the gap analysis of human resources

The Gap Analysis on Human Resource management

Human resource management

Submitted by

Janak behl

Rani alka Sharma

Prashant choudhary

Umang agarwal

Shalin nigam

IIPM (ISBE-A) FD-1


CASE STUDY ON THE DANCEWORX PERFORMING ARTS ACADEMY

Submitted to

11/30/2010


CONTENT

Introduction of HRM

Objective of Project

Analysis on Case Study

Report of Gap Analysis

Conclusion

References



INTRODUCTION OF HRM

Human resource management (HRM) is the strategic and coherent approach to the

management of an organization's most valued assets - the people working there who

individually and collectively contribute to the achievement of the objectives of the business.

In simple words, HRM means employing people, developing their capacities, utilizing,

maintaining and compensating their services in tune with the job and organizational

requirement.

Its features include:

Organizational management

Personnel administration

Manpower management

Industrial management

HRM techniques force the managers of an enterprise to express their goals with specificity so

that they can be understood and undertaken by the workforce and to provide the resources

needed for them to successfully accomplish their assignments. As such, HRM techniques,

when properly practiced, are expressive of the goals and operating practices of the enterprise

overall. HRM is also seen by many to have a key role in risk reduction within organizations.

Academic theory

For the last 20 years, empirical work has paid particular attention to the link between the

practice of HRM and organizational performance, evident in improved employee

commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore


http://en.wikipedia.org/wiki/Management

http://en.wiktionary.org/wiki/coherent

http://en.wikipedia.org/wiki/Strategic


higher productivity, enhanced quality and efficiency.This area of work is sometimes referred

to as 'Strategic HRM' or SHRM.Within SHRM three strands of work can be observed:

Best practice

Best Fit

Resource Based View (RBV).

The notion of best practice - sometimes called 'high commitment' HRM - proposes that

the adoption of certain best practices in HRM will result in better organisational performance.

These practices included: providing employment security, selective hiring, extensive training,

sharing information, self-managed teams, high pay based on company performance and the

reduction of status differentials.

Best fit, or the contingency approach to HRM, argues that HRM improves performance

where there is a close vertical fit between the HRM practices and the company's strategy..

The Resource Based View (RBV), argued by some to be at the foundation of modern HRM,

focuses on the internal resources of the organization and how they contribute to competitive

advantage.

Overall, the theory of HRM argues that the goal of human resource management is to help an

organization to meet strategic goals by attracting, and maintaining employees and also to

manage them effectively.).One widely used scheme to describe the role of HRM, developed

by Dave Ulrich, defines 4 fields for the HRM function

Strategic business partner

Change Agent

Employee champion

Administration Expert


http://en.wikipedia.org/wiki/Dave_Ulrich


HRM strategy

An HRM strategy typically consists of the following factors:-

"Best fit" and "best practice" - meaning that there is correlation between the HRM

strategy and the overall corporate strategy. As an example, a firm selling cars could

have a corporate strategy of increasing car sales by 10% over a five year period.

Accordingly, the HRM strategy would seek to facilitate how exactly to manage

personnel in order to achieve the 10% figure.

Close co-operation (at least in theory) between HR and the top/senior management,

in the development of the corporate strategy. This is so, since it is a firm's personnel

who actually construct a good, or provide a service. Thus, HR can be seen as one of

the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number

of factors, namely the size of the firm, the organizational culture within the firm or the

industry that the firm operates in and also the people in the firm. An HRM strategy can be

divided, in general, into two facets –the people strategy and the HR functional strategy.

.

FUNCTION OF HRM

To reduce the manual workload of these administrative activities, organizations began to

electronically automate many of these processes by introducing specialized Human Resource

Management Systems. HR executives rely on internal or external IT professionals to develop

and maintain an integrated HRMS. Before the client–server architecture evolved in the late

1980s, many HR automation processes were relegated to mainframe computers that could

handle large amounts of data transactions. VBThe advent of client–server, Application


http://en.wikipedia.org/wiki/Application_Service_Provider

http://en.wikipedia.org/wiki/Client%E2%80%93server


Service Provider, and Software as a Service SaaS or Human Resource Management Systems

enabled increasingly higher administrative control of such systems. Currently Human

Resource Management Systems encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service


http://en.wikipedia.org/wiki/Learning_management_system

http://en.wikipedia.org/wiki/SaaS

http://en.wikipedia.org/wiki/Application_Service_Provider


The payroll module automates the pay process by gathering data on employee time and

attendance, calculating various deductions and taxes, and generating periodic pay cheques

and employee tax reports.

The work time module gathers standardized time and work related efforts. The most

advanced modules provide broad flexibility in data collection methods, labor distribution

capabilities and data analysis features.

The benefits administration module provides a system for organizations to administer and

track employee participation in benefits programs. These typically encompass insurance,

compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects from

application to retirement. Human resource management function involves the recruitment,

placement, evaluation, compensation and development of the employees of an organization.

Initially, businesses used computer based information systems to:

produce pay checks and payroll reports;

maintain personnel records;

Pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to

garner potential candidates for available positions within an organization. Talent

Management systems typically encompass:

analyzing personnel usage within an organization;

identifying potential applicants;

recruiting through company-facing listings;

recruiting through online recruiting sites or publications that market to both recruiters

and applicants.


http://en.wikipedia.org/wiki/Talent_Management

http://en.wikipedia.org/wiki/Talent_Management


The training module provides a system for organizations to administer and track employee

training and development efforts. The system, normally called a Learning Management

System if a stand alone product, allows HR to track education, qualifications and skills of the

employees, as well as outlining what training courses, books, CDs, web based learning or

materials are available to develop which skills. Courses can then be offered in date specific

sessions, with delegates and training resources being mapped and managed within the same

system.

The Employee Self-Service module allows employees to query HR related data and perform

some HR transactions over the system. Employees may query their attendance record from

the system without asking the information from HR personnel. The module also lets

supervisors approve O.T. requests from their subordinates through the system without

overloading the task on HR department.

HEROLD CONSULTING GROUP'S HIERARCHY OF HR FUNCTION

The most basic survival needs of any organization (related to Human Resources) are

compliance (meeting statutory thresholds in pay, benefits, employment law, etc.) and staffing


http://en.wikipedia.org/wiki/Learning_Management_System

http://en.wikipedia.org/wiki/Learning_Management_System


(filling jobs, basic training, scheduling, etc.). If those needs aren’t met, the organization can’t

survive, so leaders cannot begin to focus on value creation and growth opportunities. Once

the needs at those levels are met, however, the organization can get comfortable exploring

employee engagement, talent management and innovative organization designs and solutions

that mark highly successful companies.

OBJECTIVE

To study the deviations or gaps between practical and

theoretical functions of HRM comprising of:-

Recruitment Process.

Performance Appraisal System.

Exit of an Employee.



CASE STUDY ON

DANCEWORX

PERFORMING ART ACADEMY

CHOREOGRAPHERS AS A CAREER

There is a high demand of dance choreographers at global level. Musicians and

entertainers are always in search for top performer in order to produce high

quality music. The basic task of a choreographer is to compose musical and other

rhythmic performances, which are mostly dances. Today the nature of job is

widening. Several choreographers are engaged in many other tasks besides

choreographing dance performances. Choreographers generate and arrange

original dances, combining steps and movements to form an artistic whole. They

also develop innovative interpretations of customary dances. Choreographers



generally audition performers and teach people a dance at rehearsals. They often

direct presentations of their original works. Choreographers work in all forms of

dance which include classical ballet, modern, tap, jazz, folk, ethnic, and ballroom

and other classical dances. There is a need to gain knowledge not only about

dance techniques but also about music, costumes, lighting, and drama. Numerous

professional dance companies employ choreographers under contract. These

companies also invite visiting choreographers on demand. Some choreographers

are employed in small, local dance companies. Others may work with opera

companies and in musical theater, television, movies, music videos, and

commercials. The work of dance choreographers is not only to create moves for

entertainers but many companies like movie producers, directors and dance

companies also invite them for the assistance.

Courses in India:

1) Sangeet Natak Akademi, Rabindra Bhawan, Ferozeshah Road, New Delhi

2) Shiamak Davar Institute for Performing Art {New Delhi}

3) Tagore International School, East of Kailash, New Delhi

4) Danceworx Performing Arts Academy {Ashley Lobo} East of Kailash New Delhi,

5) Government College of Dance and Music, Bhubaneswar, Orissa

6) Shiamak Davar Institute for Performing Art {Mumbai}

7) Danceworx Performing Arts Academy {Ashley Lobo}, Mumbai

8) University of Mysore, Faculty of Arts, Mysore,Karnataka

8) The Natya Institute of Kathak and Choreogrphy, Bangalore

9) University of Hyderabad, Sarojini Naidu School of Performing Arts &

Communication, PO Central University, Hyderabad



10) Kathak Kendra, Bahawalpur House, Bhagwandas Road, New Delhi

11) Kalakshetra Foundation, Rukmini Devi College of Fine Arts, Thiruvanmiyur,

Chennai

12) Visva-Bharati, Sangita Bhavana (Institute of Indian Music & Dance)

13) Nalanda Dance Research Center’s Nalanda Nritya Kala Mahavidyalaya,Mumbai

14) Rabindra Bharati University,Kolkata

DANCEWORX PERFORMING ARTS ACADEMY

Danceworx comprises of The Danceworx Academy and The Danceworx Repertory

Company .

The Danceworx Academy was set up in November of 1998 to teach dance along the lines of

dance institutes overseas. Currently its curriculum consists of styles such as Jazz, Classical

Ballet & Contemporary Dance. Since its inception, The Danceworx Academy, in New Delhi

alone, has expanded from a modest base of 100 odd students, 1 teacher and 1 studio to a base

of over 4500 students, 80 teachers and 15 studios in Delhi and NCR. The Danceworx

Academy launched in Mumbai in September 2007 and has already expanded to 3 studios with

a student base of over 600 students and 5 teachers.

The Danceworx Repertory Company was set up with senior students hand-picked by the

Artistic Director Ashley Lobo and it currently stands at a strength of over 85 artists. These

budding artists are given opportunities to perform, teach and choreograph. They have a

special curriculum set by the Artistic Director.

Ashley Lobo’s involvement in theatre & dance was the inevitable result of being brought up

in a very artistic environment. Whilst growing up in Bombay as a young dancer, he worked

with directors and choreographers like Alyque Padamsee, Krishna Bhargava, Celia Lobo,



Karla Singh, Salome Roy Kapoor, and many others, in several productions.

He founded The Danceworx Academy in 1998 and The Danceworx Repertory Company in

2001. Today, The Academy has over 4500 students and 15 studios in New Delhi and has over

600 students & 3 studios in Mumbai. The Repertory Company stands at strength of over 60

artists. He is a member of the guest teacher faculties of:

National School of Drama

Barry John Acting Studio

He has choreographed for various theatre companies in India for several productions,

including:

Duet by "Three"

Salaam India

Short Cut

Buddha

Romeo & Juliet Technicolor

Les Miserables

Matilda

Fiddler on the Roof

Jesus Christ Superstar

Me and My Girl

West Side Story

(The Danceworx & Old World

Culture)

(National School of Drama)

(Theatre World)

(National School of Drama)

(Theatre World)

(Theatre World)

(Delhi Music Theatre)

(Theatre World)

(Prime Time Theatre)

(Delhi Music Theatre)

2009

2008

2003

2000

1999

1998

1996

1995

1994

1994

1989

He has conceived, written, directed & choreographed:

The Box (2006) – a production, staged for the Kala Ghoda Arts Festival in Mumbai



About Nothing (2003 & 2007) – a production featuring Barry John and The

Danceworx Repertory Company dancers for The Old World Theatre Festival held at

the India Habitat Centre

Passage to Amsterdam (2002) – a production that toured three cities of the

Netherlands and two cities in India. It was conceptualised to celebrate 400 years of

Indo-Dutch relations

He has choreographed various special events, including:

1000 Day Countdown to Commonwealth 2010, 2008 at India Gate lawns, New Delhi

Worldwide Launch of Microsoft Vista, 2007 at The Backdrop of The Taj Mahal, Agra

Hungry Heart Festival, Musicals, , performed at India Habitat Centre, New Delhi

(2007)

Love Sees No Colour, World Peace Day Anthem, endorsed by Nelson Mandela,

involving 22 countries (conceived by Nassiri, an international singer, songwriter &

philanthropist), shot at the Taj Mahal, Agra

International Film Festival of India 2006 opening ceremony in Goa

Kala Ghoda Arts Festival 2005 in Mumbai

Commonwealth Games XVIII Queen's Baton Relay at the National Stadium, New

Delhi

Taj Mahal Hotel Centenary Celebration, a show organized by The Taj Group of

Hotels to celebrate 100 years of The Taj Mahal Hotel, Mumbai, performed at The Taj

Mahal Hotel, Mumbai

Bhartiya Pravasi Milan, organized by the Government of India, directed by

Muzzaffar Ali, performed at Indira Gandhi Stadium, New Delhi



United for Gujarat, a show organized in aid of the victims of the Gujarat earthquake

featuring bands from India (Euphoria & Silk Route), Pakistan (Junoon) and

Bangladesh (Miles), performed at Jawahar Lal Nehru Stadium, New Delhi

Jesu Krist Jayanti 2000, a show organized by the Government of Delhi, performed at

Indira Gandhi Indoor Stadium, New Delhi

Republic Day Parades for 2 consecutive years in New Delhi for the Ministry of

Textiles (2000 & 2001)

His choreographies for Films, Music Videos, etc. include:

Films

Aisha (Anil Kapoor Production) ,directed by Rajshree Ojha (under production)

Teen Patti (Serendipity Films), directed by Leena Yadav – under production

Tera Kya Hoga Jonny , directed by Sudhir Mishra – under production

Bhumi – (CineBasha Films) – under production

Kalpvrikshya (Rhombus Films), directed by Manika Sharma (to be released)

Blue (Ashtavinayak Cine Vision Pvt. Ltd.), directed by Anthony D’Souza

Love Aaj Kal (Illuminati Films), directed by Imtiaz Ali

U, Me Aur Hum (Devgan Films), directed by Ajay Devgan

Jab We Met (Ashtavinayak Cine Vision Pvt. Ltd.), directed by Imtiaz Ali

No Smoking (Kumar Mangat & Eros International), directed by Anurag Kashyap

Namastey London (Blockbuster Movie Entertainers), directed by Vipul Shah

Ahista Ahista (Anjum Rizvi Film Company), directed by Shivam Nair

Dhoom (YashRaj Films), directed by Sanjay Gadhvi

In Othello (ANB Motion Pictures),directed by Roysten Abel

Socha Na Tha (Vijeyta Films), directed by Imtiaz Ali



Ad Films and Campaign

John Player's print ad campaign (FCB Ulka), featuring Hritik Roshan

Disney Channel promo, (Think Hard Productions)

Metro Shoes ad film

Vivel ad film, starring Kareena Kapoor

Lux ad film, director Navdeep Singh (Red Ice Films), starring Aishwarya Rai

Tata Indicom Motorazr ad film, starring Isha Sharvani

Agni Jewellery ad film, director Arjun Sablok (Yashraj Adfilms), starring Riya Sen

Music Videos, etc :

Aare Aare by Sandesh Shandilya, director Imtiaz Ali

I am So Lonely by Sangeet Haldipur, director Leena Yadav

Mundeya by Aiysha (international artist), director Gray Rogers

Bheega Badan by Aiysha (international artist), director Mohammed Burmawala

Dhoom Dhoom by Tata Young (international artist), director Arjun Sablok (Yashraj

Films)

Maar Dala by Nirmal Pandey, director Pradeep Sarkar

Good Morning India Show on Star Plus, daily morning slot (over 250 episodes) it was

anchored by Ashley Lobo

He has choreographed special performances for various corporate companies

including:

Air India Alliance Francaise Alembic



Awaaz Consumer Awards ABN-AmroBravery Awards for

Godfrey

Bentley Casio CNN IBN

CNBC Castrol DD

Ericsson Essar (Hutch) Fiat

Fuji Films General Motors GE

Godfrey Philips (I) Ltd. Hutch Hyundai

Honda Heinz India Hennessey

HBO Hyatt Hotels HSBC

Hotel Nikko ITC Indian Navy

JJ Vallaya Lamborghini Lycra by Dupont

LML Motors Lacoste Maruti-Suzuki

Master Card Maybach Motorola

Microsoft Nissan Over Drive

Pepsi Philips Phillips India

Reebok Rado Siemens India

SAS Airlines Star TV Spice Mobile

Tata Toyota Tupperware

Taj Group of Hotels WLS India Fashion Week Xerox

Yamaha India Zoom TV

Teacher Style Institution Year



Ashley Lobo

(Australia/India)

Jazz/ Contemporary The Danceworx 1998 onwards

Soraya Franco (Dominican

Republic)

Yoga Ballet/ Yoga Dance

Therapy

The Danceworx 2005 onwards

Raymond Esterhuizen

(Netherlands)

Limón technique The Danceworx 2006

Nik Hills (Australia) Contemporary The Danceworx 2001, 2006

Jaan Freeman (USA) Horton technique The Danceworx 1999, 2003,

2006

HaviKoro Dance Group

(U.S.A.)

Tap/ Break Dance/ Hip-

Hop

The Danceworx 2006

Mandeep Raikhy (India/

U.K.)

Laban Contemporary The Danceworx 2006

Caesar Augusto Moniz

(Portugal)

Contemporary/ Classical

Ballet

The Danceworx 2005

Susan Buirge (France) Composition of Dance The Danceworx 2005

Mahesh Mehboobani (India) Contemporary The Danceworx 2005

Ronnie Shambik Ghosh

(Hong Kong)

Jazz/ Matt Mattox

technique

The Danceworx 2004, 2005

Garima Batra (India) Yoga The Danceworx 2005

Ivan Pulinkala (U.S.A.) Contemporary/ Classical

Ballet

The Danceworx 2005

Santosh Nair (India) Chau Folk Dance The Danceworx 2002, 2004



Compagnie Mulleras

(France)

Jazz/ Contemporary The Danceworx 2004

Franziska Rosenweig (U.K.) Gyrotonics/ Classical BalletThe Danceworx 2002, 2003

Isabella Andrea (U.K.) Martha Graham technique The Danceworx 2003

Anna Huber (Germany) Contemporary The Danceworx 2003

Dilip Shankar (India) Theatre Workshops The Danceworx 2002

Eefa Shroff (India) Yoga The Danceworx 2002

Anastacia Flewin (Australia)Classical Ballet/ Neo-

Classical

The Danceworx 2001, 2002

Satya (India) Yoga The Danceworx 2001

Fernando Aguilera

(Argentina)

Classical Ballet The Danceworx 1999, 2000

OBSERVATION ON HR FUNCTIONS

Recruitment:

The job is completely based on Contract Basis depending upon the

nature of assignments offered to the company ranging from dances like

Jazz, Classical, Salsa etc.

The recruitment is done by a panel of professionals who interview the

candidates as per the requirement of the assignment.



An orientation program is conducted in order to provide a brief

overview of their jobs.

They are paid in terms of percentage of profits which the company

makes from the assignment i.e. they are made the shareholders in a

particular assignment. Also, no provident funds are provided.

No bonds among the company and the employee are signed.

Job Specification and Description

As the jobs are totally contract based depending upon the assignment, people

are hired and fired accordingly.

The tenure of a person in a company is only limited to the tenure of the

assignment.

The administrative department has been set up comprising of people with

permanent employment and is provided all the basic amenities including

accommodation and other allowances.

The company has recruited 25 teachers from India and abroad with

specialization in different dance approaches.

Performance Appraisal

The performance appraisal used here is APPRAISAL BE RESULT.

The company follows the Flexi- Basket Incentive Strategy as a part of

performing appraisal system.

The frequency of performance appraisal is quarterly.



Exit/ Lay Off

After analyzing the employee by PA system , the ineffective employee

is served with a notification informing the performance and are given

some time to improve. Further, if no improvement is not seen, one more

notice is served and this is taken to be as the last warning.

If the results are still the same, the employee is terminated from his

contract in presence of two people from administrative dept who serve

as the witness.



INFERENCE

HR Function Company’s

Approach

Theoretical

Approach

Gap Analysis

Recruitment Contract Based No Social

Stability.

Highly

Satisfied staff

in terms of

monetary

requirments.

Performance

APPRAISAL System

Appraisal by Result No rating of

employee

according to

performance.

Exit/ Lay off Issues notifications

with feedbacks

Inccurs huge

losses in terms

of new

recruitments,

time and

resources loss

and compititors

gain.


the gap analysis of human resources

Documents

y y y best practice

strategic hrm

practice of hrm

hrm practices

theory of hrm

role of hrm

fit resource

hr strategy