.
3. HR Department after careful analysis, obtain approval from the
Executive Director and coordinate with the employees nominated
for the program.
4. HR Department shall work out budget as per the Annual Training
Calendar and obtain approval from the Executive Director, before
implementing the Plan.
5. HR Department shall maintain record of trainings, employee wise,
location wise, category wise, faculty wise, skill wise etc., for
analysis.
6. Training needs from the Organizational perception shall also be
considered while preparing the Annual Training Calendar.

82

Performance Appraisal
EMPLOYEE APPRAISAL:
After the employee has been selected, placed and inducted, he / she must
be appraised next. Performance appraisal is the act of increasing
knowledge and skill of a employee for doing a certain job. Individual
should develop and progress simultaneously for their survival and
attainment of mutual goals. Performance appraisal is the organized
procedure by which people acquire knowledge or skill for a definite
purpose .No company has a choice of whether to rate appraisal or not,
but the only choice is the method of performance.
The performance can be defined as
DEFINITIONS:
It is the systematic evaluation of the individual with respect to his
or her performance on the job and his or her potential for development.
Performance appraisal is a method of evaluating the behavior of
employees in the work spot including both quantitative and qualitative
aspects of job performance. A process in which employees strengths and
weaknesses are identified to improve the performance on the present and
future jobs. Performance appraisal is a systematic review of individual
or a groups performance on the job.

83

PERFORMANCE APPRAISAL PROCESS

Objectives of P.A

Establish job
expectations
Design appraisal
programme programme
Appraise performance

Performance interview

Use appraisal data for

appropriate
Purposes

PURPOSE:
A better performance appraisal system should also focus on the
individual and his development, so as to make him achieve the desired
performance. The developmental focus of appraisal in rather new and

84

have come as a result of research in behavioral sciences. It suggests that

while results are important the organizations should also examine and
prepare their human resources to achieve the results. Performance
appraisal has direct linkage with such personnel systems as selection,
training, mobility etc., Appraisal and selection have a lot to do with the
criteria or job expectation .Well-developed job descriptions can be
extremely useful in not only selecting people but also evaluating them
on the same criteria.
PERFORMANCE

APPRAISAL

SYSTEM

IN

PARKO

TECHNOLOGIES
1. OBJECTIVE AND PHILOSOPHY:
Performance appraisal process in PARKO TECHNOLOGIESLTD is
essentially focused Performance through employee development. Our
endeavor is to build a sustainable performance culture. The immediate
superior will appraise the sub-ordinate on his performance on the Job.
This

also implies that the focus is on performance improvement,

growth and employee alignment with organization strategy and values

and not merely on rewards and differentiation.
PERFORMANCE

APPRISAL

PHILOSOSPHY

IN

PARKO

TECHNOLOGIESLTD
Align employees with organizational strategy and values.
Be perceived as transparent and fair in the process

85

Be oriented to people development and yet, permit the onus of

development on the individual.
Encourage teamwork and collaboration.
Create a system of assessment by team rather than individuals.
Differentiate among team members based on performance and
potential.

1. KEY PROCESSES OF PERFORMANCE APPRAISAL:

a. Performance Planning \ Goal Setting.
b. Performance Coaching
c. Performance Reviews, Yearly \ Annual Review
d. Feedback and Consequence Management

PERFORMANCE PLANNING \ GOAL SETTING

Once the business \ functional score card is frozen, the superior and the
employee should

meet to clarify expectations from their key

customers \ departments

and

each

other.

This

input should be

converted into performance goal to be met during the review period.

Conceptual Approach
To be a good coach one must believe that:

86

1. An individual has the capacity to grow: Every individual has an

innate capability to grow and excel. The role of the developer is
to create an enabling climate.
2. Human nature is essentially constructive and social: At heart,
people are self-motivated to develop themselves
3. Self respect is a basic human need: The superior under no
circumstances should ill-treat their subordinate as this may kill
the spirit of the employee.
4. Perceptions determine experience and behavior: Employees
exhibit the kind of behavior that you expect of them. Positive
strokes or praise help reinforce a particular behavior.
A relationship based on empathy, warmth, respect and genuineness is
necessary for the success of any coaching initiative.
Performance Review:
The superior while reviewing the performance of the employee shall try
to take feedback from as many sources as possible in order to arrive at a
reasonably objective conclusion. It would be ideal if the superior
regularly gets this input from the relevant departments to avoid any
bias. The superior then analyzes goal achievements data, self
development efforts and the feedback from customers, suppliers or
plant managers. The superior may call the employee to present his\her

87

performance during the review period and seek clarification wherever

required. During the exploratory meeting, the superior must not give
any performance feedback or the rating to the employee.

HALO EFFECT
The halo effect is the tendency to rate someone high or low in all
categories because he or she is high or low in one or two areas.
RECENCY BIAS
Tendency to assess people based on most recent behavior and ignoring
behavior that is older.
LENIENCY BIAS
Tendency to rate higher than is warranted, usually by accompanied by
some rationalization as to why this is appropriate.
STRICTNESS BIAS
Tendency to rate lower than is warranted, usually by judgment as to
why this is inappropriate.

CENTRAL TENDENCY

88

Central tendency is when one tends to put everyone in the middle of the
road and all of your subordinates as competent.
PERSONAL BIAS
This occur when a rater gives a higher rating because the employee has
qualities similar to him or her (or a lower rating because the employee
has dissimilar qualities)
FEEDBACK AND CONSEQUENCE MANAGEMENT
a) Superior gives feedback and review performance of their team at
various times during the year. However the feedback and development
plan at the end of the performance cycle is important, as it is a holistic
review taking inputs from various departments.
At the same time, the development plan needs to be prepared in
congruence with the self-development plans, technical and behavioral
needs and career aspirations and spelt out by employee in the
performance appraisal form to enable better performance.
It is likely that some employees would be disappointed when they
receive the final rating. It is the job of the superior to manage the
aspiration of different levels of performance and keep them motivated. It
is necessary that the superior discusses the rating in detail with the
employee and explain the rationale.

89

Performance appraisal also linked to the reward system of the

organization. Merit pay increases and individual bonuses are a function
of individual, business and organization performance.

KEY PLAYERS IN ROLE OF PERFORMANCE APPRAISAL:

Role of the Employee: Employee are expected to clarify expectations
from their key departments who may be their immediate superior,
customers, peers and subordinates at beginning of the review period and
use the same as an input for framing goals.
Employees are also expected to proactively seek performance feedback
from key departments. During the yearly review, the bonus is on the
employees to seek clarification on the expectations and give an honest
feedback to his superior.
The employee is also required to give honest input at the end of the
review period about the quality of the process, feedback and the
improvement areas at job.
The employee should proactively seek the execution of the development
plan with both the superior and the concerned HR. Role of the

90

Supervisor: Supervisor is expected to ensure that the goals are set and
signed off as per organizational timeliness. In Business Units or
functions where goals change frequently based on changing upstream
priorities, the supervisor must chart out a broad roadmap as goals for his
team. In case the employee has project goals, the supervisor needs to
involve the employees at the time of goal setting. The supervisor should
give sufficient comfort to the employee so that he\she is able to respond
with honest feedback. However, it must be made clear by the supervisor
that the rating given are non-negotiable and cannot be altered following
the final discussion and closure unless it is prima facie evident that a
gross injustice has been made. The supervisor may call the employee
during the review period to understand what the employee had written
and seek clarification wherever required. The superior is accepted to
follow with respective HR to implement the development plan
1. Applicants undergo structured interviews before being hired.

YES

10 62%

NO

23%

I DONT KNOW

15%

91

Interpretation:
62% of the respondents say that structured interviews are not part of
Recruitment & Selection process. And the rest of the respondent says
dont agree with it and some of them not given the response
2. Qualified employees have the opportunity to be promoted to positions
of greater pay and/or responsibility within the company.

YES

10

77%

NO

15%

I DONT KNOW

8%

92

Interpretation:
77% of the respondents believe that the qualified employees have an
opportunity for growth within the company.
3. Applicants for this job take formal tests before being hired.

YES

15%

NO

11

85%

I DONT KNOW

0%

93

Interpretation:
85% of the respondents say that they do not take formal tests before
being hired.
4. On Average, how many hours of formal training do you get in this
job?

15

46%

5 10

23%

10 - 15

23%

15 above

8%

94

Interpretation:
46% of the respondents expressed that only a few hours of formal
training is given by the organization.

5. Employees in this job regularly receive a formal evaluation of their

performance.

YES

69%

NO

31%

95

I DONT KNOW

0%

Interpretation:
69% accept that employees receive formal evaluation of their
performance in a year.

6. Pay raises for employees in this job are based on job performance.

YES

10

77%

NO

23%

I DONT KNOW

0%

96

Interpretation:
77% of the respondents expressed that pay raises are completely based
on the performance.

7. Were you updated with the HR Policies & Procedures frequently?

YES

46%

NO

39%

I DONT KNOW

15%

97

Interpretation:
46% of the respondents are aware of the HR Policies & Procedures.
Nearly 40% of the respondents are not aware with the policies &
Procedures.

8. Employees in this job are involved in decision making process.

YES

31%

NO

62%

98

I DONT KNOW

7%

Interpretation:
62% of the respondents expressed that their views are not considered
and or not involved in the decision making process.

9 .Employees in this job have a reasonable and fair complaint process.

YES

46%

NO

54%

I DONT KNOW

0%

99

Interpretation:
54% of the employees expressed that the compliant process is not fair
enough to communicate with the superiors.

6. description statements are listed in this section. Judge how frequently

each statement fits you by circling the number 1-5.

100

Strongly 2=

Disagree

Disagree

3=Indifferen

4=Agre

5=Strongly

Agree

1 Right now, staying with my organization is a matter of 1

necessity.

2
4

5
2 I

do

not

feel

emotionally

attached

organization.

to

this 1

5
3 One of the few negative consequences of leaving this 1

organization would be the scarcity of other job 3

opportunities.
4 This organization deserves my loyalty.

5
1

5
5 I would be very happy to spend the rest of my career 1

101

with this organization if my work is recognized and 3

benefited.

6 Right candidates are nominated for In House or 1

External Training Programs?

2
4

From the above description statement that are listed in this section. The
response from the employees of the PARKO TECHNOLOGIES is
different that we guess from them coming to the individual statements of
the response let us observe them. The following response of the above
statements.
Statement ::1:: among the 13 responses 8 response rated it to the
power of 3 and the remaining 5 rated to the power of the 4
Statement ::2:: among the 13 responses 5 response rated it to the
power of 4 and the remaining 5 rated to the power of the 4 and
reaming 3 rated I to the power of 2
Statement ::3:: among the 13 responses 4 response rated it to the
power of 3 and the remaining 5 rated to the power of the 4 and
reaming 4 rated I to the power of 4
Statement ::4:: among the 13 responses 10 response rated it to the
power of 5 and the remaining 3 rated to the power of the 4

102

Statement ::5:: among the 13 responses 5 response rated it to the

power of 5 and the remaining 5 rated to the power of the 3 and
reaming 3 rated I to the power of 2
Statement ::6:: among the 13 responses 5 response rated it to the
power of 3 and the remaining 8 rated to the power of the 4

Findings & Suggestions:

1. Use

of

recognition/appreciation

tools

to

motivate

good

performance
2. Existence of a clearly stated HRM policy in writing
3. Creation of management structures for implementation of stated
HRM policy
4. Extensive use of training and development covering all the
employees
5. Communication with employees on a continuous basis
6. Empowerment of employees individually and through the method
of self directing teams
7. Use of a culture based teamwork rather than structure based small
groups

103

8. Use of employee attitude surveys for communicating as well as

gauging the progress of change process
9. Self

assessment

for

monitoring

peoples satisfaction

and

effectiveness of human resource system in relation to both

operational and strategic levels of enterprise
10.

Loosing an efficient employee in the name of negotiation

11.

Job rotation has to be implemented

12.

SHRM concepts must be introduced in the HR Policies &

Procedures, so that the future challenges are successfully handled

13.

Employees should know the review of performance appraisal

once the appraising is done, so that the employee will try to rectify
the weaknesses.
14.

Have to ensure that right candidate is at the right job, so that

more efforts can be expected from them with utmost job

satisfaction.
15.

Induction process should be developed.

16.

Corporate Governance must be given a priority in the

Companys Policy, being the top company.

104

Conclusion
As discussed in the executive summary, PARKO TECHNOLOGIES
believes in the power of resourceful humans. Cultural Initiatives like
Family Day, Community Development Programs has lifted the morale of
the employees.
It can not however be said that the HR practice bundle is cause of
success of any successful and visionary company. Instead it seems that
innovative HR practices are a reflection of overall vision of the leaders
whose only source of motivation is not the bottom line.
It gives me immense pleasure to conclude with the findings of my study.
The employees of PARKO TECHNOLOGIES feel very
happy with growth of the organization and they feel proud
to be a part of the organization.
Management and staff focus more on achieving the
company Targets
Employees Stock Option Scheme is one of the motivating
factor to retain the employees.
This study helped me in fulfilling the gap between the theory that I had
learned and its application that I need to put into practice in my career.

105

Bibliography
1.
2.
3.
4.
5.
6.
7.
8.

www.nicmar.in
SHRM by ICFAI Press
HRM in Practice by Srinivas R Kandula
Scribd.com
www.a2zmba.com
HR Manual PARKO TECHNOLOGIES
Annual Report, PARKO TECHNOLOGIES, 2006.
Mercer Human Resource Consulting is a wholly-owned

subsidiary of Marsh & McLennan Companies, Inc. (MMC)

9. TNS is among the leading market research and information
groups in the world. Dataquest is one of the leading IT
magazines in India.
10.
IDC (International Data Corporation) is a market
research and analysis firm with operations spread across 50
countries.
11.
Computerworld is a leading global IT magazine. It is a
part of the IDG network and is published in the print and
online formats.
12.
In June 1992, the company's name was changed to
PARKO TECHNOLOGIES Limited.

Performance appraisal form template

106

location/based at:
name:

ref:

Position:

year or time
period
in length
covered:
presentofposition:
service:

Part A

Appraisee to complete before

appraisal
appraisal
date appraiser:
& time:
venue:

A1 State your understanding of your main duties and responsibilities.

the interview and return to the appraiser by (date)

A2 Discussion points:
1. Has the past year been good/bad/satisfactory or otherwise for you, and why?

2. What do you consider to be your most important achievements of the past year?

3. What do you like and dislike about working for this organisation?
5. What elements of your job interest you the most, and least?
4. What elements of your job do you find most difficult?

107

6. What do you consider to be your most important aims and tasks in the next year?

A4 Score your own capability or knowledge in the following areas in terms of your current role
7. What
action could
be=taken
improve
your performance
in 10
your
position
by you, and
requirements
(1-3
poor,to
4-6
= satisfactory,
7-9 = good,
= current
excellent).
If appropriate
bring
yourevidence
boss?
with you to the appraisal to support your assessment. The second section can be used if
working towards new role requirements.
1. commercial
others
(for current
judgement
or new role):
2. product/technical
8. What kind of work or job would you like to be doing in one/two/five
years time? knowledge
18. corporate responsibility and ethics
3. time management
4. planning, budgeting and forecasting

9. What sort of training/experiences would benefit you in the next year? Not just job-skills 5. reporting and administration
also your natural strengths and personal passions you'd like to develop - you and your
work can benefit from these.
6. communication skills

A3 List the objectives you set out to achieve in the past 12 months
(or the period covered by this
7. delegation skills
appraisal) with the measures or standards agreed - against each comment on achievement or
otherwise, with reasons where appropriate. Score the performance against each objective (1-3 =
8. IT/equipment/machinery skills
poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):

objective

measure/standard

9. meeting deadlines/commitments
score
comment
10. creativity
11. problem-solving and decision-making
12. team-working and developing others

108

109

A5 In light of your current capabilities, your performance against past objectives, and your future
personal growth and/or job aspirations, what activities and tasks would you like to focus on during
the next year. Again, also think of development and experiences outside of job skills - related to
personal aims, fulfilment, passions.

110

Part B To be completed during the appraisal by the appraiser where appropriate and safe to do so, certain items can completed

111

by the appraiser efore the appraisal, and then discussed and

B1 Describe the purpose of the appraisee's job. Discuss and compare with self-appraisal
entry in A1. Clarify job purpose and priorities where necessary.

B2 Review the completed discussion points in A2, and note the points of and action.

112

validated or amended in discussion with the appraisee during the

appraisal.

B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period
covered by this appraisal - typically these objectives will have been carried forward from113
the
previous appraisal record) with the measures or standards agreed - against each comment on
achievement or otherwise, with reasons where appropriate. Score the performance against each
objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the selfappraisal in A3. Discuss and note points of significance, particularly training and
development needs and wishes, which should be noted in B6.

objective

measure/standard

self-score/app'r score comment

114

B4 Score the appraisee's capability or knowledge in the following areas in terms of their current
(and if applicable, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 =
excellent). If appropriate provide evidence to support your assessment. The second section can be
used for other criteria or if the appraisee is working towards new role requirements. Compare
scores with the self-appraisal in B4. Discuss and note agreed points
training/development needs and wishes (to B6).

1. commercial judgement

others (for current or new role):

2. product/technical knowledge
18. corporate responsibility and ethics
3. time management
4. planning, budgeting and
forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting deadlines/commitments
10. creativity
11. problem-solving and decisionmaking

115

B5 Discuss and agree the appraisee's career direction options and wishes, and readiness for
promotion, and compare with and discuss the self-appraisal entry in A5. (Some people do
not wish for promotion, but everyone is capable of, and generally benefits from, personal
development - development and growth should be available to all, not just people seeking
promotion). Note the agreed development aim(s):

116

B6 Discuss and agree the skills, capabilities and experience required for competence in current
role, and if appropriate, for readiness to progress to the next role or roles. Refer to actions
arising from B3 and the skill-set in B4, in order to accurately identify all development
areas, whether for competence at current level or readiness to progress to next job
level/type.) Note the agreed development areas:

117
B8 Discuss and agree (as far as is possible, given budgetary, availability and authorisation
considerations) the training and development support to be given to help the appraisee meet the
agreed objectives above.

B7 Discuss and agree the specific objectives that will enable the appraisee to reach
118
competence and to meet required performance in current job, if appropriate taking
account of the coming year's plans, budgets, targets etc., and that will enable the appraisee to
move towards, or achieve readiness for, the next job level/type, or if no particular next
role is identified or sought, to achieve the desired personal growth or experience.
These objectives must adhere to the SMARTER rules - specific, measurable, agreed, realistic, timebound, ethical, recorded.