CERTIFIED ORGANIZATION DEVELOPMENT ANALYST

C O D A P r o j e c t | 1
2015
May 6, 2015
Certified Organization Development Analyst
(comprehensive learnings about the concepts of
organizational development)
Project Work
Mumbai Monorail,2014

Table of Contents
Section 1 (Objective of the project) ...............................................................................................5
Objective ......................................................................................................................................5
Scope of the Project in terms of Department/Positions and Industry ................................................5
Brief overview of Findings ..............................................................................................................5
Conclusions ...................................................................................................................................5
Section 2 (Analysis of an organization using a strategic tool )..........................................................7
Porter’s Five Forces Theory ............................................................................................................7
Benefits of the model ....................................................................................................................8
Rail Industry Lifecycle ....................................................................................................................8
Emergence of Railway Business Unitin Nirman ...............................................................................9
Porter’s Five ForcesAnalysis.........................................................................................................10
SupplierPower…………………………………………………………………………………………………………………………………10
Buyer Power ...............................................................................................................................11
Threat of New Entry ....................................................................................................................11
Substitutes ..................................................................................................................................12
Threat of Rivalry ..........................................................................................................................12
Section 3 (Organization Analysis using organizational excellence models) ....................................12
Understanding of Weisbord Model ...............................................................................................12
Pros and Cons of Six box model.....................................................................................................14
Case Analysis on RBU ...................................................................................................................14
Methodology used.......................................................................................................................15
Processing of the Data .................................................................................................................17
Interpretation and diagnosis ........................................................................................................19
Interventions...............................................................................................................................22

Section 4(HR Audit using PCMM) .................................................................................................23
Understanding of the model.........................................................................................................23
Maturity levels of P-CMM ............................................................................................................25
Discussions .................................................................................................................................28
Process Area(Staffing) .................................................................................................................28
Process Area(Performance Management) ....................................................................................29
Process Area(Training and Development) .....................................................................................30
Process Area(Compensation) ......................................................................................................31
Process Area(Work Environment) ................................................................................................32
ProcessArea(CommunicationandCoordination )……………………………………………………………………………33
Explanations ...............................................................................................................................34
Conclusions .................................................................................................................................35
References..................................................................................................................................36

Prelude
For the purpose of analysis I have taken Railway Business Unit of a large construction
conglomerate called Nirman (name changed).It is interesting to understand the RBU’s
organizational strategy through Porter’s model when they rolled out this new business unit,
organizational diagnosis by six box model and the maturity level that it has reached after 5
years of its existence.
This is my second project after CPCD. In this project I have used research methods like
interviewing, questionnaire, observations, discussions with my colleagues &CODA class mates
and survey etc., to gather data and assessment of the organization using various models like
Porter’ Five Forces, Six box model and of course PCMM. I wanted to thank Yin-Che Chen, King-
Ching Hsieh, and Mei-Tai Wu for their analysis of Industrial Control industry in Taiwan via
PCMM model and that their work has influence my project work also. And also PCMM book by
Bill Curtis, William E. Hefley and Sally A. Mille. I have also taken the references from internet
which I have mentioned in my references section on the last page of the project. I have used
the free version of www.surveymonkey.com.I thank Mr. Ronald Raj for guiding me through this
project.

Section 1- Project Summery
Objective
To analyze organization using strategic tool (Porter’s Five Forces)
Conducting organization analysis using organizational excellence model (Six Box Model)
To do HR audit using PCMM
To study the analysis done by other researchers on these models
To prepare a project report to be used as a reference material
Scope of the Project in terms of Department/Positions and Industry
To understand the organization strategy behind Railway Business unit and how it positions itself in
Rail Industry
Diagnosis of organizational challenges faced when a new business unit is introduced
Validity of internal processes, communication and environment
Brief overview of Findings
RBU has favorable situation in terms of threat of new entry, substitutes and threat of rivalry but
buyer power & supplier power is arresting RBU’s dominance. Therefore it has to work out a strategy
keeping these factors in mind in order to bag future projects from Indian Railways.
Analysis by six box model suggests that leadership, attitude towards change, rewards and
relationshipscan befocused as areas of improvement, and thus tangibleand suggestive interventions
are proposed.
RBU is assessed for level 2 for PCMM model and it is found to be matured towards managing people
and to provide a supportive work environment with adequate work resources, providing a well-
articulated compensation strategy, training and development opportunities.
Conclusions
The Porter’s Five Forces model is a simple tool that can be utilized to help strategic understanding
where power lies in a business situation. The tool can also be used to understand both the strength
of a company’s current competitive position, alongside the strength of a position the company may
be looking to move into. The Five forces framework focuses on business concerns rather than public
policy but it can also emphasize extended competition for value rather than just competition among
existing rivals. The ease of its use has inspired numerous companies as well as business schools to
adopt it.
P-CMM is a process based model which focuses on effectively executing HR day-to-day processes and
functions. Once these processes become standardized and continue to be improved for broader
purposes, they can be simulated and even transferred to diverse areas within an organization. Also
with this process orientation in a progressive scope, P-CMM provides an operational direction of HR
benchmarking, which can not only be used to diagnose and analyze the current stage but also to
predict and provide for the future stage.
Six-Box model was used primarily as an organizing device. It is allowed for logical organization of
thoughts and data. It also facilitated the prioritization of recommendations. This model provides a
strong foundation for assessing organizations. It is also useful as a "quick look" tool to determine
one's strategy for dealing or working with an organization.

Section 2- Analysis of an organization using a strategic model
1. PortersFive Forces-
a) Framework/theory
Porter's Five Forces of Competitive Position Analysis were developed in 1979 by Michael E
Porter of Harvard Business School as a simple framework for assessing and evaluating the
competitive strength and position of a business organization. This theory is based on the
concept that there are five forces that determine the competitive intensity and
attractivenessof amarket.Porter’sfive forceshelptoidentifywhere powerliesinabusiness
situation. Strategic analysts often use Porter’s five forces to understand whether new
products or services are potentially profitable. By understanding where power lies, the
theory can also be used to identify areas of strength, to improve weaknesses and to avoid
mistakes.
b) Porter’sfive forcesof competitivepositionanalysis:
Figure 1: Schematic Representation Of Porter’s Five Forces
c) The five forcesare:
Supplierpower- Thisisan assessmentof how easyitisforsuppliersto drive up prices. This is
driven by the number of suppliers of each essential input; uniqueness of their product or
service;relativesize andstrengthof the supplier;and cost of switching from one supplier to
another.
Buyer power-This is an assessment of how easy it is for buyers to drive prices down. This is
driven by the number of buyers in the market; importance of each individual buyer to the
organisation; and cost to the buyer of switching from one supplier to another. If a business
has just a few powerful buyers, they are often able to dictate terms.
Competitive rivalry-The main driver is the number and capability of competitors in the
market. Many competitors, offering undifferentiated products and services, will reduce
market attractiveness.

Threat of substitution- Where close substitute products exist in a market, it increases the
likelihoodof customersswitchingtoalternativesinresponsetoprice increases. This reduces
both the power of suppliers and the attractiveness of the market.
Threat of newentry- The profitable marketsattracts new entrants,whicherodesprofitability.
Unless incumbents have strong and durable barriers to entry, for example, patents,
economies of scale, capital requirements or government policies, then profitability will
decline to a competitive rate.
d) BenefitsdoesPorter’sFive Forcesanalysisprovide-
Five forcesanalysishelpsorganizationstounderstandthe factorsaffectingprofitabilityina
specificindustry,andcanhelp toinformdecisionsrelatingto whethertoenteraspecific
industry;whethertoincrease capacityinaspecificindustry;anddevelopingcompetitive
strategies.
Actions to take / Dos Actions to Avoid / Don’ts
 We can use this model where there are at
least three competitors in the market
 Need to consider the impact that
government has or may have on the
industry
 Considerationof the industrylifecyclestage
– earlier stages will be more turbulent
 To consider the dynamic/changing
characteristics of the industry
 We shouldavoidusingthe model for
an individual firm; it is designed for
use on an industry basis
Table 1: Benefits of Porter’s Five Forces Analysis
2. Rail IndustryLifecycle-
India’s rail network is the largest in Asia and the second largest in the world (behind the US)
spanning64,456 km withmore than 7,133 railwaystations.The IndianRailways operates 19,000
trains daily, transporting 2.65 MMT of freight and 23 million passengers across the country.
However India’s rail infrastructure suffers from chronic under-investment, due to which its
potential for freight movement remains largely untapped.
The Eleventh Five YearPlanattemptedaparadigmshiftfromthe earlierincrementalapproaches
to one of significant infrastructure capacity addition to handle the quantum increase in traffic
levels and to sustain mobility on the network by setting ambitious targets as compared to the
performance duringthe TenthPlan. Thisplanstrategicallytargetedonconstructionof dedicated
freightcorridors & separatingfreightfrompassenger routes; route-wise planning and capacity
augmentation on the high density network; renewal, rehabilitation & replacement of railway
assets; upgrading technology by use of anti-collision devices, adoption of fire proof coaches,
crash worthy satisfaction coaches, reducing level crossings, enhanced training and efforts to
empower railway protection force . Seven corridors had been identified for conducting pre-
feasibilitystudiesforrunninghigh-speedtrains(popularlyreferred to as bullet trains) at speeds
above 350 kmph.These corridorswillbe setupthroughPPProute. During the period of 2012-17,
Mass Rapid Transit Systems (MRTS) projects are being planned in Ahmedabad, Bengaluru,

Hyderabad,Chandigarh,Chennai, Delhi, Jaipur, Kochi, Kolkata, Mumbai, Patna, Pune, Lucknow
and Surat through the PPP model.
3. Emergence of Railway Business Unit in Nirman-
Nirman is a US$10 billion technology, engineering, construction and manufacturing &financial
services conglomerate. Railwaybusinessunit(RBU) isoriginatedasabusiness unit in the year 2007
as a part of Nirman’s new business initiative. It is inspired by eleventh five year plan. However
Nirman had been engaged in the construction of rail infrastructure for more than three decades
now.
Vision is to become a No. 1 integrated engineering solutions provider in India and Middle East
markets by year 2020, by continuously creating value for our shareholders.
Missionisthey will be responsive tocustomerneeds,delivering optimalsolutionsandvalue-added
services; ensuring sustainable growth and professional excellence using state-of-the-art
technology,process-drivenapproaches,eco-friendlysolutionsandITenabledtools;fosteraculture
of mutual trust, respect, teamwork, continuous learning, innovation, challenge and employee
empowerment to provide a growth-oriented workplace; adhere to fair, transparent and ethical
practicesininteractionswithall stakeholders, in keeping the tenets of good corporate citizenship
and remain flexible & agile, continually adapting to the changing business environment.
Values of RBU
 Client value creation-Enabling clients to become high-performance businesses and creating
long-term relationships by being responsive and relevant.
 Skill Amplifying-To develop a repository of skills and knowledge & train ourselves as a skilled
workforce committed to create value proposition for our clients.
 Respectfor Individual-Todemonstrate respect and empathy when working with others. To be
sensitivewhendealingwithother points of view and constructively raise and discuss ideas. To
be cooperative and establish good working relationships and have knowledge of work group
member’s responsibilities.
 Challengingtasks- Challengingourselves again and again so that we evolve and grow stronger.
To perform the most challenging tasks without a mistake.
 Integrity-Being ethically unyielding. Be honest and inspiring trust by saying what we mean,
matching our behaviors to our words and taking responsibility for our actions.
 Transparency- Seekingfeedbackfromall directionsto achieve open communication and foster
collaboration. Proactive in communicating outcomes up, down, and across the entire
organization and offering constructive feedback to others that is timely, specific, and
descriptive.

 Collections- Increase revenue and collections through use of best practices for Revenue Cycle
Management.
Corporate Strategy is to consolidate within self and position as a provider of complex range of
multi-disciplinaryservices,includingconstruction of railway sidings and yards, bridges (steel and
concrete), tunnels, rail-based urban transit systems (metro systems), stations (including
undergroundstations),railwayelectrification,signalandtelecommunicationsystems,integrated/
composite railway projects, railway track-laying and closed-loop rail transportation systems
(merry-go-round systems) for comprehensive and cost-effective bulk material movement.
For the next5 yearsplan wouldbe to bid aggressivelyforDedicatedFreightCorridor,Monorail,
constructionof IndianRailwayCastSteel WheelManufacturing Plant,TrackworksinChennai
metro, Tractionworksin HyderabadMetro.
4. Porters 5 forces Analysis which is represented as below(Table 2,3,4,5,6) in a simple plus minus
analysis meaning any force acting in favour of the organization would get a plus (+) and any
force acting against will be marked as minus(-):
Supplier Power: For Railway Business Unit (RBU), supplier power can set to be relatively High. The
Indian railways (IR) has setstandardizations, therefore dependencyontechnologyprovidersishigh
for getting the contract & thus suppliers dictate their terms. For certain category of products like
electrificationcomponents/technology,none of the Indian companies qualify the requirements of
RDSO (Research Designs and Standards Organization) and only MNCs have the capability, thus
their collaboration becomes critical for getting contracts.
Factors Railway Business Unit
Supplier Concentration (-)
Substitute Suppliers (-)
Switching Cost (-)
Threat of Forward Integration (-)
Buyer Information (-)
Table 2: Analysis for Supplier Power

Buyer Power: This would be classed as High/Strong with regards to RBU. The Indian Railway
is operatingin a monopolisticsituation.Theydemand for latesttechnologyat cost-effective
prices. They tend to squeeze the supplier for better margins. If the margins are not met,
they may switch over to a cheaper and unreliable supplier. However It becomes critical to
continue provide services to Indian Railways in spite of adverse buyer power because they
can give high volumes as well high value projects based upon vendor performance records
& capability in future.
Buyer Concentration (-)
Price Sensitivity (-)
Switching Cost (+)
Volume (-)
Threat of Backward Integration (-)
Substitute Products (-)
Heterogeneity (+)
Threat of New Entry: The threat of new entry is Low. There are no Indian companies which
offer high quality complex range of multi-disciplinary services to Indian Railways (IR).
Nirman has 3 decades of enriched past experience with IR. Switching cost for IR would be
higher especially in mega projects. Also since Nirman has earned good reputation over the
years, therefore many small players like to associate with them. Thus their reach to market
resource is far and wider. Nirman being a big conglomerate and therefore have a high risk
appetite.
Potential Economies (+)
Scope Economies (+)
Brand Equity/Reputation (+)
Switching Cost (+)
Capital Requirement (+)
Market/Resource Access (+)
Table 3 &4: Analysis of Buyer Power and Threat of New Entry

Substitutes:The threat of Substitute products is low in present environment. But the threats of
substitutes are increasing. The government will promote PPP model (Public Private
Partnerships) for modernizing railway infrastructure in subsequent railway budgets. Therefore
International players may form consortiums with local players and may offer a viable potential
substitute. Although price sensitivity of IR will remain a big challenge.
Available Alternatives (+)
Switching Cost (+)
Suitability of Alternatives (+)
Price Sensitivity (+)
Potential Substitutes (+)
Table 5: Analysis for Substitutes
Table 6: Analysis for Threat of Rivalry
Section3- OrganizationAnalysisusing organizationexcellencemodels
1. Understanding of the Six Box Model by Marvin R Weisbord (1976)-
In Marvin R. Weisbord’s Six-Box Model, six categories are used to perform organizational
diagnoses which are as follows-
a) Purpose (mission, objectives,goals,priorities,values,beliefs,satisfaction,competencies)
b) Structure (division of work, functions, organize and organization chart)
c) Relationships (conflict management, peer-boss-subordinate)
Threat of Rivalry: There are fewplayers in the market offeringdiverse technical servicesforrail
infrastructure. Therefore threat of rivalry isLow .IR has time and again associated with
Nirman and givenappreciation awards for its contribution invarious projects. For eg.Nirman
has proven its engineeringgeniusinconstructingviaduct across Panvel Nadi for Konkan
Railways. In Rail sector Nirman has ambitiousplans of growth and provenits engineering&
construction ability.Now RBU is usingthis advantage while competingfor bigger projects.
Conventional Fixed/Variable Cost (+)
Differential Capacity (+)
Pricing Behaviour (+)
Market/Company Growth (+)

d) Rewards (formal, informal, achievement)
e) Leadership (keeping the elements in balance)
f) Helpful Mechanisms (meetings, policies, coordination)
g) Environment (forces external to the organization difficult to control)
The author has usedthe Six-Box modeltoassistinthe analysisof an organization. Data gathered
from numerous interviews/questionnaire was categorized according to Weisbord's model.
Strengths and weaknesses of each box or element were then examined. The balance or lack of
balance among these Strengths and weaknesses provided the basis for recommendations for
future actions.
To perform an organizational diagnosis, it is essential to have a basic understanding of what
“diagnosis” means and why it must be done. According to Weisbord, identifying and solving a
problemmustbe done systematicallybythe same people, because by so doing, they learn from
their own situation and then seek improvement.
Six-Box model was used primarily as an organizing device. It allowed for logical organization of
thoughtsanddata. It alsofacilitatedthe prioritization of recommendations.This model provides
a strong foundation for assessing organizations. It is also useful as a "quick look" tool to
determine one's strategy for dealing or working with an organization.
Figure 2: Schematic Representation of Weisbord‘S Six Box Model

Pros of this model are mentioned below-
a) The Six Boxesmodel isrelativelyuncomplicated,easytounderstandandto visualize byclients. It
reflects the essential activities and key variables in an organisation, and has been successfully
implemented to assist clients in their change programs.
b) Since Weisbordwasinterestedinchange processes,he includedpoliticsasan integral part of the
delivery'sphase designprocess.Forthe organisationtobe able to adopt the change, individuals
and departments must have the power to realize the change.
c) Althoughotherconsultantshave notusedWeisbord'smodel extensively, writers, such as Nadler
and Tushman, Burke and Litwin developed their approaches based on this model.
d) The model draws from a number of management theory schools -- organisation design,
behavioural, psychology and organisational learning.
Cons of this model are mentioned below-
a) The model offers superficial strategic and financial analysis. After an initial check of the
organization’s fit with its environment, the strategy is assumed constant. The interventions
required to rebalance the six boxes are not financially validated.
b) No empirical datahasvalidatedWeisbord'sclassificationof anorganisationintosix components.
The model is based on logic.
c) Weisbord made a clear distinction between the formal and informal organisation. The formal
organisationisthe way the organisationoughttowork.The informal organisation is the way the
organisation really works. This analytical differentiation is usually too artificial in reality.
d) Model lacks a solid theoretical foundation to determine the real existence of gaps, and their
degree of influence overthe wholeorganizationaleffectiveness.Furthermore, the model fails to
provide a solid course of action to close identified gaps given the internal arguments of
dissatisfaction.
2. Application of Weisbord’s Six Box Model- A Case Analysis on Railway Business Unit
a) Understandingof the Organization
i. Background
Nirman is a US$10 billion technology, engineering, construction and manufacturing &financial
services conglomerate. Railway business unit (RBU) is originated as a business unit in the year
2007 as a part of Nirman’s new business initiative. Railway Business unit is started as a new
businessunit.The broadspectrumof targetedcapabilitieswouldenableNirmanoffering a single
–source SolutionsCompanyforcomplex andintegratedrailwayprojects. Traditionally Nirman is
a civil contractor company.Itis notedthatRBU’s skillsrequirementsare differentfromits parent
company.
ii. Administration
The organizational structure of the Nirman is bureaucratic in nature; communication is very
formal and commonlyreliesonwritten messages, reportsand memos.Ithasmultiple layers,dual
reporting’s and centralized authority. The structure helps in standardization, administrative
efficiency, control and clear management structure. But it has high levels of supervisor, lack of

employee freedom. But for RBU a more flat structure is considered which resulted in quicker
decision making. For building team of RBU a dynamic CEO was hired laterally who has Railway
experience as well as good leadership skills. This has brought clear communication, delegation
and involvement of team in the shared vision of the company.
iii. Consolidation
But RBU was formed a collective team of old Nirmanites and new bunch of Railway Specialists
hiredfromexternal sources.Thishasresultedincomplex dynamicsof relationshipsat work. The
oldNirmanitesisusedtoformal communication,no feedback systems, working late hours, and
multi-skilling.The CEOwantsdemocraticstyle of working, harness individual capabilities, clear
feedback mechanisms in place, clear roles and focused output. But old Nirmanites have come
with solid teams with a harmonious relationships and proven records of delivery on time. The
compensation of RBU was kept aligned as per the salary polices of Nirman. New hires were
offered salaries as per market rates. This change has triggered attrition of old Railway
specialists.
b) Methodology used
The Organizational Diagnosis Questionnaire (ODQ) is based on Weisbord’s practitioner-
orientedtheory.The ODQgeneratesdataineachof Weisbord’s suggested six areas as well as
in a seventh, attitude toward change. This item was added as a helpful mechanism for the
person involved in organizational diagnosis. In attempting any planned-change effort in an
organizationitiswise to know how changeable an organization is. Such knowledge helps the
change agentunderstandhow to directhisefforts.Thirty-five items compose the ODQ, five in
each of the seven variables. Respondents are asked to indicate their current views of their
organization on a scale of 1 to 7, with a score of 4 representing a neutral point (Table 7).
Table 7: The Questionnaire(ODQ) Design with Responses
Strongly
Agree
Agree
Agree
Slightly
Neutral
Disagree
Slightly
Disagree
Disagree
StronglyParameters/Weightage 1 2 3 4 5 6 7
1. The goals of this organization are clearly
stated. 2 5 3
2. The division of labor of this organization is
flexible. 3 3 2 1 1
3. My immediate supervisor is supportive of my
efforts. 3 5 1 1
4. My relationship with my supervisor was a
Harmonious one. 3 6 1
5. My job offers me the opportunity to grow as
a person. 2 2 2 3 1
6. My immediate supervisor has ideas that are
helpful to me and my work group. 2 2 3 2 1
7. This organization is not resistant to change. 4 1 1 1 2 1
8. I am personally in agreement with the stated
goals of my work unit. 2 3 4 1
9. The division of labor in this organization is
intended to help it reach its goals. 1 4 3 1 1

10. The leadership norms of this organization
help its progress. 1 4 2 1 2
11. I can always talk with someone at work if I
have a work-related problem. 4 3 2 1
12. The pay scale and benefits of this
organization treat each employee equitably. 3 2 1 1 1 2
13. I have the information that I need to do a
good job. 1 2 5 2
14. This organization introduces enough new
policies and procedures. 1 3 3 2 1
15. I understand the purpose of this
organization. 1 5 3 1
16. The manner in which work tasks are divided
is a logical one. 1 2 5 1 1
17. This organization’s leadership efforts result
in the organization’s fulfillment of its
purposes. 5 4 1
18. My relationships with members of my work
group are friendly as well as professional. 4 6
19. The opportunity for promotion exists in this
organization. 1 6 3
20. This organization has adequate mechanisms
for binding itself together. 4 3 3
21. This organization favors change. 4 2 1 2 1
22. The priorities of this organization were
understood by its employees. 3 3 4
23. The structure of my work unit is well
designed. 1 6 3
24. It is clearto me whenever my boss is
attempting to guide my work efforts. 2 3 3 1 1
25. I have established the relationships that I
need to do my job properly. 1 6 2 1
26. The salary that I receive is commensurate
with the job that I perform. 1 6 1 1 1
27. Other work units are helpful to my work unit
whenever assistance is requested. 4 2 2 1 1
28. Occasionally I like to change things about my
job. 1 4 1 3 1
29. I had enough input in deciding my work-unit
goals. 1 5 3 1
30. The division of labor in this organization
actually helps it to reach its goals. 3 4 2 1
31. I understand my boss’s efforts to influence
me and the other members of the work unit. 1 1 3 3 1 1
32. There is no evidence of unresolved conflict in
this organization. 2 1 3 1 2 1
33. All tasks to be accomplished are associated
with incentives. 1 3 1 2 2 1
34. This organization’s planning and control
efforts are helpful to its growth and
development. 3 2 3 1 1
35. This organization has the ability to change. 1 3 3 1 2
The ODQ isa survey-feedbackinstrumentdesignedtocollectdataonorganizational functioning.
It measures the perceptions of persons in an organization or work unit to determine areas of
activitythatwouldbenefit from an organization development effort. It can be used as the sole
data-collection technique or in conjunction with other techniques (interview, observation,

etc.).The instrument and the model reflect a systematic approach for analyzing relationships
among variables that influence how an organization is managed. The ODQ measures the
informal aspects of the system.
c) Administrationof the ODQ
The administrator of the questionnaire must emphasize to the respondents that they be open
and honest. If theyare not; data may yieldan inaccurate assessment of the organization on any
or all of the seven variables.All ODQstatementsare positiveandcaneasilybe discernedassuch,
which may influence the manner in which the respondents react to the questionnaire.
d) Processingthe Data
i. The Sample size of the data represents 30% of staff each band comprising of Junior
Management, Middle level and Senior Management. They cover both technical and support
departments located in head office as well as different project sites.
ii. The Website Survey Monkey is used to connect with all the participants (Figure 3). Within
specifiedtime andproperexplanation,respondentshave completed their Survey. However it is
pertinent to mention that this group represents 1/3rd
of the total staff and they are technical
savvy &understands the utility of such surveys.
Figure 3: ODQ onwww.surveymonkey.com
ndividual response
Figure 4: Individual Responses on www.surveymonkey.com

iii. The responsescollectedbySurveyisshownbelowasbar or line graphforcollective
representationeachforJuniorBand,Middle level andSeniorManagement.
Figure 5: Line Graph of Junior Management
Figure 6: Line Graph of Middle Management
1.00
2.00
3.00
4.00
5.00
6.00
7.00
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
No.Indicatesthinking
Serial No. of Questions
Resp 1
Resp 2
Resp 3
1
2
3
4
5
6
7
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
No.Indicatesthinling
Serial No. of Questions
Resp 1
Resp 2
Resp 3

Figure 7: Line Graph of Senior Management
e) InterpretationandDiagnosis
One of Diagnostic approach would be to average out the data on questions focusing on 6
dimensions of the box model including the 7th
which is attitude towards change (Table 8).I
findthatmost of the scores are below 4 and it indicates that RBU is doing well on all factors
of the box model such as Purpose, Structure, Leadership, Relationships, Rewards, Helpful
MechanismsandalsoAttitude towards Change. Itiscreditedtothat fact that the participants
in the survey have spent more than 4yrs in the current organization and have developed
requirednetworkstogrow furtherand adjustedasper norms of the company. This may also
indicate their “Frog in the Well” attitude.
Table 8: ODQ Scoring Sheet
Scores
Purposes JM MM SM Structure JM MM SM
The goals ofthis organization are
clearly stated
2.00 2.67 1.75 The division oflabor ofthis
organization is flexible
5.00 3.33 2.5
I am personally in agreement with
the stated goals ofmy work unit
3.00 2.67 2.25 The division oflabor in this
organizationis intended tohelp it
reach its goals
3.00 2.00 3
I understand the purpose ofthis
organization
2.67 2.33 2.25 The mannerin which work tasks
are divided is a logical one
3.00 3.00 2.75
The priorities ofthis organization
were understood by its employees
3.00 3.33 3 The structure ofmy work unit is well
designed
2.00 2.67 2
I had enough input in deciding my
work-unit goals
3.00 2.33 2.25 30-The division of labor inthis organization
actually helps it to reach its goals
3.00 2.67 3.5
Total 13.67 13.33 11.5 Total 16.00 13.67 13.75
Average 2.73 2.67 2.3 Average 3.20 2.73 2.75
1
2
3
4
5
6
7
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
ScaleIndicatesThinking
Serial No. of the Questions
Resp 1
Resp 2
Resp 3
Resp 4

Leadership JM MM SM Relationships JM MM SM
My immediatesupervisor is supportive of
my efforts.
3.33 2.00 1.75 My relationship with my
supervisor was a Harmonious
one.
3.33 1.67 1.75
The leadership norms ofthis organization
help its progress.
3.00 3.00 3.5 I can always talk with someone
at work ifI havea work-related
problem
1.00 2.67 2.25
This organization’s leadership efforts
result in the organization’s
fulfillment ofits purposes.
3.67 2.33 2.5 My relationships with members
ofmy work group arefriendly as
well as professional
1.33 1.67 1.75
It is clear to me whenever my boss is
attempting to guide my work
efforts
2.67 2.33 2.75 I have established the
relationships that I need to do
my job
properly
2.00 2.33 3.25
I understand my boss’s efforts to
influence me and the other
members ofthe work unit
3.67 2.67 4 There is no evidence of
unresolved conflict in this
organization
4.33 4.00 4.5
Total 16.33 12.33 14.50 Total 12.00 12.33 13.50
Average 3.27 2.47 2.90 Average 2.40 2.47 2.70
Rewards JM MM SM Helpful Mechanisms JM MM SM
My job offers me the opportunity to grow
as a person.
2.67 3.33 2.75 My immediatesupervisor has
ideas that are helpful to me
and my work group
3.67 2.67 2.5
The pay scale and benefits ofthis
organization
treat each employee equitably
3.67 4.00 5 I have the information that I
need to do a good job.
2.67 2.33 3.25
The opportunityfor promotionexists inthis
organization.
1.67 2.67 2.25 This organization has
adequate mechanisms for
binding itself
together
2.67 3.33 2.75
The salary thatI receive is commensurate
with the job that I
perform
5.00 4.00 4.25 Other work units are helpful
to my work unit whenever
assistance
is requested
2.67 2.67 4.25
All tasks to beaccomplishedare associated
with incentives
4.00 4.33 4.75 This organization’s planning
and control efforts are
helpful to its
growth and development
4.33 3.00 3.75
Total 17.00 18.33 19.00 Total 16.00 14.00 16.50
Average 3.40 3.67 3.80 Average 3.20 2.80 3.30
Attitude towardsChange JM MM SM
My immediatesupervisor has ideas that arehelpful to me and my
work group
4.33 3.33 4
I have the information that I need to do a good job. 4.00 2.67 2.5
This organization has adequate mechanisms for binding itself
together
3.67 3.67 3.75
Other work units are helpful to my work unit whenever assistance
is requested
4.33 1.67 2.75
This organization’s planning and control efforts are helpful to its
growth and development
3.33 3.33 3
Total 19.67 14.67 16.00
Average 3.93 2.93 3.20
Andthe other Diagnosticapproachwouldbe tofollow the same guidelinesof assessmentinrelation
to the neutral point(score) of 4. The score of each of the thirty-five itemsonthe questionnaire can

be reviewedtoproduce more exactinginformationonproblematicareas.Thusdiagnosiswouldbe
more precise. The individual scoresabove 4are mappedinFig9.
Table 9: Individual Scores
Weightage Parameters
7 6 2 6 5 3 This organization isnotresistantto change
5 6 1 3 6 2 The leadership normsof this organization help its progress
4 7 2 7 6 5 The pay scale and benefitsof this organization treateach employee
equitably
7 6 3 6 3 4 This organization favorschange
7 4 4 6 5 2 The salary thatI receive is commensuratewith thejob thatI perform
7 6 4 6 5 3 There is no evidenceof unresolved conflictin this organization
7 3 6 5 6 5 All tasksto be accomplished areassociated with incentives
The individual scoresonpayscale and benefits indicates scores 5 and above which means there are
problem lies in this area and which indicates there is a variance in organizational offering and
individualaspirations.There are specificobservationsthatthe candidates hired laterally are offered
salary as per market conditions, thus it creates disparity with the pay scale resulted in leaving of
internal talent.Andthisisfurthercomplicatedbyrisingopportunitiesin overseasmarketlike Middle
East and Canada. There is system of performance linked reward, but no system of task based
incentive orteambasedincentivesetc.Therefore Individual scores are indicative of grey area in the
organization.The Manpowercompositionmappedrecentlyindicatesthat 80 % employees are Gen Y
and only 20 % are Gen X, baby boomers and Veterans. Therefore it demands a total overhauling of
the HR policies,careerplanningandleadershipdevelopmentprograms.Nirmanisreeling under high
attritionandtalentcrunch amongstskilled workforce.Therefore itisdesirable to focus on individual
needs and aspirations. The staff members are not content with their higher authorities. There are
unresolved conflicts about the management style; work life balance; ambiguous job roles; lack of
training; indirect feedback mechanisms; lack of recognition of individual contribution and non -
alignment of individual with organizational goals.
The interventions as per individual and collective diagnosis will be proposed as tangible and
suggestive measures. They will reflect the one which are implementable at the BU level as well as
corporate level.There will be manysubsetswill emerge during its discussions and implementations
and will be required to modify it as per needs of various groups.

Table 10: Tangible Interventions and Can Be Easily Implemented At Business Unit Level Are
Mentioned As Down Below-
Suggested for Management Band Proposed Measures
For Junior and Middle Management level Knowledge attainment through e-learning and
othertrainingscan be linkedtoPMS and should be
included as a part of weightage in the overall
scoring.Thiswill helpbuilding the learning culture
in the organization and fulfill their individual
aspirations.
For all Management levels For more transparencyandinvolvement,town hall
meetingstobe heldon quarterly basis. Minutes of
the meeting to be documented for reference and
implementations.
Junior and Middle Management Team leaders They can be proposed to undergo assessment for
leadershipskills. Executive coaching programs can
be plannedforcustom-builtdevelopmental needs
of junior to mid-level managers. These programs
can be monitored on yearly basis. Feedback to be
discussedwithcandidate aswell hiscolleaguesand
accordinglyjobrolestobe designed. This will help
managers to create value proposition in the
careers for self and team members.
For Junior and Middle Management level Customizedrolesandresponsibilitiestobe worked
upon to cater to individual growth aspirations.
Competency mapping will bring role clarity and
better succession planning.
For Junior and Middle Management level There can be framework developed for proper
distribution of work. Employees should not have
ambiguous reporting relationships and all the
relatedchanges tobe informedtostakeholders via
a formal communication. This will reduce the
conflicts at work.
Table 11: Suggestive Interventions Which Will Require Implementation at Corporate Levels-
Suggested for Management Band Proposed Measures
For all staff Compensationsurveystobe done frequentlyand
thus salaries, benefits should be updated as per
markets trends. This will be a comprehensive
exercise andrequiresacommitmentfromthe top
management. But respective BUs needs to
provide feedback with evidence on a regular
basis. So based upon the majority stakeholders,
management will be able to take action.
For all staff To develop a culture of open feedback
mechanisms. There need to be champions for
effectivefeedback mechanisms at various levels
of the organization who can make the business

case for how paying attention to primary
stakeholder feedback will improve the quality,
effectiveness and accountability.
For Junior Management The company needstoidentifynew talent pools,
including working with different tiers of
institutes.Theycantie- upwithtopmostcolleges
for the master’s program and encouraging
employeestoappear& fundingtheirhigherlevel
education. This may reduce attrition at junior
management levels in the company.
Section4- HR Audit using PCMM
a) Understanding of the model
i. Background
Human resource management has evolved itself from a peripheral section to an increasingly
indispensable role towards the growth of a company. The ultimate goal is that when there is
competent workforce within organizations in aspects of competences, evaluation, knowledge
management,strategicplans,compensation,staffing,careerdevelopment,etc., organizations will set
exemplarybenchmarksintheirprofessional field.However,inrealitymostof the organizationsdidnot
integrate or implement these principles into organizational system and practice satisfactorily and
efficiently. Nevertheless, in order to overcome the increasing challenges of human resource
management, it is necessary for organizations to have an integrated measurement for various
competencies of their workforce.
In face of challengesaforementioned and the essential demand for workforce capability in business,
the Carnegie MellonUniversitySoftware EngineeringInstitute (http://www.sei.cmu.edu/) developed
the People CapabilityMaturityModel (P-CMM) toassistbusinessestomanage various maturity levels
and employees’capabilitiesinthe entire organization. The P-CMM is made up of five maturity levels,
and that the model is focused on the ultimate goal to develop workers’ competencies according to
the needs of process maturity levels. The P-CMMwas initially published in 1995, and thus has been
successfully adapted into various multinational corporations or regional service centers, such as
Accenture, Boeing, Citibank, Honeywell, IBM, Intel, LG, Nokia, Siemens, Tata, Ericsson, Samsung,
Lockheed, HCL, Novo Nordisk, Pershing, etc.

ii. Significance of the model
Since organizationsare notlikelytodevise a comprehensive framework to tackle all the workforce
capabilities,the People CapabilityMaturityModel offers asa roadmapand a setof guidelines and is
sequencedwithfive stages for implementation. Besides, each progressive level of P-CMMclearly
declares unique transformation with powerful practice for attracting, developing, organizing,
motivating, and retaining its workforce…establishes an integrated system of workforce practices
that mature throughincreasingalignmentwiththe organizations’businessobjectives,performance,
and changing needs.
The People Capability Maturity Model is an emerging technique in the human resource field and
becomes a burgeoning approach in human resource consulting for organization development.
P-CMM is different from two other management process models, International Organization for
Standardization(ISO) orBusinessProcessReengineering (BPR) in that it focuses on the continuous
progress dynamically happening in the daily and practical processes primarily facilitated by the
human resource managers. Hence, it is desired that the processes in different levels of P-CMM
should be standardized so that standardized processes could be then duplicated and transmitted
rapidly.
In comparison of P-CMM with other models developed by the American Society for Training and
Development (ASTD), P-CMM is likely to enhance the comprehensive development in diverse
aspects in a connected manner in an organization. P-CMM progresses on its maturity level by
startingwiththe single competencyinaparticularset and coordinating the required competencies
into the bigger and other categories for the ultimate purpose in a desired P-CMMlevel. Thus, P-
CMM was gradually recognized by world-class multinational corporations as numerous HR
professionalsverifieditsstandardsinaspectsof general HRfunctions,competencies,humancapital,
and organizational development and change. Also compared to ASTD competency models, P-CMM
isa much more systematic,more progressive,andmature approachforHR practice inreal business.

iii. Characteristics of P-CMM
Generally speaking, P-CMM is an evolutional channel for organizational improvement and
development. Hence, according to this trend of thought, P-CMM consists of some essential
characteristics as follows.
1. The theoretical foundation of P-CMM is from Total Quality Management, Human Resource
Management, and Organizational Development.
2. P-CMM isdesignedtoimprove the workforce practices;thusit has to be kept updated and under
constant revision in order to catch up with and conform to the latest business demands.
3. P-CMM isa model withfive maturityprocess-basedlevels.Eachmaturitylevel has a standardized
process specifying its target areas and possible solutions to guide organizations to perform
efficiently in their daily routine.
4. During the practice of P-CMM, employees would be provided with ample opportunities to
developtheircareer potentials and generate more motivation to enhance their performance than
before.
5. The maturity framework of P-CMM is meant to construct a working environment where
“practices can be repeated, best practices can be transferred rapidly across groups, variations in
performing best practices are reduced, and practices are continuously improved to enhance their
capability.”
iv. Maturity levels of P-CMM
The People CMMconsists of five maturity levels that lay successive foundations for
continuously improving talent, developing an effective workforce, and successfully managing
people assetsof the organization.Eachmaturitylevel isawell-definedevolutionary plateau that
institutionalizes a level of capability for developing the workforce within the organization. The
goal starts from the short-termfix of ineffective practices to the more comprehensive overhaul
of the organizational culture. The details of content of each maturity level are as follows:

Level 1: Initial
Organizations at the initial level have difficulties to retain workers and lack common vision on
managementresponsibilitiesaswell ashighemployee turnover rate. Organizations at the initial
level exhibit some characteristics: inconsistency in performing practices, displacement of
responsibility, ritualistic practices, and an emotionally detached workforce.
Level 2: Managed
The processareas at the Managed Level (MaturityLevel 2) focuson instillingbasicdiscipline into
workforce activities.At thislevel,managerstake responsibilityformanagingand developingtheir
people. The process areas at this level are Staffing, Communication and Coordination, Work
Environment,Performance Management,Training and Development, and Compensation. Since
the managed level is still regarded as a low-maturity phase, managers are very vigilant about
potential problems such as “work overload, environmental distractions, unclear performance
objectivesorfeedback,lackof relevantknowledge orskill,poorcommunication,andlow morale.
Level 3: Defined
At the defined level, organizations clearly identify core competencies and align them with
business strategies and objectives. The competencies were mainly adapted from Lyle M.
SpencerandSigne M. Spencer’s(1993) competency model from “Competence at work: Models
for superior performance.” In addition, organizations develop an infrastructure by building on
practices from the previous level, and tie the workforce capability to strategic business
objectives. The processareasat MaturityLevel 3 are CompetencyAnalysis,Workforce Planning,
Competency Development, Career Development, Competency-Based Practices, Workgroup
Development, and Participatory Culture.
Level 4: Predictable
The focus of the predictable level istoempowerandintegrate workforce competencies,manage
employee’sperformance quantitativelyandestablishcompetence-based teams (see Figure 11).
Besides, organizations increase the level of predictability for their operations by following
practiceswithmeasurable resultsthatare supportedbyall levelsof management.The expected
areas for implementation in maturity level 4 are mentoring, organizational capability
management,quantitativeperformance management, competency-based assets, empowered
workgroups, and competency integration.

Level 5: Optimizing
The process areas at the Optimizing Level (Maturity Level 5) focus on continuous improvement of
workforce capability and practices. These practices cover issues that address continuous
improvementof methodsfordevelopingcompetency, at both the organizational and the individual
level.The processareasatMaturity Level 5 are Continuous Capability Improvement, Organizational
Performance Alignment and Continuous Workforce Innovation.
Compensation
T&D
PMS
Work
Environment
Communication
& Coordination
Staffing
Participatory Culture
Work group
Development
Competency based
practice
Career Development
Competency
Development
Workforce Planning
Competency Analysis
Inconsistent
Management
People
Management
Competence
Management
Capability
Management
Change
Management
Repeatable
Practice
Competency
based Practice
Measured and
Empowered
Practice
Continuing Improving
Practice
Figure 8: The Five MaturityLevels of the P-CMM
Initial
Managed
Defined
Predictable
Optimizing
Mentoring
Organizational
Capability Management
Quantitative
Performance Mgmt.
Competence based
assets
Empowered
workgroups
Competence Integration
Continuous
Workforce
Innovation
Organizational
Performance
Alignment
Continuous
Capability
Improvement
Figure 9: Process Areas of P-CMM

b) Purpose
Based upon the experience, observation and understanding the current development of
workplace practices in RBU has reached the second level of P-CMM. To begin with I will
compare the workplace practices to the protocol in the second level of P-CMM.
c) Methodology
For this purpose interviews are conducted with sample of staff members at the junior,
middle and senior level management and the work experiences are correlated. The
interviewsaimedtoseekmore internal &personal perspective and not what is officially or
explicitly recorded in the company documents.
d) Discussions
The adoptionandconstructionof the secondlevel of P-CMMin RBU is primarily consists of
following criteria’s -
Goal(G)
Commitment to perform (CO)
Ability to perform (AB)
Practices(P)
Measurement and Analysis (ME)
Verifying Implementation (VE)
Table 12: Adoption and Construction of the Second Level of P-CMM in RBU
Managed Level (Secondlevel)
ProcessAreas
1. Staffing
G
i. Staffing practices are institutionalized to ensure that they are
performed as managed process
ii. Individuals or workgroups in each unit are involved in making
commitments that balances unit’s workload with approved staffing
iii. Staffingdecisionsandworkassignmentsare based on an assessment of
work qualifications and other valid criteria
iv. The organizationactivelyrecruitsqualifiedtalentasperrequirementsof
the business
v. Individuals are transitioned into the positions in an orderly way
CO
i. The organization establishes and maintains a documented policy
for conducting its Staffing activities.
ii. Management of staff should be law- and regulation-abiding.
iii. Design the recruitment policies to ensure the fairness, justice and
openness of its process
AB i. Human resource managersare able to ensure the smooth execution of
the recruitment process
ii. The assigned person-in-charge must have professional knowledge on
law and regulations
iii. Organizations can provide resources like software etc., to ensure the
smooth execution of the recruitment process

iv. Budget is provided to implement human resource activities
P
i. In the budget exercise every year, every unit has to provision for
additional manpower if any.
ii. Members of the unit are involved in the interview and selections
decisions
iii. Selectionprocessisclearlylaidout andstaff membersare trainedin the
process
iv. Multiple roundsof interview processto have consensus based decision
on the selection of the candidate(s)
v. Properscreening,documentverificationand antecedent processes are
implemented for genuine selection
vi. Causes of voluntary resignation from the organization are
Identified and documented
vii. Workforce reduction happens as per policies , but no proper
outplacement services are provided
viii. Discharges of unsatisfactory performers are done as per organization
policies and procedures
ME
i. All new employees are kept on probationary period and their
performance is evaluated by their department head and based upon
theirrecommendationthe personisofficially employed or terminated.
ii. Management information system is prepared on monthly basis for
regular monitoring and for future course of action
iii. Recruitment papers are checked at multi-level in the HR department
and documented for future reference
iv. Annual performance assessment of employees to understand their
growth in the system and to cater to their training & development
needs
VE
i. SeniorManagementreviews of the recruitment and staffing analysis &
suggests deadlines, solutions etc.
ii. Salaries offered have to be complied with internal salary policy and if
there is gross mismatch with the expectations then suitable decisions
will be made as per business requirements
iii. Presently there is no system of internal or external auditing of the
recruitment processes
2. Performance Management
G
i. Performance Managementpracticesare institutionalizedtoensure they
are performed as managed processes
ii. Set up performance objectives for individuals and departments
respectively
iii. Reward or recognize high-performing employees
iv. Training and Development needs are captured from PMS for career
development and succession planning
v. Performance problems are managed
vi. Role clarity and reporting relationships are addressed
vii. Establishing a clear linkage between rewards and performance ratings
CO i. The organization establishes and maintains a documented policy for
conducting its Performance Management activities

ii. An organizational role(s) is assigned responsibility for assisting and
advising units on Performance Management activities
iii. Clearguidelines are released at organizational level to maintain parity
and fairness across the company
iv. Data is collated at the organizational level to recheck the parity and
fairness before distributing rewards
AB i. The HR office takes charges of the appraisal content and coordinates
with other departments for that as well
ii. The HR office lists those high-performing employees for award
recognitionandproposesimprovement plans for low-performing ones
iii. Properorientationsessions are provided in performance management
practices
iv. All the unitsare commanded for timely completion of the PMS process
P i. Performance objectivesforeach individual are reviewed on a periodic
or event-driven basis, and, if necessary, they are revised
ii. If performance problems occur, they may or may not discussed with
the appropriate individual(s)
iii. Organization and unit & department level objectives are set as per
balance score card, MBO etc. and that will become framework for
determining the objectives of individual employees
iv. Performance oriented development plan is the development tool for
identifyingdevelopmentneedsof the employee in his/her current role
and forms an integral part of the appraisal system. It is to be jointly
drawn up by the superior and subordinate
v. Followingparameters,asapplicable,tobe considered while individual
objectives are formulated:
Strategic Parameter (quantitative)
Financial / Functional Parameter (quantitative)
Development of Successor / Subordinate (quantitative / qualitative)
Espousing Corporate Values and Vision (qualitative)
vi. Online PMS on SAP platform
ME i. Unit measuresof Performance Managementactivitiesare collected and
maintained
ii. All the units have to adhere to guidelines about the process of
assessment as well distribution of rewards. Any deviation has to be
approved at the higher levels
VE i. Executive management reviews the Performance Management
activities, status, and results; and resolves issues
ii. For any genuine concern(s) employee(s) can approach the highest
authorities and get it clarified or corrected
3. Training and Development
G i. To build up a second line of competent officers and prepare them as a
part of their career progression to occupy more responsible positions
ii. Orientation of new employees
iii. To assist the employees to function more effectively in their present
position by exposing them to the latest concepts, information and
techniques and developing in them the skills required in their fields

iv. To propagate learning culture in organization
CO i. The organization establishes and maintains a documented policy for
conducting its Training and Development activities
ii. Organization establishes COE (Centre of Excellence ) for development
and assessment needs
iii. PODP (People oriented development program) is a necessary part of
Performance assessment
iv. Training calendars are prepared and upgraded every year
v. Budget is allocated for training and development programs
vi. In-house training institutes are set up for imparting technical and
behavioural training
vii. Every individual should attended at least 2 man-days of training per
year
AB i. The HR office arrangesaccurate trainingcoursesbasedonthe individual
or departmental demand
ii. For specialized modules pool of qualified professionals are identified
and developed who have keen interest in training
iii. Tie ups with top colleges to provide masters educational programs
P i. Training needs are identified in performance appraisals process
ii. HR departmentwithhelpof functionaldepartmenthave identifiedpool
of vendors/institutes which can provide special software training etc.
iii. Customized training and orientation programs are developed for
campus recruits by HR
iv. MonthlyMIS are preparedtoshow progresson trainingactivities of the
unit
v. All the top raters are being send to COE for leadership programs
vi. For average performersprogramsare designed called good to great for
improvingtheirpersonalitydevelopment,communication,presentation
skills etc.
vii. E-learning modules are designed called as ATL (Any time learning ) for
upgradingsubjectknowledgeinmanagement,safety, quality, six sigma
etc.
ME i. Evaluate the enhancement of performance appraisal of skills or
behavior after the training
ii. Analyze the feedbackandevaluationfromemployee’s training to see if
it reaches the expected objectives
iii. Assessment of ROI (return on investment)
VE i. Executive management periodically reviews the Training and
Development activities, status, and results; & resolves issues
4. Compensation
G i. The compensation should be designed as per regulation
ii. The compensation should be consistent to be confirmed with policy
guidelines. The compensation record should be established with
approved verification and updated constantly.
iii. Compensation is equitable relative to skill, qualifications, and

experience & performance
CO i. The compensation is governed by corporate policies and guidelines
ii. The organization establishes and maintains a documented policy for
conducting its Compensation activities
AB i. Payroll is rolled out regularly and punctually based upon approved
compensation of employees
ii. Carrying out the bonuses across company under a uniform reward
guidelines
P i. Salarydetails,tax planning andclaimsof individuals are available on an
online shared service portal
ii. Provide employees with stock options
iii. Understandemployees’demandsconstantlytotransform the demands
into part of compensation to keep talents
iv. All compensation and benefits policies are available online for all
management cadres
v. There isa sharedservice helpline number for clarification of all doubts
related to salary, retirement benefits, other benefit claims, transfer
expenses claims etc.
vi. Salaries are offered as per experience, qualification and management
band
ME i. Employee perspectives towards organizational commitment, their
morale, productivity will indicate the trends
ii. Ability to recruit and retention of key people
VE i. The management and process of the compensation system are based
on related policies and regulations of the administration
ii. A responsible individual(s) verifies that Compensation activities are
conducted according to the organizations documented policies,
practices, procedures, and addresses noncompliance
5. Work Environment
G i. Provide safe and comfortable working environment
ii. Systemize the working processes related to the working environment
iii. Minimize the factors that distract employees from work
CO i. Ensure to obey all the proper laws and regulations to protect
employee’s safety in the working hours like medical and accidental
insurance coverage to all employees
ii. Organization has pledged to provide safe and congenial working
environment to all employees
AB i. Arrange and announce a variety of safety training and skills in order to
keep employees updated
ii. Work environments are audited regularly
iii. All work offices and sites are safety compliant
iv. Kaizan implemented
P i. Health camps are organized for individual well being
ii. Safe Man-hours at every workspace are recorded periodically

iii. Monthly reports are submitted on unsafe conditions
iv. Safety Conscious Engineer Awards are given
v. EHS suggestion schemes are instituted
vi. Attendance of Safety staff are checked every day
vii. Corrective events are to be reported periodically
ME i. Proactive and reactive measurements are instituted
ii. Housing keeping standards
iii. Number of hazards reported by clients
VE i. Appreciation awards by the clients
ii. Employee satisfaction, morale boost are the indicators
6. Communication and Coordination
G i. Senior managers communicate and coordinate with various levels of
managers through management meetings
ii. Holdindividual ordepartmentmeetings irregularly for collaboration or
negotiation on the work progress to achieve organizational goals.
iii. Individuals or groups are able to raise concerns and have them
addressed by management
iv. Individuals and workgroups coordinate their activities to accomplish
committed work
v. Information is shared across the organization
CO i. An organizational role(s) is assigned responsibility for assisting and
advising units on Communication and Coordination activities and
procedures
AB i. Adequate resources are provided for performing Communication
and Coordination activities.
P i. Intranet portal is developed to disseminate information across the
organization
ii. Be activelyconcernedaboutemployee’s mental and physical health to
maintainaneffective relationship between employers and employees
iii. Interpersonal problems or conflicts that degrade the quality or
effectiveness of working relationships are handled appropriately
iv. Individuals and workgroups coordinate their activities to accomplish
committed work
v. Through various communication platforms, the organizational culture
and value are to be transferred to enhance coordinative results of
employer and employees
ME i. Organizational grapevine can indicate the effectiveness of
communication and coordination
VE i. Enhance the organizational commitment behavior
ii. Checkto see if there isa decreasingnumberof employees’ questions
about controversial issues

1.1 Staffing
For improvementinthe StaffingasaProcessarea, an auditsystemisproposedtocheck the
verificationof recruitmentandselection processes.The vacant positions should be verified
inthe budgetingprocessandforanyvacancy internal candidatesshould be securitized first
before exploring external environment. This will help in fast mobilization project teams
rather thandependinguponexternal candidates.The lagtime between interview and offer
should be reduced down by cutting down unproductive processes. Talent acquisition is a
highpressure anda critical jobprofile.Howevertooptimize itseffectivenessthe percentage
of candidates taken from the market should be limited to not more then 20-30%, and
should be supported with campus selections, upgrading of skill, contract staffing, and
recruitment of consultants. There should be a cultural induction of new employees and
hand holding their smooth transition in the system.
2.1 Performance Management
The performance managementsystemisawell-documented policy in Nirman. The reward
systemisbeingworkedoutlogically and implemented strictly to improve the parity across
the organization.Itcan be significantly enhanced providedthe rolesandresponsibilities are
strictlyworkedoutforindividualsasperlaidoutsystem andif possible canbe custom made
to suitindividualaspirations. There should be weightage given on feedback discussions of
individuals.The PMSprocesscan be further upgraded byaddingthe inputs of subordinates,
peers,customers,suppliersandotherrelatedstakeholders. Alsoitis worth mentioning that
trainings like good to great is a good initiative to improve the average performers.
3.1 Training and Development
Traininganddevelopmentisanimportantfunctionandencourage bytopmanagement. On
the job training, employee orientation, technical trainings and behavioural trainings are
some the important constituents. E -learning portal is instituted for various management
and technical subjects.Alsothere is an online training library for technical modules. Every
workspace haslibrariesfor encouraging the habit of reading. However there should be an
audit on implementation of training programs. And Employee survey should be done on
regularbasisto improve itsviabilityandeffectiveness.
4.1 Compensation
RBU salariesare governedbythe organizationlevel compensation policy. Salary consist of
components which includes base pay and allowances, retention pay, profit sharing
component, retirement & pension scheme, performance linked reward, medical benefits

and holidayprivileges with family. Also organization offers opportunities for professional
development, education reimbursement etc. The salary increase given each year is
negligible,butthere issignificantincreasein grade relatedallowancesandeligibilitiesandof
course handsome bonus awarded based upon unit and individual performances. Nirman
doessalarycorrectionevery5 yearsmostly.Andthere isa significantsalary improvementin
the graduate and diploma levels to attract the best talent from campus. However at the
middle and senior level there is a constant challenge of retention of bright talent or
functional experts. There are no team based incentives which encourages potential work
groups.
5.1 Work Environment
The importantaspectof workenvironmentsare safety & security, ergonomically designed
workspaces, free from distractions, proper communication systems, automated systems,
available of canteen facilities in approachable distance etc. Nirman has committed to
congenial work environments. And the process is documented well for uniformity in
implementation. However the behavioural part needs to be improved further in terms of
flexi hours, achieving work life balance and avoidance of excessive socialization.
6.1 Communication and Coordination
The most importantpurpose inthismatterwasto create an effective relationship between
employers and employees. Nirman has established communication norms and policies.
There isa communicationdepartmentatthe organization level dedicated for the cause. To
improve the morale of the employees management does walk the talk & interact with
individuals and build a personal rapport with them. However there may be a need to
improve communication between superior and subordinate not merely by exchange of
mailsbutmore face to face livelydiscussions, not merely a grievance handling session and
this will be critical for developing work groups.
e) Conclusions
ProcessAreasat the Managed Level focus on establishing a foundation of basic workforce
practices that can be continuously improved to develop the capability of the workforce.
RBU is assessed for level 2 for PCMM model and it is found to be matured towards
managing people and to provide a supportive work environment with adequate work
resources,providing a well-articulated compensation strategy, training and development
opportunities.Employees are trained on interpersonal skills for effective communication
for work dependencies. All this may be attributed to well-developed systems of Nirman.

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…………………………………………………………………..Thank You……………………………………………………………

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