The Gap Analysis of Human Resources

The Gap Analysis on Human Resource management

IIPM (ISBE-A) FD-1

The Gap Analysis on Human Resource management CASE STUDY ON THE DANCEWORX PERFORMING ARTS ACADEMY

Submitted by Janak behl Rani alka Sharma Prashant choudhary

Submitted to Umang agarwal

11/30/2010 Shalin nigam

Human resource management management

Page 1


CONTENT

y

Introduction of HRM

y

Objective of Project

y

Analysis on Case Study

y

Report of Gap Analysis

y

Conclusion

y

References

Human resource management management

Page 2

The Gap Analysis on Human Resource management 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: y

Organizational management

y

Personnel administration

y

Manpower management

y

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

Human resource management

Page 3

The Gap Analysis on Human Resource management 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: y

Best practice

y

Best Fit

y

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 hir ing, 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 a nd 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

y

Strategic business partner

y

Change Agent

y

Employee champion

y

Administration Expert


Page 4

The Gap Analysis on Human Resource management HRM strategy

An HRM strategy typically consists of the following factors:y

"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.

y

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 ar ea of an organization. y

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 Human resource management

Page 5

Th

sis

u

R s ur

t

Servi e Provi er , and Sof t are as a Servi e SaaS or Human R esource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass: 1.

Payroll

2. Work Time 3. Benef its Administration 4. HR management Information system 5. Recruiting 6. Training/Learning Management System 7.

Performance

Record

8. Employee Self-Service

Hu

r

urc

P

6

The Gap Analysis on Human Resource management 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 r etirement. 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: y

produce pay checks and payroll reports;

y

maintain personnel records;

y

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: y

analyzing personnel usage within an organizat ion;

y

identifying potential applicants;

y

recruiting through company-facing listings;

y

recruiting through online recruiting sites or publications that market to both recruiters and applicants.


Page 7

The Gap Analysis on Human Resource 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 Human resource management

Page 8

The Gap Analysis on Human Resource management (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:-

y

Recruitment Process.

y

Performance Appraisal System.

y

Exit of an Employee.


Page 9

Th

sis

u

R s ur

CASE ST

t

ON

DANCEWORX PERFORMING

AR T ACADEMY

CHOR EOGRAPHERS AS A CAR EER There is a high demand of dance choreographers a t global level. Musicians and enter tainers are al ays 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 genera te and arrange or iginal dances, combining steps and movements to form anar tistic whole. They also develop innovative interpretations of customary dances. Choreographers Hu

r

urc

P

10

The Gap Analysis on Human Resource management generally audition performers and teach people a dance at rehearsals. They often direct presentations of their original works. Choreographers work in all for ms 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 Human resource management

Page

&

The Gap Analysis on Human Resource management 10) Kathak Kendra, Bahawalpur House, Bhagwandas Road, New Delhi 11) Kalakshetra Foundation, Rukmini Devi College of Fi ne 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 N CR. 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 D irector.

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,

Page 2

The Gap Analysis on Human Resource management 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: y

National School of Drama

y

Barry John Acting Studio

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

Duet by "Three"

(The Danceworx & Old World2009

y

Sal aam Indi a

Culture)

2008

y

S hort C ut

(National School of Drama)

2003

y

Buddha

(Theatre

y

Romeo & J uliet Technicolor

(National

y

Les Miser ables

(Theatre

World) 1998

M atild a

(Theatre

World) 1996

F iddler on the Roof

(Delhi

y

Jesu s Christ S uperst ar

(Theatre

y

Me and My Girl

(Prime

y

y

y

y

W est S ide S tory

World) 2000 School

of

Music

Drama) 1999

Theatre) 1995 World) 1994

Time

(Delhi Music Theatre)

Theatre) 1994 1989

He has conceived, written, directed & choreographed: y

y

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


Page 3

The Gap Analysis on Human Resource management Danceworx Repertory Company dancers for The Old World Theatre Festival held at the India Habitat Centre y

P a ssa ge to Am sterd am (2002)

± a production that toured three cities of the

Netherlands and two cities in India. It was conceptualised to celebrate 400 years o Indo-Dutch relations

He has choreographed various special events, including:

y

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

y

W orldwide Launch of Microsoft Vist a , 2007 at The Backdrop of The Taj Mahal, Agra

y

H ungry H eart F estival ,

M u sicals , , performed at India Habitat Centre, New Delhi

(2007) y

Love S ees No Colour , W orld P eace Da y Anthem, endorsed by Nelson Mandela,

involving 22 countries (conceived by Nassiri, an international singer, songwriter & philanthropist), shot at the Taj Mahal, Agra y

y

y

International F il m F estival of Indi a 2006 opening ceremony in Goa K al a

Ghod a Arts F estival 2005 in Mumbai

Commonwealth Games XVIII Queen's Baton Rel a y at the National Stadium, New Delhi

y

T aj M ahal H otel Centenary Celebr ation, a show organized by The Taj Group o Hotels to celebrate 100 years of The Taj Mahal Hotel, Mumbai, performed at The Taj Mahal Hotel, Mumbai

y

Bhartiya P r ava si Mil an, organized by the Government of India, directed by

Muzzaffar Ali, performed at Indira Gandhi Stadium, New D elhi y

U nited

for Gu jar at , a show organized in aid of the victims of the Gujarat earthquak


Page 4

The Gap Analysis on Human Resource management featuring bands from India (Euphoria & Silk Route),

Pakistan

(Junoon) and

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

Jesu K rist J a yanti 2000, a show organized by the Government of Delhi, performed at Indira Gandhi Indoor Stadium, New Delhi

y

Re public Da y P ar ades for 2 consecutive years in New Delhi for the Ministry o

Textiles (2000 & 2001)

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

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

y

Teen P atti (Serendipity Films), directed by Leena Yadav ± under production

y

Ter a K ya H og a Jonny , directed by Sudhir Mishra ± under production

y

Bhumi ± (CineBasha Films) ± under production

y

pvrikshya K al

y

Bl ue (Ashtavinayak Cine Vision Pvt. Ltd.), directed by Anthony D¶Souza

y

Love Aaj K al (Illuminati Films), directed by Imtiaz Ali

y

U ,

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

Me Aur H um (Devgan Films), directed by Ajay Devgan

y

J ab W e Met (Ashtavinayak Cine Vision Pvt. Ltd.), directed by Imtiaz Ali

y

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

y

N ama stey London (Blockbuster Movie Entertainers), directed by Vipul Shah

y

Ahist a Ahist a (Anjum Rizvi Film Company), directed by Shivam Nair

y

Dhoom (YashRaj Films), directed by Sanjay Gadhvi

y

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

y

S ocha N a Tha (Vijeyta Films), directed by Imtiaz Ali


Page 5

The Gap Analysis on Human Resource management Ad Films and Campaign y

John P l a yer's print ad campaign (FCB Ulka), featuring Hritik Roshan

y

Disney Channel promo, (Think Hard Productions)

y

Metro S hoes ad film

y

y

y

y

Vivel ad film, starring Kareena Ka poor Lu x ad film, director Navdeep Singh (Red Ice Films), starring Aishwarya Rai

T at a Indicom Motor az r ad film, starring Isha Sharvani A gni Jewellery ad film, director Arjun Sablok (Yashraj Adfilms), starring Riya Sen

Music Videos, etc : y

Aare Aare by Sandesh S handilya , director Imtiaz Ali

y

I am S o Lonely by Sangeet H aldi pur , director Leena Yadav

y

M undeya by Aiysha (international artist), director Gray R ogers

y

Bheeg a Bad an by Aiysha (international artist), director Mohammed Burmawala

y

Dhoom Dhoom by T at a Young (international artist), director Arjun Sablok (Yashraj

Films) y

y

M aar Dal a by Nir mal P andey , director Pradeep Sarkar Good Morning Indi a S how 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 Indi a

Alliance F r ancaise

Alembic

Awaaz Cons umer Awards

AB N- Amro

Br avery


Awards

for

Page

The Gap Analysis on Human Resource management Godfrey Bentley

C a

CN BC

C a strol

DD

E ricsson

E ssar ( H utch)

F iat

F u ji F il m s

Gener al Motors

G E

Godfrey P hili p s (I) Ltd.

H utch

H yund ai

H ond a

H ein z Indi a

H ennessey

H BO

yatt H otels H

H S B C

ITC

Indi an N avy

JJ V all a ya

Lamborghini

L ycr a by Dupont

L M L Motors

Lacoste

M ar uti-S u z uki

M a ster C ard

M a ybach

Motorol a

H otel

Nikko

Microsoft

sio

an

B N CNN I

Niss

Over Drive

P e p si

P hili p s

P hilli p s India

Reebok

Rado

S iemens Indi a

S AS Airlines

S t ar TV

S pice Mobile

T at a

Toyot a

T upperware

T aj Group of H otels

WLS India F a shion W eek

Y amaha Indi a

Z oom TV


Xerox

Page 7

The Gap Analysis on Human Resource management Teacher

Style

Institution

Year

The Danceworx

1998 onwards

Soraya Franco (DominicanYoga Ballet/ Yoga DanceThe Danceworx

2005 onwards

Ashley

LoboJazz/ Contemporary

(Australia/India)

Republic)

Therapy

Raymond

EsterhuizenLimón technique

The Danceworx

2006

(Netherlands) Nik Hills (Australia)

Contemporary

The Danceworx

2001, 2006

Jaan Freeman (USA)

Horton technique

The Danceworx

1999,

2003,

2006 HaviKoro

Dance

GroupTap/ Break Dance/ Hip- The Danceworx

(U.S.A.) Mandeep

2006

Hop Raikhy

(India/ Laban Contemporary

The Danceworx

2006

ClassicalThe Danceworx

2005

U.K.) Caesar

Augusto

Moniz Contemporary/

(Portugal)

Ballet

Susan Buirge (France)

Composition of Dance

Mahesh Mehboobani (India) Contemporary Ronnie

Shambik

GhoshJazz/

Matt

(Hong Kong)

technique

Garima Batra (India)

Yoga

Ivan Pulinkala (U.S.A.)

Contemporary/

The Danceworx

2005

The Danceworx

2005

MattoxThe Danceworx

2004, 2005

The Danceworx

2005

ClassicalThe Danceworx

2005

Ballet Santosh Nair (India)

Chau Folk Dance


The Danceworx

2002, 2004

Page 8

The Gap Analysis on Human Resource management Compagnie

MullerasJazz/ Contemporary

The Danceworx

2004

(France) Franziska Rosenweig (U.K.) Gyrotonics/ Classical Ballet The 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- The Danceworx

2001, 2002

Classical Satya (India) Fernando

Yoga Aguilera Classical Ballet

The Danceworx

2001

The Danceworx

1999, 2000

(Argentina)

OBSERVATION ON HR FUNCTIONS y

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.


Page 9

The Gap Analysis on Human Resource management 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.

y

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.

y

Performance Appraisal

The performance appraisal used here is A PPRAISAL BE RESULT. The company follows the Flexi- Basket Incentive Strategy as a part of performing appraisal system. The frequency of performance appraisal is quarterly.


Page 2


y

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.


Page 2

The Gap Analysis on Human Resource management INFERENCE HR Function

Recruitment

Company¶s

Theoretical

Approach

Approach

Contract Based

Gap Analysis

No

Social

Stability. Highly Satisfied in

staff

terms of

monetary requirments. Performance

Appraisal by Result

APPRAISAL System

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.


Page 22

The Gap Analysis of Human Resources

Recommend Documents