FORE SCHOOL OF MANAGEMENT

FINAL PROJECT
ON
HUMAN RESOURCE MANAGEMENT

Company Description

Company 3: is a leading market research and market information group. Headquartered in

New York and has more than 100 offices in over 50 countries. With a network of nearly
10,000 marketers, it has an influential presence in the global market research sector. It
advises clients on specific growth strategies around new market entry, innovation, brand
switching and stakeholder management, based on long-established expertise and market-
leading solutions. It is structured around specific areas of marketing expertise: brand &
communication; product development; retail and customer experience; and qualitative. The
firm helps in developing precise plans that identify growth opportunities for clients by doing
extensive consumer researches to identify what drives loyalty and new spends, increasing
penetration by attracting the most profitable new customers. It also helps in identifying new
markets for existing products or in expanding to new products.

Job Description
Job Title: Innovation Manager

Job Location: India

Job description

Identification and analysis of internal and industry-wide opportunities for growth and
innovation through market research, scenario and value chain analysis.
Designing organisational structures, strategic assets and operating models that further
a culture of innovation and differentiation.
Planning and leading multiple projects with concern for goals and time constraints.
Communicating and persuading senior and external stakeholders to achieve given
outcomes.
Problem solving by framing issues and their underlying concerns, and devising
creative solutions.
research into customer fieldwork to discover insights first hand
Collaborate with stakeholders to understand and document the business objectives and
how research will be used to inform business decisions.
Synthesize existing relevant insights. Act as clearinghouse and integrate relevant
existing primary and secondary research.
Design competitive intelligence, qualitative and quantitative research plans to meet
research objectives
Design research questionnaires and moderator guides
Collect, summarize, analyze, and interpret data, write reports, and make actionable
recommendations
Write requests for proposals, conduct vendor selection and manage vendors for
complex projects 7. Delivers presentations of research findings to executives and
other internal stakeholders 8. Keep up to date on latest trends in research techniques

Qualification:

Degree in Marketing/Marketing Research, Business or related field

Minimum of 5 to 7 years within a B2B market research role or function

Work experience

1 to 3 years of legal experience, JD preferred 4. Exceptional written and oral

communication abilities.

Skills

Strong analytic skills

 Hands-on experience moderating focus groups and in-depth interviews
Extensive experience with primary research?quantitative/survey research
Proficient with Excel, PowerPoint, SPSS/SAS, and online survey tools (e.g.,
Qualtrics, Confirmit)
Must be able to work under pressure, meet deadlines, and be flexible in working on
multiple projects simultaneously
Project management and client communication
Qualitative and quantitative research experience
Experienced in the Human Centred Design methodology
Customer focused research design
Clear problem solving skills using data and analytics
Ability to determine innovative strategies, products, business models and
technologies.
Stakeholder management across strategy, innovation, divisional leaders and external
partners.
Knowledge of the CX (Customer Experience) space
Experience in innovation, design research, customer experience or product
innovation.
Proven excellence with project management, as well as an ability to effectively
manage and prioritise numerous tasks.
Ability to build and manage stakeholder relations, and effectively communicate
through both written and oral forms.
Strong analytical, problem-solving, research and numerical skills.
High commercial awareness and clear strategic vision for the company.
Understanding of corporate innovation, the process, strategy and cultural nuances.
Experienced in lean start-up, design thinking or HCD principles.
Previously used customer insights to drive new strategy
Creative mind-set with an ability to conceptualise new ideas from data and insights
Stakeholder management/engagement skills are key

Recruitment Plan
Since the company is looking to hire innovation managers in India to manage qualitative
research projects for a wide variety of corporate clients with preferably 5-10 years of
experience the recruitment process would mainly be based on shortlisting candidates through
their resumes. A small portion of recruitment might cater the exceptionally bright minds and
fresher recruited via on-campus placement in the top most institutes of the country.
For attracting the candidate base we would begin resorting to the following Medias:

Print Advertisement

Local media, national publications (not used as frequently, but may be suitable for
certain positions) and other paper advertisements.

Associations and other member groups which are helpful in targeting candidates with
specific niche skillsets.

Social Media

LinkedIn, Twitter and Facebook are good alternative recruiting sources. This would not only
help garner potential candidates but in turn would emphasize the reach of the organisation
and promote the company among the larger mass as well any potential candidate out there.

Global Outsourcing

Outsourcing is an allocation of specific business processes to a specialist external service

provider. When looking for the post of experienced market analyst outsourcing comes handy
as it incorporates:
Swiftness and Expertise: Most of the times tasks are outsourced to vendors who specialize in
their field. The outsourced vendors also have specific equipment and technical expertise,
most of the times better than the ones at the outsourcing organization. Effectively the tasks
can be completed faster and with better quality output.
Risk-sharing: One of the most crucial factors determining the outcome of a campaign is risk-
analysis. Outsourcing certain components of your business process helps the organization to
shift certain responsibilities to the outsourced vendor. Since the outsourced vendor is a
specialist, they plan your risk-mitigating factors better. Given that the research company
would set up their venture in India, expertise would only give them the edge over existing
competitors as well guidance to the new recruits in the organisation.
Internal Promotion:
One who has been associated with the organisation for a longer span would specifically know
about the process, market where the company deals and its customer base. If promoted such
an employee would prove to be a valuable asset in terms of maintaining the existing clients as
well provide leads for new acquisition. Also that he knows the market and the past trend of
the industry/organisation would give him an edge over the others.

Resume Banks
Resume banks are another good source for identifying qualified candidates. Job seekers post
their resume to these which are then searched by prospective employers. Also several other
job portals online can be approached to benefit from the large database and widespread
spectrum of information they maintain.

Once through with the propagation of our job role and rolling out the vacancy we would need
to focus on the applications received. The following procedures are worth noting while going
ahead with it:

Application review

This means reading each application that is received to determine whether the candidate
possesses the skills, education, experience or other qualifications needed for the job. The
concerned authority needs to coordinate with the heads of marketing expertise departments:
brand & communication; product development & retail and customer experience to enable
them with the knowledge of prospective candidates and feedback on what the department and
the company as a whole have been looking for.

Shortlist candidates

Using the criteria we have already set and taking pen and paper sift through all of the CVs
and identify those that meet the requirements. We may want to have a marking system for
particular criteria this will make life easier if we have a large number who meet this first
stage but only want to progress a small number to the next stage of the process

Testing candidates

Once through with the l be the next step and generally involves testing candidates for job
skills or knowledge to determine whether the candidate is qualified for the position. Tests
might include personality tests, skills tests and physical tests. The concerned team appointed
via HR head or HR department chose several candidates and sent them all for testing. Once
he receives the results of the testing, he will narrow down the selection to fewer candidates.

Once analysing the results is done, we need to focus on screening down the numbers in case
the pools of candidates are large enough to let them through interview. To further shorten the
prospective candidature we will resort to telephonic interview:

Screen candidates by phone

Once we've narrowed your stack of resumes to a handful of potential applicants, call the
candidates and use your phone-screening questions to further narrow the field. Using a
consistent set of questions in both this step and your face-to-face interviews will help ensure
evaluating candidates equally.
Select candidates for assessment

Assess your potential candidates for their skills and attributes using a proven
assessment tool: A resume and phone interview can only tell us so much about a job
applicant, so we'll need a dependable assessment tool to help you analyse the core
behavioural traits and cognitive reasoning speed of your applicants. For example, a good test
will provide insights as to whether the individual is conscientious or lackadaisical, introverted
or extroverted, agreeable or uncompromising, open to new ideas or close-minded, and
emotionally stable or anxious and insecure.

The success profile we created for each position will help you determine which behavioural
traits are important for that position. These assessment tests can be administered in person or
online. Online testing and submission of results can help you determine whether the applicant
should be invited for a personal interview.

Select Search Committee

To ensure applicants selected for interview and final consideration are evaluated by more than
one individual to minimize the potential for personal bias, a selection committee is formed.
The hiring manager will identify members who will have direct and indirect interaction with
the applicant in the course of their job. Each hiring manager should make an effort to appoint
a search committee that represents a diverse cross section of the staff. A member of the
committee will be appointed as the Affirmative Action and Compliance Liaison who will
monitor the affirmative action aspects of the search committee. Under-represented groups and
women are to have equal opportunity to serve on search committees and special efforts
should be made to encourage participation. Departments that lack diversity in their own staff
should consider appointing staff outside the department to search committees or develop
other alternatives to broaden the perspective of the committee.

Search committee members must ensure no conflict of interest in relation to the applicants
under consideration and must never be individuals who may have interest in the position and
also that they are well equipped for their role in the recruitment process to ensure fairness and
compliance.

Schedule and conduct candidate interviews

Once the short list (typically 3-5 identified for interview) is approved by the Office of Faculty
and Staff Affirmative Action, the interview process can begin. It is important to properly
prepare for the interview as this is the opportunity to evaluate the skills and competencies and
validate the information the applicant has provided in their application and resume. We need
to choose one or two questions from each minimally required skill and competency to
develop your interview questions. Review the applicant's application or resume and make
note of any issues that you need to follow-up on.

The Committee Chair should determine the following:

Format of the interview and order of questions

Questions to be asked of all applicants and the weight assigned

Who is going to ask which questions

Whether a work sample should be submitted

The optimum start date for the position

Any other details applicants may need about the role that were not noted in the
position description

There are instances when certain potential candidates are missed out due to geographical
barriers or because it is not possible for the applicant to be physically present at the interview
location due to certain unavoidable circumstances.

Virtual Interviews

To reduce travel costs and time associated with interviewing out of area applicants, virtual
interviews can provide an alternative method to in-person interview.

Guidelines for conducting virtual interviews are as follows: To ensure fairness and equity
in the interview process, it is recommended out of area applicants are provided an
opportunity to interview in the same manner as local applicants during each stage of the
interview process. Departments may elect to cover the travel costs associated with out of area
applicant interviews but are not required to do so.

Background Checks:

Background check generally involves a candidates criminal record, credit score, education as
well as military record these tests are done to ensure whether the statements made by the
candidate are true and can be verified. If a candidate doesnt provide the absolute truth or lies
about any information he has included in his application, it generally grounds to rescind of
the potential job offer.
 Compensation Policy and Pay Mix
The company has a global presence with its branches in over 50 countries. In India, the
compensation is quite different and needs to be adapted accordingly to suit the Indian culture
and payout and should also be on par with other contemporaries in other countries as well.
While the compensation policy of US will not be suitable for the Indian context due to
disparities in culture, economy, work and involvement, the compensation should be such that
the jobs in every location should look lucrative. The compensation policy is developed
keeping in mind the various critical factors of the job and thus associating them with the
financial rewards. Vrooms expectancy theory is used here to form the rationale of the
compensation policy.

Using job platforms to obtain an idea about the average salary offered in India, we have
reached the following conclusion.
Innovation manager is creative job and company such as ours are dependent on its human
resource for creativity. Here the employees are an asset and innovation manager has to have
good leadership skills, communication skills and creativity.
There is a need to also retain the employees and attract fresh talent since the environment is
dynamic. We have therefore laid emphasis on short term incentive and long term incentive.
There is also an emphasis on shareholders value.
The pay-mix will also keep in mind that the recruits will be experienced and have
experiences that will help in value creation and value proposition.
The post requires a senior innovation manager so experience is of paramount importance.
The yearly breakup and compensation is as follows :

Importance

Fixed Pay
Variable Pay
Short Term Benefits
Long Term Benefits ( ESOPs )

We believe that Senior Innovation Manager as a post is important for a market research and
market information company. There is much emphasis on performance but since creativity
and product management is a long drawn process, therefore both fixed pay and variable pay
has to be high.
 We are also providing better long term benefits and short term since we wish to retain the
employee and attract fresh talent as Innovation Manager. This will help in making the the
employees focused on both long term and short term gains.
Since the culture of the company is a bit organic, our compensation structure accurately
reflects that.
The company provides E-sops schemes and provides a discount rate for them ( 50% ). This
is done to motivate the employees.
The company shall also provide the option to go for a paid Sabbatical leave after 5 years of
working for a period of upto 4 months.
Other long term benefits include a high insurance, PF, benefits related to intrinsic factors
rewarding prowess and also maturity benefits such as Death and Maternity ( As per the
GOI regulations ). The employees will be provided with 4 weeks of paid leave every year
and 2 weeks of unpaid.

Component Factor Net Amount

Base Pay 1 1000000

Variable Pay 0.35 350000

Dearness allowance 0.02 20000
HRA 0.5 500000
Provident Fund 0.15 150000
Bonus 0.3 300000
Insurance 0.05 50000
Housing 0.4 400000
Fuel / Transportation 0.12 120000
Recreation 0.05 50000
Utilities 0.05 50000

Indirect Compensation
Components
Experience Modifier 0.4 400000
Technological Prowess 0.3 300000
Relocation Cost 0.1 100000

Education / Skill Development 0.15 150000

Meals ( Office ) 0.1 100000

Total 4040000

Paid benefits are provided for education and skill development since the company wishes
to encourage the same. It is also providing other benefits such as paid meals (meals
provided at the office for which the employee is reimbursed ), utilities, transportation and
recreation benefits. The exact weights are determined based on perceived importance and
market conditions.

Orientation Program
A successful orientation process will help reduce anxiety and employee turnover, while
communicating realistic expectations and making new staff instantly feel like part of a team.

New employees to your company can be welcomed with an orientation program that makes
them feel at ease and like they're a part of the team. Orientation programs vary depending
on the industry, the management style and the overall company culture. The orientation
program can provide employees with a proper introduction to your company, what's expected
and where they fit in to overall goals.

Purpose
The company has a long-standing policy of orienting new employees to the culture of the
organization in order to facilitate organizational learning and employee productivity in a
minimum period of time.

In furtherance of this policy, the company requires the new-hire orientation program be
conducted within three days of an employees start date.

Pre-Orientation Preparation
Each new recruit will be notified by Human Resources of the date, time and location of the
orientation meeting. The new recruits will be expected to bring their completed new-hire
informational packages received either with their offer letter or upon their report-in
processing. Each recruit should have received and completed the following documents or
forms:

Employee selfidentification form.

Employee handbook acknowledgement receipt.

 Emergency contact information form.

Benefit plan enrolment forms.

Signed copy of the companys confidentiality and nondisclosure policy.

Signed copy of the companys ethical business practices policy.

Architecture
The program will be conducted in the following stages:

Stage 1 Human Resources Agenda

Introduction to the company, its mission, functions and culture.

New employee forms completion.

Benefit plan information, discussion and preliminary enrollment.

Safety and health policies reviewssafety, fire, emergency evacuation, job-related

safety issues.

Policy reviewspay periods, travel, personal vehicle use, training requests.

Administrative procedures reviewssecurity, computer systems and logins,

telephone systems, ID badges, supplies and equipment.

Stage 2Management Agenda

Supervisor introductory meeting with new recruitdiscuss department and company

standards, confidentiality and privacy issues, facility and work station location issues,
attendance and punctuality standards, reporting of absences, pay problem
reconciliation, time card completion, review of timekeeping and reporting codes,
complaint procedures.

Closinggeneral question-and-answer session.

Time spent completing new hire paperwork and time spent in the orientation meeting is
considered paid time so each employees time card should reflect the time engaged in the
orientation program as paid hours and coded appropriately.

Checklist
A checklist of activities will be available as per which the orientation programme will
be conducted. Following are the activities for the orientation programme.

Executive Staff

The new recruit will feel welcomed to a company if the welcome is extended by the
executive staff. This will give the new hires a feeling that the company is accessible.

Tour Facility

New recruit needs to become acquainted with their new workplace immediately. A
tour of the office, pointing out essential locations such as human resources, their
manager's office, bathrooms, break rooms, the printing area, technology support and
the company eatery will be organized.

Introducing to Co-Workers

While touring the facility, the new recruit will be introduced to fellow co-workers. A
formal meeting will be scheduled with the members of the direct team or department
the employee will work in for more in-depth introductions.

Reviewing Employee Handbook and Paperwork

An employee handbook contains a company's rules and regulations. It also covers

information on company benefits, pay dates, paid-time off, lunch and other work
breaks, state and federal employment laws and acts and more.

Reviewing Job Expectations

A new employee cannot achieve optimal levels of productivity and efficiency with a
company if she's not presented with his goals and how they fit with the overall needs
of the company or her job expectations. This information should be discussed during
new recruit orientation, so that an employee can get clarification on any points she's
unsure of.

Training and Shadowing

Although the new recruit may have experience in industry, he/she still needs training
to learn how your company, specifically, operates within the industry. Training will
range from attending seminars, tackling computer-based programs or shadowing an
employee who does the same or a similar job as the new employee.
 CHAPTER 5
BENEFITS AND INCENTIVES FOR EMPLOYEES

Choosing the right Benefits and Incentives Plan for employees is important as:
1. It helps with Retention of employees
2. Helps in easier recruitment
3. Improves well being of employees
4. Helps improve Work-Life balance
5. Leads to faster progress towards Business Goals
6. Positive Word of Mouth about the company

Incentives can be of financial nature which comes in some form of payment or cash
transfers. The financial incentives are like salary, pension, insurance, bonuses, etc.
Such incentives would be given on the employee review so as to constantly motivate
the employees. Others are indirect such as subsidized meals, and company provided
housing. It is important to make a clear distinction between the level of pay and the
special incentive pay to reward performance. Financial incentives have a high
correlation with better performance although perverse impacts can also be observed.
Cash awards tend to hold a higher value when remuneration is low.
Non-financial incentives are also an important form of providing incentives. Work
flexibility, independence of working, recognition of ones work, the possibility of
advancement are few important Non-Financial incentives provided to employees. The
value of non-financial material incentives are perceived as a function of psychological
processes.
Following are the various Incentive Plans/Schemes that can be implemented and
provided to the Employees by the Company:

1. Medical Insurance for Self, Spouse and kids: One Lakh Cover may be.
2. Gratuity can be given to employees
3. Food Coupons can also be provided
4. Monthly or Quarterly rewards based on performance.
5. Car Lease option can also be given to employees at higher levels.
6. 24X7 Medical Advice, Gym and Day Care Centres are facilities to be provided to
employees
7. Facility for Cab Drops between 8pm to 6am
8. Yearly Bonus can be provided
9. Equity Incentives are also there i.e. right to equity shares but only for employees
at senior management positions.

DEVELOPING THE TRAINING PROGRAM

It is important to equip the employees with the right tools, competencies and skills to
facilitate continuous improvement and to help them build domain expertise. Our organisation
has created a robust training mechanism and has formed many learning modules, world-class
training facilities, some of the best trainers in the business, and strategic partnerships to
further bolster our training mechanism. Training programs provide the employees with the
skills in order to protect themselves and the other employees in case of emergency and to
manufacture quality products. Training can also be used to attain most third-party
certifications which can be used. The training program must document and verify that the
employee understands the material and is competent in the subject matter. In addition to
being required by both government and private agencies, training programs are a good
business practice.

Step 1: The first step in developing a training program is to identify all of the topics required
by the company. Topics generally fall into the following broad categories:

Employee Handbook
Position Requirements
Safety Training
Quality Assurance
Employee Development and Certifications
Preventive Maintenance and Housekeeping
Standard Operation Procedures

This step would help tell a new recruit that what the company demands from the new
employees and what are the prospects they will be taught in this training program. With the
help of the SOPs, quality regulations etc. they would be able to know the standards which
they need to meet as the analyst or a consultant in manufacturing firm as well.

Step 2: As we know that every employee needs a different type of training in the
organisation but as we are forming the training program for new recruits so we can assume
that all require same training so as to make them completely prepared for working in the
industry which is quite equivalent to working as intern in the same field.
Step 3: The first day of the training should provide the employee with an overview of the
place so that they connect with the place and a brief look to the employee handbook and all
the topics related to the step 1.

Step 4: Identifying training resources is an important part of the training process. Training
materials should be selected based on the training method used at the facility. The training
can be in house training. Or a company can have a separate training centre (which is
developed by those companies which are mass recruiters in themselves) or at the same time
company can give a contract project regarding the training of recruits to some third party
organisation as well. It is important to select material that can be used for new employee
training as well as in regular safety meetings. Provide employees with a variety of training
materials and formats to accommodate different learning styles and languages. Training must
be documented and competencies demonstrated through tests.

Step 5: Managers and supervisors should develop a procedure for evaluating an employees
performance. Evaluate new employees after they have worked for 30 days in a process area to
determine what deficiencies exist in their training, and then develop an action plan to correct
the deficiencies.

Learning, Training &

Development

Operating a business with employees who have the skills and knowledge to stay productive
is dependent upon a few factors. One of the biggest is developing and implementing a
successful training program that nurtures employees and capitalizes on their talents.

An effective training program is one of the best ways to prepare employees for success. By
equipping them with the tools and knowledge to perform their jobs, you can expect better
performance and a more cohesive unit.
Stages of our training program:

1. Creating a schedule.

Depending on the length and complexity of a training program, it might take a few days to
several weeks to complete. It will be ensured to take into account any potential setbacks and
try not to overwhelm team members with excessive information in a short period of time.
Learning new skills is a process, and training should be done gradually so employees can
fully digest one lesson before moving on to the next.

2. Allocating the trainer.

An in-house manager who has direct experience in our business, or a professional trainer
will be taking the training program. Also people from top management will also be involved in
training the new recruit on various modules and responsibilities. This individual will lead
trainees, give lectures, answer questions, provide feedback, and do anything else thats
required to educate employees.

3. Communicating effectively.

Its smart to hold a meeting before beginning where we can provide a brief rundown on what
the program will entail and what employees can expect. We will be explaining what the
expectations of everyone are and that the course should be taken seriously. Also, its a good
time to respond to any concerns that employees may have and clarify any issues.

4. Tracking progress

Have metrics in place to monitor whats been completed. Breaking the program down into
sections so we will know how far employees have come and whats left. We may want to
utilize a tool like a spreadsheet on which each employees name is placed on the left side in
rows and course sections are placed on top in columns. This will create a matrix in which we
can reference when necessary and conveniently track the program every step of the way.

5. Encouraging feedback.

Upon completion, HR department will meet with employees to obtain feedback. This is the
time when employees can discuss the strengths and weaknesses of the program, what they
learned, and their overall experience. Meeting one on one is ideal because we are likely to
get more honest and unbiased feedback. From there, your HR department can spot patterns
and know if anything needs to be addressed. This information should help to fine tune your
program in the future.

These are the following ways to provide the new recruit with training:
Committees

Committees are part of every-day activity in any organization. They can also be effective
learning tools, with the right focus. Committees will enhance learning by allowing members
to see issues from different perspectives.

Conferences and forums

The new recruit will attend conferences that focus on topics of relevance to their position and
the organization. Upon their return, have the new recruit will make a presentation to other
staff as a way of enhancing the individual's learning experience and as a way of enhancing
the organization. (Some conferences and forums may be considered off-the-job learning).

Field trips

To gain a better understanding of the full range of programs and clients that your
organization serves, field trips will be organized. Field trips to other organizations serving a
similar clientele or with similar positions will provide a valuable learning experience.

Job aids

Tools will be given to employees to help them perform their jobs better. These tools include:
manuals, checklists, phone lists, procedural guidelines, decision guidelines and so forth Job
aids are very useful for new employees, employees taking on new responsibilities and for
activities that happen infrequently.

'Stretch' assignments

These assignments give the new recruit an opportunity to stretch past his or her current
abilities. For example, a stretch assignment could require an employee to chair a meeting if
the person has never done this before to ensure that chairing the meeting is a good learning
experience, the manager should take time after the meeting to discuss with the employee
what went well and what could have been improved.

Special projects

Give the new recruit an opportunity to work on a project that is normally outside his or her
job duties. For example, someone who has expressed an interest in events planning could
be given the opportunity to work as part of a special events team.

Classroom training
These are formal training opportunities that will be offered to employees either internally or
externally. A trainer, facilitator and/or subject matter expert will be brought into your
organization to provide the training session or an employee can be sent to one of these
learning opportunities during work time