KARNATAKA STATE OPEN UNIVERSITY

CONTRACTOR EXIT PROCESS MANAGEMENTA STUDY WITH REFERENCE TO XYZ, BANGALORE

Project report submitted in Partial fulfillment of the requirements for the Master’s Degree in Business Administration

By

Balachandrarao H CReg No: 9780178

Under the Guidance of

--------------------------------- ----------------------------------------- Prof. Dr. Mr. …… HOD , ManagerPES Degree College, Bangalore XYZ

Pvt Ltd________________________________________________________

DEPARTMENT OF STUDIES AND RESEARCH IN MANAGEMENT,

KSOU, MANASAGANGOTRI, MYSORE: 570006

KARNATAKA STATE OPEN UNIVERSITY MANASA GANGOTHRI MYSORE-570006

DEPARTMENT OF COMMERCE AND MANAGEMENT

Date: 20th December 20111

CERTIFICATE

This is to certify that Mr. Balachandrarao H C Bearing the register number

9780178 has successfully completed the project work on “Contractor’s Exit

process management - A study with reference to XYZ, Bangalore, under the

guidance of Mr. A. V. Chandrashekhar (Internal) and Mr. Amit Dhariwal

(External)

The project report is submitted to the Karnataka State Open University in partial

fulfillment of the requirements for the award of Master of Business Administration

(MBA) during 2011-12.

Prof. Jagadeesha Chairman

Departments of studies & Research in Management

DECLARATION

I hereby declare that this dissertation entitled “Contractor’s Exit process

management - A study with reference to XYZ, Bangalore, is the result of my

own research work carried out under the guidance and supervision of Mr. Amit

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Dhariwal, Manager and Prof. Dr. A.V. Chandrashekar - HOD, PES Degree

College - Bangalore

I also declare that this dissertation has not been submitted earlier to any

Institute/organization for the award of any degree or diploma or any other similar

title.

Place: Bangalore Name : Balachandrara H C

Date: 20.12.2011 Reg No: 9780178

TABLE OF CONTENTS

FOREWORD 6

ACKNOWLEDEMENT 8

EXECUTIVE SUMMARY 9

ABOUT XYZ 11

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XYZ INDIA OPERATIONS 26

BUSINESS SERVICES 27

ENTERPRISE SERVICES 28

FINANCE 29

HUMAN RESOURCES 29

XYZ TECHNOLOGY SERVICES 30

DELIVERY UNITS 31

JOB FAMILIES 33

TRAINING 36

TALENT MANAGEMENT PROGRAM 42

LEARNING CATALYST PROGRAM 44

EUREKA! 45

CONTRACTOR MANAGEMENT PROCESS – FRAME WORK 56

Contractor on Boarding Process 60

Contractor Data Base Management 65

Contractor Exit Process 66

PROJECT: CONTRACTOR EXIT PROCESS MANAGEMENT 704

Objectives 70

Analysis and Interpretation 71

Findings (Issues and Challenges) 77

RECOMMENDATIONS 78

AFTER WORD 80

REFERENCES 81

FOREWORD

True knowledge is gained through experience and the three months spent on the project have been tremendous learning experience in terms of practical application of the theoretical learning I have gained so far as a student of MBA.

In a business environment where everyone has their own targets to meet and their own deadlines to adhere to, I received a lot of valuable time, able

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guidance, encouragement, feedback and inputs from the people in the organization.

I thank my project guide and mentor, Mr. Amit Dhariwal for not only giving me an opportunity to work on the project which is so central and crucial to the organization, but also his patience and step - by - step guidance towards the successful completion of my project.

I thank all the employees at XYZ for taking out time to clarify my doubts and give valuable feedback especially Ms. Shobha Mohan, Ms. Sapna Jadhav and Ms. Sanmathi Shetty. I also thank Mr. Ramesh Alapati and Mr. Pankaj Khanna for sponsoring the project and Mr. Siddeshwar Jain for conducting suitable training which helped in running the project successfully.

Last but not least, I would like to convey my deepest gratitude to my internal guide, Prof. Dr. A V Chandrashekar

Balachandrarao H C 9780178

MBA – Human Resources KSOU, Mysore Batch of 2010 – 2012

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ACKNOWLEDGEMENT

I would like to take this opportunity to express my profound and sincere gratitude

to many people whose assistance and cooperation has helped me complete the

study successfully.

I thank Prof. Dr. A.V. Chandrashekar - HOD, PES Degree College – Bangalore

who guided me to complete this research work which is going to be instrumental

in shaping my career in HR field.

I thank Mr. Amit Dhariwal - Manager, XYZ - Bangalore for providing a congenial

atmosphere to facilitate the completion of this research work.

Place: Bangalore Name: Balachandrarao H CDate: 20.12.2011 Reg No: 9780178

EXECUTIVE SUMMARY

Effective resource management results in success of a company business. Proper resource planning with proper work allocation is a foundation to an

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effective resource management practices. It comes with many benefits for the associates, company and customers. It is required to be able to manage the resources effectively and efficiently.

Resource planning and the work allocation at XYZ is purely based on the requirement of the organization. Company has three categories in hiring the resources.

1. Full Time Employment2. Employment on a contract basis3. Internship

Majority of the resources are hired on a full time employment and these resources will be deployed to the teams where the resource requirement is high and / or for long term. Resources on a contract basis are hired from different companies / vendors with which the company has a tie up. These resources will be deployed to the team where the requirement is for short termCompany also provides an opportunity to students for an internship and hires them as a full time employees based on the resource requirement in the organization and the performance during the internship.

Contractor management comprises of contractor hiring and contractor exit process. Employment on a contract basis helps organization in saving the cost to company comparing to hiring the resource on a full time

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employment as the contractors are hired when the requirement is for a short term.

Different vendors deploy the resources to this organization and take them back to their offices post the end of the contract or completion of the project.

I worked on the Contractor Exit Process, an exercise To analyze & understand the current End to End contractor management process and standardize the complete process to make the process more effective and efficient which even benefits the organization in terms of cost. To automate the most of the manual work in the current process in order to reduce the cycle time and streamline the process As a result of this study, significant results were obtained and some recommendations have been suggested.

ABOUT XYZ

XYZ is an international provider of financial services and invest resources that help individuals and institutions meet their financial objectives. It is privately – held company founded by Edward C. Johnson 2d and still controlled by the Johnson family. It is now being led by Edward C Ned Johnson 3d.

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It started as a mutual funds company but has evolved over the year into a complete financial conglomerate. In addition to more than 300 XYZ mutual funds, it also offers discount brokerage services, retirement services, estate planning, wealth management, securities execution clearance, life insurance and much more.

It operates a leading online discount brokerage and has more than 100 investor centers in the US and Canada, as well as locations in Europe and Asia. The firm is the largest mutual fund company in the United States, the No. 1 provider of workplace retirement savings plans, the largest mutual fund supermarket and a leading online brokerage firm. Through its workplace services offering, XYZ provides human

resources administration and employee benefits services to retirement, pension, health and welfare, payroll and stock plans.

The XYZ Puritan Fund was launched in 1947 as the first income oriented mutual fund to invest in portfolio of common stocks. The company’s largest equity mutual fund is Contrafund, which has more than USD 69 billion in assets, making it the largest single-manager fund in the US.

XYZ is a tech savvy company. It was the first to enable customers to buy funds via a toll-free phone call and also offer automated 24-hour mutual fund yield and price quotes via a voice activated computer. XYZ also was

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one of the earliest financial services firms to offer computerized account access and trading, in 1995, it became the first mutual fund company to launch a home page on the internet.

Headquartered in Boston, XYZ (Including FIL and XYZ) employs about 40,000 people with eleven regional centers across the United States and Canada. FIL Limited, together with its US affiliate, XYZ Management & Research LLC, has an unrivalled global team of nearly 1000 investment professionals that covers 95% 0f world market capitalization. XYZ is being consistently recognized by industry surveys and publications for providing some of the highest levels of customer support.

XYZ consists of two independent but closely cooperating companies: XYZ Management and Research LLC (XYZ LC), founded in 1946

by Edward C. Johnson 2d serving North America and XYZ International Limited (FIL), spun off in 1969 and serving the

rest of the world.

XYZ Management & Research Company, the investment management division of XYZ, acts as the investment adviser to XYZ’s family of mutual funds.

FIL provides asset management services to investors across Asia, Europe, the Middle East and Africa. In addition, FIL also manages non - US assets

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on behalf of US investors. In 1972, XYZ corp was formed as a holding company of XYZ Co and most subsidiary companies.

XYZ’s History of Innovation and Leadership1947Puritan Fund is introduced: the first income-oriented mutual fund to invest primarily in common stocks.

1958Capital and Trend funds were among the first stock funds to be aggressively managed for performance.

1974XYZ Daily Income Trust is introduced: the first money market fund to offer check-writing and XYZ’s first no-load fund.

1974XYZ is the first to sell retail mutual funds directly through a Toll-free telephone line.

1976Introduction of XYZ Municipal Bond Fund, the company’s first no-load, open-end municipal bond fund.

1979

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XYZ Information Phone is introduced, the first voice-activated computer response system to provide price and yield quotes 24 hours a day

1980XYZ Tax-Exempt Money Market Trust commences the nation’s first tax-exempt money market fund.

1981Select Portfolios are introduced targeting investors seeking XYZ’s expertise in choosing the best stocks in particular industries.

1981XYZ establishes XYZ Money Line, the first nationwide electronic funds transfer (EFT) for money market funds.

1983XYZ introduces F.A.S.T. (XYZ Automated Service Telephone), becoming the first financial services company to use voice-activated computer answering systems.

1983XYZ’s first walk-in, street-level investor center opens on Congress St. in Boston.

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XYZ Brokerage offers computerized trading through XYZ’s Investor’s Xpress.

1986First-in-industry hourly pricing of Select Portfolios

1986XYZ is the first mutual fund company to offer credit card services to retail customers.

198624-hour customer service begins.

1987XYZ develops “Proxy Edge”, the first electronic proxy voting system.

1989Spartan Funds are launched to provide very low-cost funds for long-term, high asset investors.

1993A state-of-the-art mail facility opens in Covington, KY. XYZ is the first company in the industry to apply manufacturing technology to print and mail operations.

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1995XYZ is the first mutual fund company to launch a home page on the Internet.

1995XYZ is the first U.S. investment firm to offer Japanese investors a yen-denominated domestic investment trust.

1997Teaming with Salomon Smith Barney, XYZ provides investors initial public offering and third- party securities research, an industry first.

1998XYZ is the first financial services provider to offer and manage 529 college savings plans with the creation of the UNIQUE College Investing Plan first offered in the state of New Hampshire.

1999XYZ introduces “e401k”, the country’s first 401(k) plan sold and serviced over the Internet.

1999

XYZ, in a joint partnership with NCR Corp., develops the first check-deposit kiosk.

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2004XYZ Retirement Income Advantage is offered as a comprehensive service that helps investors manage finances throughout retirement.

2004XYZ transforms bond trading with disclosed and simplified pricing -- becoming the first to provide individual investors with access to the bond market’s prices and XYZ’s retail brokerage concessions schedules, as well as buy/sell tracking information for municipal and corporate bonds.

2004XYZ’s new SimpleStartSM IRA provides investors with an easy way to start saving early and regularly to help achieve retirement savings goals. It features a no-fee IRA, automatic, low minimum monthly investments, and a single diversified mutual fund investment based on a target retirement date.

2005XYZ announces significant enhancements to its suite of brokerage products and services. These include new third party independent research, as well as access to industry-leading analyst recommendations and performance-data presented through easy-to-understand charts and available to customers on XYZ.com at no extra charge.

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2005XYZ Labs is introduced. This on-line usability testing environment makes it possible for customers, prospects and employees to participate in testing XYZ’s most innovative offerings.

2005XYZ introduces XYZ Advisor CHANNEL, an industry leading technology platform for independent advisors – the first in the industry to combine the core technologies registered investment advisors need, in a single environment, to help them simplify workflow, increase operational efficiency and more effectively manage growth.

2005National Financial introduces ground-breaking Unified Managed Account Platform for broker/dealers. The comprehensive menu of advisory programs integrated with Streetscape Brokerage Platform empowers brokers to target high-net-worth business.

2005Introduction of the Emerti Program, an innovative retiree health benefits program helping higher education institutions and their employees better meet medical costs in retirement. Emeriti Retirement Health Solutions strategically aligned with XYZ and Aetna to introduce this program which is a first-of-its kind solution for higher education faculty and staff, combining

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tax-advantaged investments vehicles with access to group retiree health insurance plan options that integrate with Medicare.

2005XYZ launches the XYZ Retirement Index, an industry-leading analytical measurement designed to track the nation’s retirement readiness. The Index is the only national indicator that gauges the nation’s retirement readiness by analyzing American households’ broad financial picture, including workplace and individual savings, projected asset growth, future savings, projected Social Security and pension benefits, expected retirement horizon and longevity.

2005XYZ launches the XYZ Advantage Class Shares on its five Spartan Index Funds, providing qualified investors with a bonus 30% reduction in fees—a remarkably lower price than the industry offering on index funds. This fee reduction is part of a broader focus on “value for the shareholder initiative” at XYZ.

2005XYZ transforms annuities with simplified features and significantly low pricing with the introduction of two new variable annuities – The XYZ Personal Retirement Annuity and The XYZ Freedom Lifetime Income variable income annuity.

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2006XYZ launches myPlan, a combination of easy-to-use, online, interactive planning tools that allow users to develop a plan with clear action steps to help improve their retirement savings.

2006Trading Knowledge Center, an award-winning on-line educational curriculum, is launched on XYZ.com to bring trading concepts and opinion from industry experts to the average investor.

2007In an industry first, XYZ announces plans to help all investors backtest their trading strategies online at no cost. In early 2008, both customers and non-customers who visit XYZ.com are able to learn about commonly employed trading strategies and then test those strategies against historical data. The results of this backtesting can help investors make more informed investment decisions on when to buy, hold or sell a stock.

2007XYZ launches a suite of new retirement income products and services for individual investors and advisors that makes it easier for retirees to convert their savings into regular, monthly income payments that have the potential to last a lifetime. Offerings include industry-first Income Replacement Funds, new online tools, content-rich Web portals and a low-cost guaranteed withdrawal benefit annuity.

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2007The Seaport Hotel unveils Seaportal, an innovative in-room interactive web portal, designed to enhance the guest experience by providing personalized services and features “on demand” through a touch screen computer. The XYZ Center for Applied Technology (FCAT) designed this state-of-the-art technology.

2008XYZ WealthCentral® is the industry’s first Web-based wealth management platform that integrates the most critical operational systems (portfolio management, customer relationship management, financial planning, portfolio rebalancing and trading) into one unified workstation for Registered Investment Advisors (RIAs).

2008The XYZ Retirement Rewards Card gives investors an innovative way to save for retirement while purchasing everyday necessities. The card has no annual fee, caps or limits on rewards and offers a 2 percent earn rate on retail purchases when card members redeem their cash rewards as a current-year contribution to their XYZ IRA. This product innovation further enhances XYZ’s industry-leading IRA offering that features no account

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fees, access to retirement representatives and free help choosing from a wide variety of investments.

2008XYZ earns prestigious global certification: XYZ Technology Group (FTG) is ISO 20000 certified by the British Standards Institute for complying with the rigorous standard for IT operations. XYZ is among a handful of companies and the first mutual fund company in the country to gain this prestigious certification. FTG streamlined operations for more than 18 months in pursuit of this certification, which gives XYZ a competitive advantage in the market.

2009In an industry first, XYZ provides investors with a Research Firm Scorecard, which analyzes the performance of 10 independent analyst firms, whose reports are available on XYZ.com. Investors now have an insider's look at the hypothetical returns that would have been generated from the firms' buy recommendations. As well, data is available on how these research firms performed against other XYZ independent research providers across 10 market sectors: Oil & Gas, Basic Materials, Industrials, Consumer Goods, Healthcare, Consumer Services, Telecommunications, Utilities, Financials, and Technology.

2009

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XYZ significantly expands its international investing platform with the launch of direct online trading for foreign stocks and currency exchanges.

2010XYZ Family Office Services launches XYZ WealthCentral for Family Offices. Wealth Central is a Web-based, open architecture solution that integrates trading, account administration and rebalancing capabilities with a third-party portfolio accounting and reporting system.

2010XYZ Institutional Services Company adds industry-leading features to its web site for financial advisors. The enhancements include a “Click to Talk” feature, a Blackberry application and a customizable Portfolio Planner tool.

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XYZ INDIA OPERATIONS

XYZ operates in India through FIL and XYZ.

FIL and its subsidiaries manage over USD 157.3 billion for major institutions and millions of investors around the world. FIL India offers a number of funds including Equity, Fixed Income, Cash and Hybrid funds.

XYZ was set up in the year 2002 at Gurgaon and its Bangalore operations commenced in 2003, with the mission to enable XYZ’s clients to achieve lifelong financial independence and peace of mind. Now, XYZ headquarters in Bangalore with fill fledged operations in Chennai also. XYZ employs 5033 employees in India as of October 2011. XYZ is headed by MR. Sunil Kunte.

XYZ handles the backend data processing and R&D services for XYZ’ US clients. The range of operations include IT development & Support, Business Process Outsourcing (BPO), Implementation, Business Analytics & Research and Support functions. XYZ’s focus is on solutions for the financial domain and not pure technology products.

XYZ operates in India under 5 business units:1. Business Services2. Enterprise Services

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3. Finance4. Human Resources5. Technology Services

BUSINESS SERVICES

The Business Services group (Operations, Implementations, Analytics and Research) supports more than 17 XYZ Business Partners and offers a wide spectrum of services. The Business Services group caters to different groups such as Asset Management, XYZ Institutional Business (FI) and Personal and Workplace investing central operations (PWICO). Its key capabilities are Account Payable, Benefits Administration, Retirement Services, Health & Welfare, Payroll Processing, Accounting Services Reconciliation, Reporting Services and Business Content Solutions in the Operations area and Marketing sciences & Database Modeling, Business

Intelligence & Decision Support, Investment Analysis and Fund Administration in the Business Analytics and Research areaThe group also has the Strategic Business Development (SBD) and Business Services quality teams. The SBD team leads the identifications of new business opportunities including building cross – BU capabilities and the Business Services Quality team drives quality practices like Lean, Six

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Sigma & innovation and Managing Continues Improvement (MCI) to ensure repeatable and reliable operations processes.

ENTERPRISE SERVICES

Enterprise Services Organization (ESO) provides enterprise-wide leadership to support XYZ’s transformation agenda, to promote the next generation of value addition to XYZ‘s business partners while simultaneously enhancing the fundamental governance and visibility of critical infrastructure related to managing a high performance business.

This group takes accountability for a broad range of functions at the company level that are applicable across the organization. These functions include Business Risk Management, Business Contingency Management, Enterprise Transformation, Business Acceptance, Quality, Productivity, Corporate Communications, Facilities Management and Risk Oversight

FINANCE

XYZ finance handles all aspects of this function including accounting, audit, taxation, payroll and FP&A. The department is broadly divided as follows:

Accounting, Accounts Payable, expense management, audit, taxation25

Payroll, treasury and cash management Procurement, Vendor Management, travel Business finance – for IT and for Operations Corporate reporting and consolidation

HUMAN RESOURCES

Human Resources is a XYZ-wide function that serves to support and develop leaders and associates to maximize personal and organizational effectiveness, thereby advancing business strategies and results.

XYZ TECHNOLOGY SERVICES

XYZ Technology Services Organization (TS) works with its technology partners across the globe to support, manage and provide technology solutions to meet the business needs of XYZ and Devonshire group of companies. Since its establishment in 2002, TS organization has been providing IT services and has become a trusted partner to its US parent in IT consulting and offshoring advisory services.

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Blending the experience and comprehensive capabilities across all technologies and business functions through highly experienced and energetic workforce, TS organization collaborates with US IT business units in delivering cost competitive IT solutions, products and services.

TS organization’s service portfolio includes application development and maintenance, production support, Testing services and infrastructure management services. Service delivery has been enabled through creation of multiple Excellence Centers that have been performing the role of catalysts in technology direction setting, improving delivery capabilities and enhancing operational excellence. IT divisions of all major business units are serviced by XYZ TS. In the journey of increased accountability, TS organization is today participating in most of the top 10 initiatives across the firm. Taking advantage of the benefits offered by the time zone, several critical functions have been supported by TS organization in “follow-the-sun” model. Through its process rigor and quality culture, TS organization has achieved ISO 27001 certification and has been assessed at CMMI level-5. Technology services organization delivers its services from XYZ offices in Bangalore and Chennai.

DELIVERY UNITS

There are four major Delivery Units:

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1. PWI

PWI helps millions of people save and invest through individual retails accounts and workplace retirement savings plans, builds lifetime relationships with customers and provides employers with cost effective, integrated employee benefit solutions. PWI provides a range of investment products and services to individual mutual fund and brokerage customers consisting of two main businesses:

Direct mutual fund and brokerage sales and services XYZ’s retirement rollover business

2. FIMT

FIMT India team works in collaboration with the US team to support multiple business function in Investment Management and Advisory domain like Portfolio Management, Research and Trading.

3. EISM

EISM (Enterprise Infrastructure & Systems Management) helps XYZ’s partners take advantage of the global capability in providing the operational support using the follow - the - sun model. EISM’s management team, with deep domain knowledge and industry expertise, ensures that the processes are in compliance with industry best practices and standards like ISO 20000 and ISO 27000 – 1.

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4. FIT

FIT is responsible for providing wide range of brokerage technology products and solutions.

Over the years FIT has acquired both technical and functional expertise in wide range of brokerage applications. This team provides the technology services and solutions to XYZ’s partners in the area of development, maintenance, testing and production support of mission critical brokerage applications.

The other delivery Units are CTG, DI, FEO - IT Services, FIIS, FTEC, FPMCS, HR Access, Pyramis, TCOE and XTRAC.

JOB FAMILIES

A job family is defined as a group of jobs involving work of the same nature but requiring different skill and responsibility levels.

1. Software EngineeringA job family develops. Modifies and maintains computer applications: designs, decodes, tests, debugs and documents programs.

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2. Quality Assurance

This job family assures products and projects meet company quality standards. Document standards; develops, conducts and evaluates inspection and testing methods and protocols.

3. Database Administration

Designs physical database structures; controls the integrity and facilitates the design of databases; monitors performance, implements database-level security access and approves structural changes to the database environment.

4. Network Engineering

Provides analysis, design, engineering, installation, support and maintenance of complex enterprise-wide networks, including hardware and software (token rings, hubs, network management systems, OS, firewall, middleware and network management applications).

5. Technology Risk

This job family establishes, maintains, assesses and defines technical solutions for managing risks related to computer systems and

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Applications and may specialize in information security or disaster recovery.

6. Technology Management

This job family’s primary job responsibilities comprise of people management, managing technology projects and functional / technical management. At least 50% of the time is spent in people management.

7. Systems Engineering

This job family supports and develops existing and new technologies for XYZ’s systems infrastructure at a corporate level as well as for local and remote sites; provides necessary operational and administrative activities associates with client / server hardware and software platforms to support business unit functions.

8. Systems Analysis

This job family defines application or operating system user requirements and makes recommendations regarding system functionality. Systems Analysts are technical experts who are responsible for examining, designing and recommending specific application or operating systems.

9. Systems Services and Support31

This job family provides application and system environment support to business and systems development areas. It assures the integrity, stability, maintainability and availability of the XYZ’s systems, applications and infrastructure in production and non - production in compliance with XYZ support standards.

10. Architecture

This job family advises and assists business & technology leaders in leveraging technology capabilities in support of their business vision and strategy. This is accomplished through enterprise wide delivery of common language and framework for solutions design, blueprints, technology roadmaps and prototypes.

TRAINING

HRD programs are normally divided into three main categories: Training, Development and Education. Although some organizations lump all learning under “Training” or “Training and Development”, dividing it into three distinct categories makes the desired goals and objects more meaningful and precise.

Training – Transfer of knowledge, Skills and Attitude (KSAs) to improve performance on a current job. It is the acquisition of technology that

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improves human performance on the job employee is presently doing or is being hired to do. Also, it is given when new technology is introduced into workplace.

Education – Training people to do a different job. It is often given to people who have been identified as being promotable being considered for a new job

Development – Training for growth, unrelated to a specific (present or future) job. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations.

The ADDIE model of learning:

Analyze the performance environment in order to understand it and then describe the goals needed in order to correct any performance deficiencies (identify training requirements)

Design a process to achieve your goals, that is – correct the performance deficiencies

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Develop your initial discoveries into a product that will assist the learners into becoming performers (in training, this product is often called courseware)

Implement by delivering the courseware to learners

Evaluate the performers, courseware, and audit-trail throughout the four phases and in working environment to ensure it is achieving the desired results

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The training philosophy at XYZ is to strengthen a person’s skill set and also provide him with opportunities for development.

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Training is divided into 4 categories:

1. Technical training

This is the training imparted in important technical skills. Examples of such trainings are Java, SQL, UNIX, Oracle, Shell Scripting

2. Behavioral Training

This is the training imparted in important behavioral skills. Examples of such trainings are Business Etiquettes, influencing and negotiation skills, Assertive communication, Time Management

3. Domain Training

This is the training imparted to increase domain specific knowledge. Examples of such trainings are Basics of Financial Markets, Retirement Planning and Benefits in US

4. Process training

This training is imparted to improve the current processes in the organization. Examples of such trainings are Agile, Scrum.

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The various methodologies adopted for conducting the trainings for various beneficiaries span across class room trainingswith instructors from within the organization (Learning Catalysts) and external trainers as well as e-learning programs.

TALENT MANAGEMENT PROGRAM

The Talent Management Program is a comprehensive program designed to effectively build and manage a high performance work culture. It is

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aimed at defining customized career programs and opportunities to retain top talent and build higher levels of competencies in the organization.

The performance management philosophy at XYZ revolves around rewarding for performance with the continuous focus on building a culture of meritocracy and thus delivering a higher value to the key stakeholders.

In line with this philosophy of encouraging high performance, XYZ is constantly striving to create high performance work environment and bring in sharper alignment between performance and career solutions.

This program builds on the existing performance management system (called Talent Review) and seeks to ensure that actions that emanate from the performance Management systems are consistently implemented across the organization.This is an accelerated program for key resources who are the consistent high performer who demonstrate high potential to grow and add to the organization and comprises of

i. Deeper investment and supportii. Enhanced assessment and coachingiii. Targeted assignments and business challenges

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There are various tools or levers to retain the top talent of the organization:

1. Development – Training programs, Corporate University programs2. CareerPlanning – Onsite Assignments, Promotions, JobRotation3. Compensation4. Engagement – Interactive sessions, Project/Process reviews

LEARNING CATALYST PROGRAM

This is a XYZ Trainer Certification Program aimed at harnessing internal talent in the organization to effectively cascade various training programs in the organization.

The Learning Catalyst program is designed to help individuals expand their horizons by building their capacity to become internal trainers. A Learning Catalyst champions learning & development in the organization by

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facilitating various programs, thereby helping in creating a competitive workforce.

The program has various advantages:

1. Employee Self Development

This program not only helps in building on the communication and facilitation skills but also knowledge. This greatly improves the confidence level and increases the interaction with others in the organization.

2. Employee Motivation

The idea of contributing in a different way to one’s organization by sharing one’s knowledge, experience and expertise with others acts as a great motivator for employees.

3. Multi-skilling

This program helps in building the trainings skills of an employee thereby increasing his/her repertoire of skills.

4. Employee Recognition

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This program helps employees stand out and get recognized by all for their contribution towards strengthening the learning culture.

Eureka! – The Innovation and Continuous improvement program One of our core values at XYZ is “Hunger for Innovation and Continuous Improvement”. Innovation is of utmost importance for XYZ in 2011 and is the focal point of our three major themes Innovate to improve our customers experience Innovate the way we align and mobilize the organization Innovate the way we maximize performance (explained by Abby Johnson in the recently held 2010 XYZ Annual Meeting)

It was this spirit of innovation that seeded the Eureka! Program at XYZ, several centuries after Archimedes ran through the streets of Syracuse shouting ‘Eureka!’ Or, translated: “I’ve found it!” Started in 2006 as an initiative to drive innovation, Eureka! has grown leaps and bounds over the years. Today, as an Idea generation program that fosters a culture of continuous improvement or Kaizen, it has spread its wings within XYZ and is also being adopted by FPCMS, another business unit of XYZ.

Eureka! At XYZ – Program Overview At XYZ, from being a program to invite kaizen ideas from associates in 2006, Eureka! has moved up the value chain and grown as a platform that

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helps to create great ideas and solve business problems. Adopted by the business units across XYZ, today Eureka drives engagement from top management down. In 2010, through the Eureka program 1136 ideas were implemented which resulted in significant process improvements, cost reductions and real savings.

In its journey of continuous improvement, in 2010, Eureka! launched the XYZ Ideation Only Portal, a structured platform accessible to 4500+ employees across the three sites in Bangalore and Chennai. Having a structured idea submission, tracking and reporting system ensures that ideas don’t get lost and that every idea gets a chance of being reviewed and graded. It also has in place an automatic follow-up system that holds ideators accountable for implementation of their ideas.

Since the status of ideas in the system is updated real time, generating reports for team reviews and or management reporting is just a click away. These enhancements, along with a refreshed award structure to recognize unique ideators and enablers, helped increase associate engagement and improved the quality of ideas generated. The relentless efforts made by the Eureka! team and the unconditional commitment from XYZ senior management, helped to create this success story.

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The journey… Collaboration between XYZ & FPCMS 43

Coming together is a beginning.Keeping together is progress.Working together is success. - Henry Ford The adoption of Eureka! at FPCMS is a fantastic example of collaboration and team work, across the firm. The best practice of one organization combined with the knowledge and vision of another allowed the Eureka! portal to be modified, adopted and smoothly implemented in FPCMS. In 2009, FPCMS Lean Champions were given a demonstration of the Eureka! Portal and XYZ’s program structure. Rather than creating or purchasing a software solution they leveraged the work already done and took it home.

A dedicated India technology team for Eureka! Working very closely with the FPCMS Lean Champions supported the development and deployment of the FPCMS Eureka! Portal in late November 2010. The trial launch was done on 2nd January 2011. The production version was made available to all of the FPCMS associates on 3rd March 2011 and is generating a steady stream of great ideas already. At FPCMS, Eureka! is being implemented and managed by the Lean Champions. FPCMS is capturing and implementing great associate Ideas that is already having a positive impact on reducing Risk enhancing Quality and Customer Service while reducing costs and enhancing the overall Associate Engagement.

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The future…journey continues To quote Aristotle’s famous words, “We are what we repeatedly do. Excellence, therefore, is not an act, but a habit.” Eureka! aspires to make innovation and ideation a habit across XYZ. We have embarked on a journey that started at XYZ, arrived at FPCMS and now beginning in ADS (Analytics and Data Services, a unit of XYZ Co.). …..and will continue to enable many more partner business units.

XYZ Cares

What makes a company great?It’s more than just healthy profits, outstanding customer service, and excellent products. It’s also a commitment to making the world a better place. Are there business advantages to this philosophy? Yes. But at XYZ we’ve always felt that helping others is just the right thing to do.At XYZ Cares, we work with nonprofit organizations and employees like you to support local communities. Since XYZ’s philosophy of giving requires us to create long-lasting successes, we focus on three types of assistance:

Financial support and corporate sponsorship Each year, charitable groups send us thousands of requests for financial support. We scrutinize every request and assist those who make it possible for us to have the biggest impact on local communities.

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Volunteer opportunities Nationally, XYZ employees are among the most generous volunteers in America. Last year, they gave over 30,000 hours of their time to groups throughout the country. Because our list of volunteer opportunities is extensive, you’re sure to find an organization to support. To find a volunteer opportunity in your area, view our Events Calendar.

In-kind support We believe in helping local communities in the most effective way possible. That’s why we also provide nonprofit organizations with assistance like printing, technology assistance, access to key members of their local community, etc.

Corporate Sponsorship

Each year, we provide financial assistance and other services to a number of non-profit organizations. We also work with these groups to bring volunteer opportunities to all XYZ employees.

We receive thousands of requests every year. Each one is individually reviewed and evaluated; however, we cannot guarantee an affirmative response to all requests. Within four to six weeks after we’ve received your request, you’ll receive a written response from us.

To be considered, please follow these steps: 46

Submit all sponsorship requests in writing Include a cover letter outlining the details of the sponsorship on the organization’s letterhead Provide a description of the organization’s background and mission statement Include the organization’s current year’s financial statement, including 501(c)(3) tax exempt documentation from the IRS (if applicable)

17 March 2011XYZ Cares Spotlight on the Albuquerque Region Associates in the Albuquerque region may be some of the firm’s newest employees, but they are also some of the most actively engaged in the community. Most corporate volunteer programs are considered successful if 20 – 30% of employees volunteer, but in 2010, nearly 40% of Albuquerque-based associates volunteered at least once for a total of 1,567 hours. From collection drives, to large-scale volunteer projects and middle school apprenticeships, Albuquerque volunteers supported more than 25 nonprofit organizations in 2010. Highlights for the inaugural XYZ Cares year in Albuquerque included:

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11 Citizen Teachers that volunteered for nine apprenticeships; 65 volunteers that transformed the learning environment at Ernie Pyle Middle School during the largest volunteer project in firm history; 10 percent of associates that were honored as “Best in Class” volunteers for contributing ten or more hours of community service.

On site events have created unique opportunities for employee engagement. Last spring, Citizen School students from Van Buren and Wilson Middle Schools visited the site to present their end-of-semester WOW showcase. After the students demonstrated what they learned from their citizen teachers in their WOW presentation, they received a tour of the Mesa Del Sol site and spoke with managers to learn more about careers at XYZ. In the fall, students from Citizen Schools’ 8th Grade Academy program in Albuquerque and Santa Fe returned to the site to participate in Six Degrees of New Mexico; an event where students and volunteers from around the city were able to practice networking skills. "XYZ Cares gives employees an opportunity to reach out to at-risk youth for support, share our own knowledge and experiences, and assist when providing a ‘safe’ environment after normal school hours end,” said Gary Barham, a Citizen Teacher who taught a public speaking apprenticeship with his colleagues in PWIS Learning and Development. “It is an honor to be a positive role model for the at-risk middle school students we support throughout the Albuquerque community."

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In May 2010 the Albuquerque region began a partnership with Ernie Pyle Middle School, through HandsOn Network and as part of the national XYZ at School program. Ernie Pyle is a Title I middle school where 100 percent of students qualify for free or reduced lunch. Throughout the year, volunteers participated in a series of physical renovation projects, which included creating a Student Union/college exploration zone, painting and landscaping projects. Collection drives, teacher appreciation events and college and career connections for the students also took place during the year to help inspire the students and provide them with the tools needed to be successful in school. A student drops out of school every 26 seconds, and nearly half of all dropouts happen in ninth and tenth grade. XYZ Cares associates are passionate about closing the achievement gap among Albuquerque’s most underserved students. “When kids see adults they don’’t even know helping out in such a positive way we can expect that they will be inspired to do the same one day and that is what it is all about,” said LeAnn Powell, a CSS client management representative. In 2011 the region will continue to expand and deepen the relationship with Ernie Pyle and Citizen Schools, as well as offer programs in support of Junior Achievement, college fairs and career days. To learn how to make a

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difference in the life of a student today, visit the Albuquerque XYZ Cares website for more information.

CONTRACTOR MANAGEMENT PROCESS – FRAME WORK

Proper resource planning and utilization always increases the efficiency of the work which increases the effectiveness of the work and profit of organization. In this regard XYZ has a very good resource planning and utilization system which helps in completing the project on time effectively and efficiently. This made customers satisfied and continue having business with the organization.

Company has categories in hiring the resources and decides the type of resource based on the amount of the work and also on type of work depends on whether it’s one time project or a regular basis. Contractor management is one of the types of managing the resources and it comprises of contractor hiring and contractor exit process.

Employment on a contract basis helps organization in saving the cost to company comparing to hiring the resource on a full time employment as

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the contractors are hired based on the requirement as well as for a short term employment. Resources on a contract basis are hired from different companies / vendors with which the company has a tie up. These resources will be deployed to the team where the requirement is for a short term.

XYZ has an agreement with many companies / vendors for hiring their resources with different skills for different projects on a contract basis. Companies / vendors as per the agreement to provide the resources to XYZ and take them back to their respective companies / vendors once the contract is end or the project work is completed.

XYZ, once in a month pays the charges to vendors for every contractor hired and for number of hours they worked in that month. HR team and the Finance team hold the control in making the payment. Payment claimed by the vendors through proper procedure gets verified with the master agreement copy and then further processed for making the payment.

Contractors from other companies / vendors have to abide by the policies of XYZ while working in XYZ and follow the exit process at the time moving back to their parent company. XYZ provides most of the benefits to contractors which company would provide to full time employees. XYZ creates a good working environment to the employees and the values of the company do not differentiate between fulltime employees and contractors in providing the facilities.

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Program Management Office (PMO) team, Vendor Management Office (VMO), Staffing/recruitment (HR) team and the Extended Management Team (EMT) holds the control on managing the resources (contractors). Every request for hiring a contractor should go through proper approval process.

Program management office works as an administrator and every request raised for the resources should get approved first from this team and then moves to next levels of approvals. PMO team plays a vital role in managing the resources. This team checks the availability and utilization of the resources in the organization and then based on the result of the analysis PMO takes a call to approve the request for new resources.

Vendor Management Office (VMO) team plays a vital role by setting up the business with the vendors, negotiating the rates, including new vendors and having an agreement between company and vendors.The agreement would contain that the vendor to provide the resources whenever company demands and would get paid on an hourly basis or daily basis for every resource once in month.

The agreement would be for the five years and company would not increase the pay if demand for resources goes up in the market or any resource demands high salary when the vendor hires the resources from

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the market and deploy to XYZ. Vendor has to negotiate pay with the candidate before hiring and has to manage all the issues and challenges.

Extended Leadership team consists of head of the recruitment team or director and above level leaders who have to get notified on the hiring of the contractor and have to approve the requests raised for hiring resources.

Staffing / Recruitment team is part of human resources department and plays very vital role in hiring the resources. This team understands the requirement of the business and work accordingly to hire the resources. Staffing team hires the resources from the market if the requirement is for full time employees and coordinates with the vendors to get the resources in case of contractor requirement. In a way it helps recruitment team to get the resource on board as soon as possible if the requirement is for contractor resource as vendor these resources are provided by vendors.

Staffing team considers the hiring request and process further once all the approvals are received.Contractor On Boarding Process

Contractor on boarding process starts from Hiring manager submitting request for the required resources and ends at the moment contractors come on board.

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Hiring manager depending on the resource requirement plans for the type of resource required to complete the project. If manager decides to hire a contractor then he / she sends the request to program management office team keeping recruitment team in the loop for the further process. A unique request number will be created which is called as “Req number” will be maintained for further approval process.

Req goes to Program management office for their approval and this team checks the necessity of the resource requirement and approves the request if the request sounds valid.

Then the request goes to extended management team for their approval. This team does a further verification and approves the request if a satisfactory justification is given for the resource requirement.

Recruitment team gets the approvals and informs vendors to share the suitable profiles for scheduling the interviews. Mean time hiring manager shares the job descriptions with the vendors which helps the vendors to shortlist the suitable profiles.

Vendors provide the suitable profiles of their own employees or hire some resources from market if suitable resource is not found within their company. Recruitment teams of XYZ and vendor organizations coordinate for shortlisting the suitable profiles. XYZ recruitment team schedules the interviews with the hiring manager and takes care of the selection process.

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In case the candidates are not finalized then recruitment team gets back to vendors for more profiles and the same selection process continues till the required numbers of resources are selected.

After the selection and finalization of the candidates, XYZ HR team confirms the same to respective vendors and shares the Background Vetting (BV) form with them. Vendors in turn get the background vetting form duly filled up by the selected candidates and share the same with XYZ HR team along with the required supporting documents.XYZ HR team verifies the documents received and gets back to vendors in case of any missing information or documents. And also the XYZ HR team follows up with the vendors to get the required documents.

XYZ has an in house system for maintaining the contractor data. HR team uses this system for creating the contractor’s record in the system and maintains the database. Once all the required documents are received, concerned HR person updates the contractor details and generates the employee code on the system. Then all the documents will be sent to the Background Vetting (BV) team for the BV initiation and process.

BV team does thorough employment verification with the candidate’s previous organization and current organization. And also BV team verifies the education details as part of the background vetting process. This team updates the BV status on the system they use for database management

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and confirms the HR team to get the candidate on board once the BV is completed.

Post the verification if it is found that the documents provided by selected candidates are fake and/or details provided by them are false then BV team confirms to drop the resource and do not get him/her on board. In such situation HR team confirms the vendor whether the BV is cleared or not. In case of completion of the BV process, HR team informs the vendor to confirm the date of joining of the candidates. Vendor confirms the date of joining to candidate, HR team and the manager who is hiring the candidate. Once the candidate is joined manager takes care of providing the system access, transportation facility etc...

Hiring process involves a proper coordination among HR team, hiring manager, PMO, VMO and vendors.Flow chart attached below shows the work flow of the contractor on boarding process.

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Contractor Database Management

XYZ uses in house system for the data maintenance of the contractor s.The system called UPACM (Unaffiliated Population Access Control Management) is being used for generating the employee code by updating the contractor information on this and also being used for the contractor data maintenance.

Respective managers of the contractors are also having an access to the contractor’s data on system where they can log in and update the changes. Changes would require when manager moves to different team within XYZ or outside the company. Or changes would require when the contractors move into a different team or project etc.

An extension of the contract on the system for all the contractors is required once in a month. Manager has to extend the contract of the contractors on system for those who are reporting to him/her. HR takes care of updating the data bases only in the absence of the managers. Fail to extend the contract on system leads to the deactivation of the employee id and deactivation of the system access of the contractor. It results to pay the contractors without getting the work from them.

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Contractor Exit Process

After hiring the contractors they work on the projects till the completion of projects. It would take 3 months or 6 months or more than a year to get the complete work done. Company decides the timeline to have the contractors with it based on the requirement of the resource for the particular project. Contractor would be sent back to the parent company or the vendor once the required work or project is completed.

Its manager’s responsibility to take a certain call on initiating the exit for the contractor/s in his/her team. Manager decides the last working day of the contractor and communicates the same to HR team and to the vendor from which the resource was hired. HR team communicates the exit formalities to the exiting contractor. As per that the exiting contractor to collect the exit clearance form from the HR team and get the no dues clearance from the required stake holders.

Stake holders are nothing but different teams within the organization like facilities, telecom, IT assets etc... hold the control of issuing and recovering the company assets or services for example Laptop, blackberry, transportation etc… These stake holders check the assets or services

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provided to the exiting contractor and recover or cancel the assets or services. Then the stake holders sign on the exit clearance form which states that there is no due from contractor to their respective teams.

Exiting contractors after getting the clearance from all the stake holders meet the HR team and get the signature from HR on the exit clearance form. HR files the exit clearance form for record maintenance purpose. Exiting contractor gets a copy of the duly filled and signed exit clearance form in order to submit the same in his/her parent company.

At last manager terminates the exiting contractor from the company system which deactivates badge access issued to access the company premises and also deactivates the system access provided to work on the project/s. HR team does the termination of the contractor from system only in the absence of the manager or if the manager finds technical issues in the system

There are two types of Exits in the contractor exit process management.

1. Voluntary2. Involuntary

Exit will be considered as Voluntary exit if the contractor will be sent back to his/her parent company post the completion of the project or assigned work and also performed well in completing the task.

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If the contractor does not perform well and company is not happy with the performance then that contractor will be sent back to his/her parent organization requesting the vendor for replacement. This type of the exit will be considered as Involuntary Exit.

Flow chart attached below displays the work flow of the Contractor Exit Process.

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The Project: Contractor Exit Process Management62

Objective:

1. To analyze and understand the current End to End contractor management process and standardize the complete process

2. To use Managing Continues Improvement (MCI) methodology for Identify the issues and challenges in the current process and recommend the required changes which can eliminate the wastages or unnecessary tasks consuming time and resources

3. To automate the most of the manual work in the current process in order to reduce the cycle time and streamline the process

As per the goals set, the End to End Contractor Management project was divided into two sub projects naming A. Contractor on Boarding Process and B. Contractor Exit Process Management. Project A was led by Ms. Sapna Jadhav and the project B was led by me.

Analysis and Interpretations

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Most of the Delivery Units (DU) in the organization has contractors working with them for different projects. Every delivery units has different teams working on different projects. The project lead of the team has to plan for the proper resource utilization. This involves hiring the contractors having the right skills to get the required work done and complete the projects within specified timelines. Project lead proposes the contractor requirement to the head of the delivery units and open request for resource if delivery units approve the proposals.

As specified earlier in the contractor on boarding process map, project lead opens the request for hiring the contractor resource and request flows through the approval process and recruitment process starts once the req is approved. In this same way contractors hiring happens in all the delivery units whenever there is a requirement. Contractors go back to their parent company / vendor once the project is completed.

Most of the delivery units in the organization feel comfortable to hire the contractors as the contractor management provides flexibility of managing resources. Depending upon the requirement of the resources each delivery units have different number of contractors working in their groups.

Few of the delivery units have huge number of contractors working in their group and few have very less number of contractors working in their group.

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More than 100+ contractors are working in the organization in different teams. Having more contractors would help organization in saving the cost to company as most of the expenses towards fringe benefits can be saved when compare to have the full time employees. There are many more advantages by having the contractors in the organization but it is purely depending upon nature of work, volume of work and the type of the project to be executed.

The numbers of contractors working in every delivery units currently are graphically shown below

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No. of contractors as on 15 Nov 11

20

6

36

2 2

117

46

7

27

2

26

4

66

30

20

40

60

80

100

120

140

DUs

No. of contractors

Every delivery units has multiple business units (BU) in it. Every business units has contractors working in it. As mentioned earlier every business

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units hires the contractors based on the requirements. Few of the business units have huge number of contractors working in their group whereas few business units have very less number of contractors working in their group

All these business units can plan to reduce the number of contractors working in the team or increase the number of contractors in the team anytime based on the volume of the work and requirement of the resources.

The numbers of contractors working in every business units currently are graphically shown below

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No. of contractors as on 15 Nov 11

1 176

32

212

118

36

8115

81

43

102

26

4

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After the completion of the project or the work assigned to the contractor, manager decides to initiate the exit and send the contractor back to his/her parent company. As per the current exit process manager intimates

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the HR team and the vendor about initiating the exit for the contractor/s. HR team issues the Exit Clearance Form to the exiting contractor for getting the no dues clearance from the required stake holders like IT assets team, telecom team, Facility management team etc... on or before the last working day.

Exiting contractor/s meet the HR team post getting the clearance on the exit clearance form and get the HR person signature on the form. Exiting contractor/s gets a copy of the duly signed form in order to submit the same in his/her parent company. HR team files the original copy in the contractors file for the record management purpose. At last the contractor/s has to return the ID card issued from XYZ and leave the company.

Concerned manager has to terminate the exited contractor on the UPACM system on the last working day or very next day of the last working day which automatically disables the system access provide to the exited contractor and deactivates ID card issued. By this step the contractor exit process ends.

Findings (Issues and Challenges)

The current exit process is completely manual and data maintenance is a challenge. Manual work tends to make mistakes and also leaves us to find

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difficulties in following the entire process when the volume of work is high. In the same way here the People’s managers are finding difficulties in following exit process. Currently there is no system to maintain the complete data of the contractors and also to capture the exit data as it is completely manual work. The current process is not getting followed properly since it is not completely standardized.

Based on the requirement XYZ wants to re hire the contractors who worked with it before and moved back to the parent company. In such cases past data or history of the contractors helps a lot in analyzing past performance of the contractors and type of exit. Currently this is also challenging for the managers and recruiters since the data is not available.XYZ has a very good system to maintain the full time employee records which capture the end to end details of the people join the organization and quit the company. But the same kind of systems is not made available to maintain the contractor data due to lot circumstances and legal implications. It was my goal to find a better way in automating the manual process keeping the current circumstances and legal implications in mind.

Recommendations

1. Automate the End to End contractor management process which avoid the most of the manual work starting from hiring the contractor till handling the exit process

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2. Develop a new system or enhance the existing systems identical to the systems used for fulltime employees data management in order to manage the contractor data post joining the organization and the exit data

3. It is also recommended that the new system or the current system enhanced to have an option for reporting work since it helps for the data analysis.

Our organization accepted the recommendation and decided to enhance the in house system as it would be more cost effective comparing to build the new system. Organization considered the recommendation as an innovative idea and instructed to post it as a Eureka Idea on the Eureka intranet portal. Company provided the MCI training which helped in streamlining the process using its methodologies.

First, all the teams involved in hiring and exit of the contractors were met to understand their concerns (if any) in the current process and the issues and challenges were captured and listed down in order to find the better solutions for that.

Using the MCI methodology a Value Stream Map (VSM) was created for the current process which helped in identifying the timelines in every step.

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Then the unnecessary steps and the steps consuming lot of time were also identified. As a result of it, unnecessary steps have been eliminated and effort have been put to reduce the cycle time by reducing the SLA in most of the steps which were consuming lot of time in the current process.

Currently system enhancement is under process and a pilot of the new streamlined and automated the process would be done once the enhancement is completed.

AFTERWORD

Working on a live-project so central and crucial to not only XYZ but XYZ Worldwide was an experience in itself. While working on the project I gained an understanding of End to End Contractor management and its importance for resource management. I also learned about MCI methodologies during the project.

The scope of my project was not limited to Contractor Exit Management but I was also exposed to the End to End Contractor Management function. I was able to understand the e n t i r e process and I got a chance to meet all the teams involved in the entire process which helped to understand their issues and challenges in the current process

I got a chance to interact with some of the most senior members at 72

XYZ and I truly value their suggestions and advise for my future.It was very glad that the senior members accepted the recommendations without making any delay and supported me to work on the implementations of the recommendations

On the whole, three-month time spent on the project was a truly memorable one and an experience that has helped me understand the science of Human Resources better.

REFERENCES

1. XYZcentral.XYZ.com2. XYZindia.XYZ.com3. XYZ.com 4. Headcount Report (31 October 2011)

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