Final Report

1

SECTION D – GROUP 10

Archana S

Daisy Basumatary

Himanshu Sarin

Satheesh Gowtham

Shiva Kumar

HR PRACTICES

NON PROFIT ORGANIZATION

VS

PROFIT SEEKING ORGANIZATION

2

EXECUTIVE SUMMARY

There's a common misperception that human resource management in nonprofits is very

different from human resource management in for-profits. In reality, there are many parallels

between nonprofit and for profit organizations and also some unique features to both of them.

The biggest challenge for both the organizations is to integrate HR practices with their missions

to sustain the ever growing fierce competition in their own fields as well as competition with

each other in many respect like attracting the best talent pool. The similarities between the two

types of organizations draw for a scope for both the organization to learn from each other. So

apart from being competitor they can also be complimentor. Human capital is the most important

component of any organization, be it for profit or nonprofit organization with respect to

developing competitive advantage. Development and management of human capital is one of the

strategic functions that organizations have to perform to retain and attract the best talent pool.

Social services deal with the economical, social and emotional problems arising out of different

aspects of today’s complex lifestyle which provides a broad scope for the nonprofit organizations

to replicate the best practices across the industry to achieve its mission driven goal.

Similarly, the market driven profit seeking organization adopts strategic HR policies with a

mechanism to manage risk by keeping up to date with the current trends in employment standard

and legislations.

We will be carrying out a detailed analysis of both the organizations with two reputed

organizations: CINI and CTS. Our research methodology comprises of literature review,

telephonic interview and questionnaire based survey with employees.

The first chapter deals with the literature review of HR policies of both for profit organization

and nonprofit organization to get the bigger picture of the relevance of HR policies in

organizations. The 2nd

chapter and 3rd

chapter describe the HR practices in CINI and Cognizant

Technology solutions in details respectively. The 4th chapter deals with a comparative analysis of

both the organizations on certain parameters and finally concludes with recommendation for both

the organizations.

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Table of Contents

EXECUTIVE SUMMARY ..................................................................................................................... 2

Chapter1. Literature review: .................................................................................................................... 5

Chapter2. CINI: Child in Need Institute: .................................................................................................. 9

2.1 Introduction: .................................................................................................................................. 9

2.1 The Governing body of CINI : ....................................................................................................... 9

2.2 HR practice in CINI: ...................................................................................................................... 9

2.3 HR policies of CINI: An overview: .............................................................................................. 10

2.3.1 Recruitment: ......................................................................................................................... 10

2.3.2. Performance review ............................................................................................................. 11

2.3.3. Salary Payment .................................................................................................................... 12

2.3.4.Induction Training: ............................................................................................................... 12

2.3.5.Leave .................................................................................................................................... 12

2.3.6. Benefits ................................................................................................................................ 13

Chapter 3: Cognizant Technology Solutions: ......................................................................................... 15

3.1. Introduction: ............................................................................................................................... 15

3.2. HR policies of CTS: .................................................................................................................... 16

3.2.1. Recruitment: ........................................................................................................................ 16

3.2.2.Selection: .............................................................................................................................. 16

3.2.3.Training and Orientation: ...................................................................................................... 16

3.2.4. Performance Appraisal: ........................................................................................................ 17

3.2.5. Benefits:............................................................................................................................... 19

3.2.6.Leaves: ................................................................................................................................. 21

Chapter 4: A comparative study of CINI and CTS ................................................................................. 23

ROLE DESCRIPTION: ......................................................................................................................... 27

Recommendation:.................................................................................................................................. 29

Recommendation for CINI: ............................................................................................................... 29

Recommendation for CTS ................................................................................................................. 30

Reference: ............................................................................................................................................. 30

APPENDIX 1 ........................................................................................................................................ 31

APPENDIX 2 ........................................................................................................................................ 33

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APPENDIX 3 ........................................................................................................................................ 36

APPENDIX 4 ........................................................................................................................................ 38

APPENDIX 5 ........................................................................................................................................ 39

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Chapter1. Literature review:

The literature study of HR practices in for profit organization and nonprofit organization reveals

three basic differences in the perspective of importance of HR practice in organizations. First, the

personal services provided by nonprofits mean that these organizations cannot replace employees

with investment in physical capital. In most cases, employees are the services and are the single

most important asset of nonprofits (Barbeito and Bowman, 1998; Hall et al., 2003).

Second, more than in other organizations, employees of nonprofits are attracted and are

motivated by intrinsic factors such as a belief in the organization's mission, opportunity to

actualize individual values, and participation in decision-making. ( Brown and Yoshioka, 2002;

McMullen and Schellenberg, 2003a). These factors are important in the recruitment, retention

and motivation of nonprofit employees (Brown and Yoshioka, 2002).

Third, due to the need for professional delivery of services and accountability requirements of

the new funding environment, employees are arguably the most critical stakeholder in the

strategy of nonprofit organizations.

One interesting point that literature suggests is that nonprofit and for organizations are two

names given to similar concepts based on similarity in their functionality in many aspects. Both

the organizations have the motive of its goal maximization with risk minimization. Each of these

two types of organizations tends to have its own wording for the same (or similar) concepts. The

following table depicts this different wording.

For-Profit Term Nonprofit Term

employees staff

customers clients

investors funders

products services

results outcomes (see note 2 below)

chief executive officer executive director

sales revenue

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A comparative analysis is shown below based on literature study

Non profit For profit

Organizational

Purpose

Delivering service to the

society

Maximizing profit for the

company's owners and

shareholders

Profit motive

Money a nonprofit earns

through fundraising and other

activities can only be used to

advance the organization's

stated mission, stricter

limitations to nonprofit

expenditure.

Individuals can claim an

ownership stake in

organization, so profit can be

distributed among the

individuals

Asset

A nonprofit's assets can't be

legally owned by an individual

or group of individuals. Its

assets belong to the

organization itself. If the

nonprofit ceases to exist, its

assets must be distributed to

another nonprofit entity.

A for-profit's assets belong to

its owners and shareholders. If

the business goes defunct, its

assets are usually distributed

to the company's shareholders

according to each individual's

ownership share.

Board of directors

Diverse cross-section of

individuals, but to focus on

those who possess expertise

and experience in

organization's core

competency. It is important to

consider each candidate's

board members are usually

more highly trained and

experienced in business,

leadership and management

than in nonprofits

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ability to attract donors, most

passionate about their cause.

Board members are unpaid,

but committed individuals

who probably expect to be

asked to donate some of their

time

Finance

Focus is on human capital,

have certain unique accounts,

e.g., restricted accounts, or

accounts designating funds

(usually grants) that can only

be spent on certain activities

Focus is on monetary capital,

With the recent focus on for-

profits being more

accountable to the community

and society, for-profits are

focusing more on social

impacts than ever before.

Tax

Many nonprofits can be tax-

exempt (that is, exempt from

paying federal and certain

other kinds of taxes) and tax-

deductible (that is, donations

to the nonprofits can be

deducted from the donor's

gross income).

Tax deductible

HR policies

Crucial as volunteers are the

main asset of nonprofit

organization

Practices to attract talent pool

and human capital

management

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The basic difference in HR practices across the organizations is felt in the recruitment, training

and the compensation processes. For recruitment, apart from knowledge and skill required for

the position, they must also buy into the mission of the nonprofit. The mission of nonprofits

plays a significant role in attracting and retaining employees. Managers must also focus on

learning to work with volunteer board members, advocacy groups and other stakeholders.

It is perceived that while joining a nonprofit organization a person seeks social and psychological

satisfaction apart from economic benefits. Therefore the compensation is generally low in

nonprofit organization compared to profit seeking organization. Nonprofit employees tend to

perceive their work as an opportunity to serve the community and more likely to be value

oriented and be attracted to the sector because of mission and values.

Training is considered as a method to transform the mission statement of nonprofit organization

into the activities of employees. It is engrained in the very process of actualizing the values and

mission they set out to achieve.

Last but not the least, one of the differences in HR practices in both the organization is that,

people are attracted to work in nonprofit organization because of their passion towards their

mission rather than for monetary benefit. Therefore, nonprofit organizations must be able to

reflect their passion through their activity and the way they communicate.

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Chapter2. CINI: Child in Need Institute:

2.1 Introduction:

CINI: Child In Need Institute which is a leading NGO with its head office in Kolkata. It was

founded in 1974 by Dr. Chaudhuri, an older medico and visionary who had decided to devote his

life to the uplift of the poor. Dr. Chaudhuri had started an organization in 1974 called CINI (the

abbreviation stands for Child In Need Institute) that works towards improving the lot of poor

rural children. CINI works largely by targeting the health of expectant mothers, and by educating

these mothers about nutrition, hygiene, and the value of primary education for their children.

(CINI has a host of other activities, as well, by which it reaches out to the rural poor.)

2.1 The Governing body of CINI :

CINI has a widespread coverage of activities like CINI Asha(for street children) , CINI Bandhan,

Division of Child Health & Development, Women’s health division, CWFC PMU, CINI

Chetana-the training unit, Fund raising unit Friends of CINi:Outside India, CINI International

Unit, CINI resource center CINI, Yuva etc.

2.2 HR practice in CINI: The HR practice in CINI is driven by three philosophies:

Capacity building

Network and advocacy

Chairman, Prof Sunit Mukherjee

Director, Dr Samir Chaudhuri

Financial controller, Prof K.S. Mandal

Members

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Communication

These three philosophies can be felt in every activity that CINI undertakes. To achieve these

philosophies as a HR policy CINI has always emphasized on the training needs and therefore set

up a training unit in 1975 known as CINI Chetana. CINI Chetana today specializes in different

aspects of training such as training needs assessment, curriculum development, training package

development, organizing and facilitating training and Evaluation of training programmers.

Over the last three decades, CINI has gained considerable experience as centre of excellence in

capacity building, which has helped to build a strong relationship with government and non-

government agencies. It is in the areas of health care, child nutrition and holistic service delivery

where CINI has always sought to channelize its experience and learning from the field into its

training initiatives.

CINI has been engaged in a host of communication initiatives. Significantly there has been a

shift towards participatory communication approaches and processes. Projects with a strong

communication component are being written and implemented. There is also a growing emphasis

on the archiving of communication related outputs; project learning and challenges, training

related documents and other important knowledge outputs of the institution.

Networking is a key area of activity of CINI. This focus stems from the knowledge that all

stakeholders-government and civil society-must come together and act for sustainable change.

Networking and advocacy efforts, in particular, play a critical role in highlighting issues and

facilitating related dialogue and action. There has been spread across the domains of health and

nutrition, education and protection. Increasingly, there is an emphasis on strategizing

institutional involvement in such endeavors.

2.3 HR policies of CINI: An overview:

2.3.1 Recruitment:

Internal search Vs external search:

CINI has a policy of internal search for recruitment for key positions of a new project. It depends

on the requirement of the project whether the experience and expertise required should be

inherent to CINI or not based on the greatest interest of the project.

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However, CINI has recruited most of its employees through external search recently. For

external search CINI has a formal procedure of serving public notice through any of the

following methods

Advertisement in News paper

CINI website / devnetjobsindia / other similar websites

Serving 'Notice' in CINI and unit office notice boards or

Referring to the institute data bank from job application file

Search from campus recruitment drives of premier organizations

Reference to external recruitment agencies.

From among the applications received a list of candidates to be prepared to be called for an

interview as per the published criteria. The candidates may be called for interview through Call

letters, Telephone calls or Walk in interview.

The recruitment board generally consists of Staff members or sometime, resource person from

outside.

The interview process may include all or any of following method

Written test

Computer test

Group discussion

Viva-voce interview

After completing the interview process, one interview report containing the recommendation of

the board signed by each board member to be forwarded to HR unit for further course of action.

Now based on the recommendation report, the HR unit will issue the offer letter for appointment.

Upon acceptance of the said offer letter, the HR unit will proceed to issue the appointment letter

in the form of Assignment letter or Agreement for employment

2.3.2. Performance review

For all categories of staff, yearly review of performance is made. Based on this review report,

salary increments and/or shifting to next level or fresh contracts in the same / higher grade is

made.

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2.3.3. Salary Payment

The salary payment is made on the 28th of every month or if it is a holiday on the previous day.

Salary payment is made through crossed a/c payee cheque or cash.

2.3.4. Induction Training:

The induction training in CINI has been designed for five days. The participants would interact

with the administrative personnel; undertake field visits to the various units & divisions.

Objectives of the induction training: at the end of the training participants would be able to:

State the mission & vision of CINI.

Describe the work carried out by various CINI divisions.

Describe organizational structure, system & style of functioning.

Explain CINI model of community health program using LCA.

Explain LCA implementation strategy.

Describe CINI’s response to the HIV/AIDS problem in the state.

Describe peer education program.

Describe child rights & protection.

List out the administrative rules & regulations.

Explain CINI’s role as support organization.

2.3.5. Leave

(a) Casual Leave –The no. of casual leave in a year is eight for all categories of staff. Non-

availed casual leave of one year cannot be carried forward to the following year/s. Also, casual

leave cannot be considered for encashment.

(b) Sick Leave – Application for sick leave should be submitted on the date of resumption of

duty along with medical certificate. The no. allowed in a year is 7 for all categories of staff. This

is also not encashable.

(c) Earned Leave – Prior approval is absolutely essential in case of earned leaves. The no.

allowed in a year for all categories of staff is 15.In case of regular employees, non-availed earned

leave in a year can be accumulated up to 240 days and be carried forward to the following years

and is considered for encashment at the end of service period.

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(d) Compensatory Leave – this is allowed for all categories of staff for working on holidays and

weekly off days. For duties on weekly off days and institute holidays, prior written permission of

the immediate higher authority is required to be obtained.

2.3.6. Benefits

Increment of salary

This is generally as per terms of contract of each employee and normally increment is considered

after the completion of each year/contract based on the recommendations of the concerned

departmental heads, evaluation of performance, contribution to the organization and other factors

like regularity, timely reporting and leaving place of duty absenteeism etc.

Pay policy:

The pay structure of CINI is competitive compared to other NGOS.

Post Minimum qualification Cost to organization

Field Associate /

Programme Assistant

Graduate 42000 - 66000

Sr. Programme

Assistant

Graduate 48000 - 84000

Programme

Associate

Masters /PG Diploma

Internal – Graduate

with 5 years experience

72000 – 108000

Sr. Programme

Associate

Masters / PG Diploma

90000 – 144000

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Programme Officer Masters Degree 144000 – 240000

Sr. Programme

Officer

a)Manager – 5 yrs experience

b) Technical –

experience not essential

192000 – 480000

Office Loan:

To meet emergency requirements, staff members are allowed to take office loan. The loan is

permissible to an extent of one month’s basic + D.A. and adjustable over a maximum equated

monthly 10 installments

Medical Insurance:

Requisite premium pertaining to Mediclaim policy of regular and contractual employees and

their kith & kin up to a ceiling of total policy amount of Rs 50,000/- will be reimbursed against

production of photocopy of relevant receipt.

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Chapter 3: Cognizant Technology Solutions:

3.1. Introduction:

Cognizant (NASDAQ: CTSH) is a global IT services and business process outsourcing solutions

provider headquartered in Teaneck, N.J. Cognizant was founded in 1994 as an IT development

and maintenance services arm of The Dun & Bradstreet Corporation. The company was spunoff

as an independent organization two years later. Since 1996, Cognizant has worked closely with

large organizations to help them build stronger, more efficient, and more agile businesses.

With over 78,000 associates— and growing — Cognizant is a leading provider with the breadth

and depth of capabilities to deliver on the most challenging client needs.

Organizational chart for CTS:

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3.2. HR policies of CTS:

3.2.1. Recruitment:

Cognizant has a hiring policy of lateral hiring as well as hiring from top institutes. It has ties with

premier B-schools and engineering institutes. Cognizant being a reputed company is often

categorized as Slot1 Company in management institutes. It goes to institutes looking for fresh

candidates and often hire in bulk. The lateral hiring follows two major channels- Referral and

placement consultants. Cognizant carries out a detailed background check on individuals whom

it hires.

Cognizant has a policy of properly organized internal search recruitment. For this, they maintain

a employee profile database wherein its employees are made to update their resumes at regular

basis. Whenever there is a requirement, the suitable candidate’s profile is matched with the

required profile from the database. Then a mail is sent to the selected suitable candidates. As

interested candidates apply Cognizant conducts internal interviews to select the best fit person.

3.2.2. Selection:

The selection process of Cognizant is a well structured process. While selecting a candidate the

emphasis is on the academic performance of the candidate. It conducts a written aptitude test,

problem solving skills and technical interview to screen out the best talent.

3.2.3. Training and Orientation:

Cognizant has a policy of treating its human capital as its greatest strength which helps it to

design a structured training program for its employees. It emphasizes on continuous learning and

giving its associates the opportunity to stay current with leading-edge technologies and to

develop communication skills so that they can perform their roles effectively and efficiently.

They have an in-house training center, Cognizant academy through which they offer many

conventional and leading-edge educational programs for employees at all levels.

It has categorized its training programs Four Key Educational Programs:

1. Continuing Educational program offering training on a need-to-know basis and for

continuous knowledge and upgrading skills.)

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2. Role-based Training program

3. Executive Training program which includes Effective Personal Productivity, Time

Management, Acculturation programs, and language programs.)

4. Certification programs which are both external certification programs offered by

Microsoft, Sun, PMI, etc., and internal certification programs such as IBM WebSphere,

DB/2 and software engineering. In addition to the internal training programs, Cognizant

encourages its employees to go for external training as well.

Training Methodology: CTS use conventional and leading-edge learning methodologies. In

addition to the formal learning in classrooms, Cognizant Academy takes learning to employees'

desktops. They use multi-mode learning, as well as Technology-Based Training (TBT) material.

3.2.4. Performance Appraisal:

The performance appraisal system of CTS has a biannual performance cycle shown as below

Mid year

For interim stock taking

Evaluate contribution

relative to peer group

Sustain

Rewards, career progression and

Development initiatives

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The evaluation strictly follows a four step process: Self appraisal, appraiser evaluation,

normalization and discussion and closure.

Discussion & closure

Communicate the associates performance rating for the year discuss strength and areas of improvement/

goal setting.

Feedback, performance rating and closure

Normalization

Evaluation of the associates performance in comparison with a large subset of associates with

similar roles and performance expectations.

peer to peer comparison, performance rating, BELL CURVE

Appraiser evaluation

Review associate’s self appraisal. Solicit feedback from the previous supervisor if any.

Targets and acheivemnets, Competitive advantage, development needs

Self appraisal:

Summarise the performance for the review periodTargets and acheivemnets, Competitive advantage,

career aspiration

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Performance Ratings – Bell Curve: For normalization of performance ratings CT follows a

Bell Curve. A sample is shown below:

Post Normalization

(relative to peer performance)

% Ratings Dispersion for Levels

Nomenclature

upto P, P, PA,

A

SA, AM,

M

BA Profiles

(A, SA, AM, M)

Exceeds All Expectations EA Top 25% Top 20% Top 30%

Exceeds Most

Expectations

EM Next 55% Next 40% Next 50%

Meets All Expectations MA Next 15% Next 35% Final 20%

Meets Some Expectations MS Final 5% Final 5% -

3.2.5. Benefits:

Loans Marriage Loan

This scheme is to provide associates with financial assistance at the time of their wedding. The

Associate can claim an interest free loan of upto Rs. 15000/- or one month gross (whichever is

less) repayable in 10 equal monthly installment.

Medical Emergency Loan

This scheme is to help associates facing a medical emergency and requiring financial assistance

to meet the expenses incurred. The associate can claim an interest-free loan of up to Rs. 15,000/-

or one month's gross (whichever is less) repayable in 10 equal monthly installments.

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Initial Settlement Advance (for PAs & below)

This scheme has been introduced to facilitate our new recruits to identify a suitable

accommodation and to help them settle down Under the scheme, the Company provides an

interest free loan of up to Rs. 10,000/- repayable in 5 equal monthly installments.

Provident Fund

The Employee Provident fund is a social security measure that provides for the institution of

compulsory Provident Fund, Pension Fund and Deposit Linked insurance Fund for the benefit of

the employee after his/her retirement or for his/her dependents in case of his/her early death.

The Act provides for three schemes:

Employees' Provident Fund Scheme, 1952

Employees' Pension Scheme, 1995

Employees' Deposit Linked Insurance Scheme, 1976

Employees' Provident Fund Scheme, 1952

Employees’ Provident Fund Scheme, 1952

An employee who is in receipt of pay upto Rs.6500/-p.m. is eligible for membership of the Fund

from the very date of joining an establishment. The present rate of contribution is 12% of the

Monthly Base Salary of the subscriber.

Employees Pension Scheme, 1995

This scheme aims at providing economic sustenance during old age and survivorship coverage to

the member and his/her family.

Employees' Deposit Linked Insurance Scheme, 1976

The scheme is supported by a nominal contribution by the employer’s i.e.0.5% of the pay of the

employee. No contribution is payable by the employee. On the death of a member while in

service, the person entitled to receive the Provident Fund accumulation is paid an additional

amount equal to the average balance in the Provident Fund account of the deceased during the

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preceding 12 months.

Gratuity

Gratuity is an ex-gratia payment, paid as gratitude towards the successful service rendered by the

associate as defined under ―The Payment of Gratuity Act 1972‖.

For Associates hired on or before 30th September, 2004

Gratuity computation

Gratuity is computed at the rate of One Month Basic (as per last pay slip) for every completed

year of service or a part there of in excess of six months

For Associates hired on or after 1st October, 2004

Gratuity computation

Gratuity is computed at the rate of Fifteen Days Basic Salary (as per last pay slip) for every

completed year of service or a part there of in excess of six months.

Medical Insurance

Cognizant has entered into a direct tie up with Oriental Insurance Company, a subsidiary of

General Insurance Co. (GIC) for the insurance coverage and with the UnitedHealth Care India

(Pvt) Ltd., a Health Care Service Provider which would enable associates to avail cashless

transaction facility in any of the 2700 plus networked hospitals across India.

3.2.6. Leaves:

Vacation Leave

Vacation is provided to enable associates to take time off their busy schedules to rest, recuperate

and revitalize. Associates are entitled to avail a total of 12 working days of vacation per year.

Vacation will be credited to the associate’s leave account at the end of each month at the rate of

1 working day per month of continuous service with the Company. Vacation Leave is not

encashable.

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Sick Leave

Each associate is allowed up to 6 days of Sick Leave with pay in a span of 12-month period of

service. Sick leave can be accumulated up to 18 days. Any accumulation greater than 18 days

lapses automatically. For the purpose of the company's records, the associate must give a copy of

the Original Medical Certificate and Sick Leave application in case of long Sick Leave. Sick

Leave is not encashable.

Personal Leave

The associate is permitted to take upto 4 days of such `time-off' from work in a year. 4 days of

Personal Leave will be in the Associate's account on 1st January of every year and if not availed

this will elapse on 31 December of the same year. Personal Leave cannot be accumulated or

encashed.

Maternity Leave

Every woman associate shall be eligible for Maternity Leave as per ―The Maternity Benefit Act

1961‖, provided she has been in the rolls of Cognizant for a period of not less than 80 days in the

twelve months immediately preceding the date of her expected delivery. The Maternity leave

will be for a period of 6 weeks immediately following the day of delivery and 6 weeks preceding

the date of expected delivery (inclusive of all intervening Saturdays, Sundays and other

holidays).

Compensatory Off

The compensatory off has to be availed of within (and including) 122 calendar days of the day

on which the associate has worked, and against which s/he avails of the benefit. Compensatory

off availed cannot exceed 5 days at any time.

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Chapter 4: A comparative study of CINI and CTS

The main difference between CINI and CTS is in the way they operate to achieve their goal. CINI is

mission driven and CTS is market driven. We conducted a questionnaire based survey for the analysis and

comparison of CINI and CTS as non profit and for profit organization respectively.

No. of employees in both the companies:

CINI: total number of employees: 284 CTS: total number of employees: 78000

Total number of female staff: 146 Female to male ration: 1:3

Total number of male staff: 138

Figure shows that CINI has a dominant work force on women than men. This is probably due to

the type of service they provide to the society. The inclination can also be explained by the

passion shown by female employees in rendering social service in the domain of child protection

and development. On the other hand, female to male ratio in CTS is 1:3 which is in conformity

with any industrial sector.

Based on the information provided by the HR personnel from both the organizations we have

made a comparative study of HR practices in both the organizations:

Percentage of employees

Female employee

Male employee

Percentage of employees

Female staff

Male staff

24

CINI CTS

Internal Search Internal search is the most

preferred method of recruitment

for CINI given the requirement

of the experience and passion for

the project. Chosen from

amongst the most experienced

depending on the project

CTS has a professional approach

to internal search depending on

the requirement of the

qualification and experience on

the job. Candidates are selected

from their matched profile

updated in database.

The procedure

Internal notice is issued.

Followed by an interview process

Suitable candidates are mailed

individually, Interested

candidates apply

Followed by an interview

External Search For external recruitment both

CINI and CTS follow the same

procedure. CINI uses its website

and newpapers for calling

application for job vacancy.

CINI generally refers to external

recruiting agencies for

background check on individual

applicants

CTS has a larger base regading

external search being a reputed

for profit organization. Also it

has ties with leading B-schools

and premier engineering institute.

CTS has a policy of recruiting

based of referral.

Short listing

Candidates

CINI conducts written test, group

discussion, walk in interview,

telephonic calls and computer

test. While selecting candidates,

the emphasis is on passion

towards its mission.

CTS put emphasis on academic

performance. It tests aptitude

test, problem solving skills

followed by technical interview

to select a candidate.

Orientation Well structured process is

followed with emphasis on

capacity building,

communication and networking

Well structured process with

emphasis on

Performance

appraisal Process

A yearly appraisal system is

conducted based on the filled

details, feedback by supervisor

and interview is taken. The

A well structured process is

followed by self appraisal,

appraiser evaluation,

Normalization, Discussion and

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parameters of appraisal are job

performance, Communication

skills, team work, cooperation,

attendance and punctuality.

closure

Outcomes of the

review

Salary increments or promotion,

the employee is given a fresh

contract in the same or higher

level.

Certain percentage raise in salary

that is pre specified, Employment

awards.

Types of leave Casual Leave, Sick Leave,

Earned Leave, Compensatory

Leave

Personal Leave, Sick leave,

Maternal Leave, Compensatory

Leave, Vacation Leave

Benefits Provident fund trust, Gratuity

fund trust, Medical insurance,

Sanchayani credit cooperative

society ltd. For PF, The monthly

subscriptions are deducted from

salary and transferred to the trust

fund. equal contribution of the

institute for proper investments

in order to yield best returns for

its members

Provident fund, Gratuity fund,

Medical insurance, Appreciation

awards. 8.33% of Monthly Base

Salary from the Employers

contribution is diverted towards

this fund. equal contribution from

the organization

Sanchayani credit cooperative

society ltd

Members have to make minimum

monthly contributions towards

the cooperative fund , The

members decide the maximum

limit of loan amount and the

interest payable in its general

body meeting

NA

26

We conducted a questionnaire survey with the employees regarding the work time flexibility of

both the organizations. The employees were asked to rate the work time flexibility on various

parameters based on a scale of 1 to 5, 1 being the poor and 5 being the excellent. The result is

tabulated below:

Ranking

CINI CTS

Traditional flexitime 4 4

Daily flexitime 1 2

Gradual return after delivery 5 4

Contract to fulltime employment 3 3

Occasional work from home 3 3

Regular work from home 1 3

Time off to attend to personal work 5 5

5 point Scale where 1 is Poor and 5 is Excellent

These are two key findings from the analysis:

CINI offers extended maternity, paternity and adoption leaves, but rarely pays during

leaves for maternity or paternity

CINI is less likely to allow work from home on a regular basis

27

ROLE DESCRIPTION: Both the organizations are project driven organization. Based on the types of project CINI and

CTS undertake we have conducted a comparative study of role descriptions at different levels of

project. The summary of the study is given below:

CINI CTS

Senior Programme Officer Strategic planning for the unit

Direction in effective implementation

of unit’s projects.

Overall administrative and financial

management of the unit

Represent CINI in national and

international fora.

To institutionalize the learning efforts

of the unit in consultation with the

Addl. Dir / Dy Director / Asst Director

Project Manager

Responsible for a single project or

multiple small projects

Responsible for Project Management

(all aspects of SDLC – E.g.: project

planning, tracking and execution etc of

the project) in order to ensure both

timely , high quality delivery

Responsible for resource utilization ,

tracking project costs

Programme/Project officer S/he will be responsible for the unit or

department planning.

Writing up project proposal along with

budget formulation

Networking with NGO, Government

organizations, funding agencies and

community

Project lead

Responsible for project / work

component delivery which includes all

the SDLC stages as applicable to the

project

Ensure delivery of project level status

reports, metrics reports and escalation

reports

Ensure adherence to quality planning,

processes and procedures

Senior Project associate Module lead

28

To coordinate different activities of

different projects

To conduct situational analysis

followed by recommendations

independently

To assist in identifying programme

needs

to represent project in different

workshops and seminars

.

Responsible for development and

implementation of a project module or

entire project depending on the size and

complexity of the assignment; manages

a team of 3-5 members

Responsible for driving productivity

and quality standards within the team to

efficiently produce error free

deliverables

Responsible for coordination with the

onsite team for a work product

Programme associate: Responsible for effective

implementation of project

To be an effective inter phase between

community and project

Senior Developer Responsible for effective implementation

of the project

Plans for team outings and other

recreational activities for the team

Senior project assistant Implementation of projects at

grassroots / community level

Community organization and

awareness generation on specific issues

To coordinate work with co workers in

the same field

Developer Responsible for development and

implementation of small to medium

non-complex components of a project

module, works on problems of limited

scope through usage of standard

programming concepts and principles

29

Recommendation: We have carried out a detailed analysis of HR practices in two organizations and compared them

on various parameters. There is a scope that both the organizations can learn from each other to

improve their performance depending on relevance on typical situation. As for the closure of our

analysis we have come up with a few recommendations to both the organizations. The list is not

exhaustive and there is a further scope of in depth analysis of the practices in both the

organizations.

Recommendation for CINI:

HRs must be strategic rather than working as administrative employees. They must be

involved in tasks such as change management

Outings and annual fests must be celebrated in the company to increase motivation

Eliminate paper work as much as possible when an employee reaches out with a concern

– This will reduce employee frustration

Clearly define the role of every employee – most employees get frustrated as they are

asked to re do the work assigned due to miscommunication

The HRs must be given more decision making freedom by the management

CINI can also go to premier colleges for recruitment to ensure better quality of potential

employees

CINI can maintain a database containing the resumes of all its employees in a specified

format and ask the employees to regularly update it. This will make internal search for

candidates for projects more easier and there will be better chances of finding the apt

person for the job

Performance appraisal is still done on pen and paper. It will be more efficient to make the

entire process online.

The appraisal process must be a continuous process. It can be made biannually or

quarterly where both self appraisal and manager’s evaluation can be taken into

consideration and a weighted average of the two can used to get the final result. This will

result in a fair and unbiased appraisal.

A component in the appraisal process must be added where the performance of an

employee in a particular role must be compared with other employees in the same role.

CINI can tie up with banks for making the salary payments and for other financial

activities. This will eliminate most of the corruptions that could emerge when hard cash

is handled directly.

30

Recommendation for CTS Job mapping must be given more importance

Improvement on work-life balance is needed

Employees are made to stay back after work hours regularly – This trend must be

eliminated

Hrs in the Bangalore office are not easily approachable – The HRs must build a good

rapport with the employees

A large pool of employees are kept on bench unutilized, these employees lose the motive

to work or even come to office – Hire only as many employees as required

Reference:

Barbeito, Carol L. & Bowman, Jack P. & Applied Research and Development Institute

International, Inc. Nonprofit compensation and benefits practices / Carol L. Barbeito and Jack P.

Bowman (Applied Research and Development Institute International, Inc.), 198

Brown W. A. , Yoshioka, Mission Attachment and Satisfaction as Factors in Employee

Retention,2002

Drucker, Peter F. Managing the Non-profit Organization: Principles and Practices. Reprint

Edition. Collins, 1992.

Hall et al, Highlights of the National Survey of Nonprofit and Voluntary Organizations,2003

Hopkins, Bruce R. A Legal Guide to Starting and Managing a Nonprofit Organization. Second

Edition. John Wiley & Sons, 1993.

Mancuso, Anthony. How to Form a Nonprofit Corporation. Seventh Edition. Nolo, July 2005.

McMullen, K. & Schellenberg, G, Skills and training in the non-profit sector. CPRN Research

Series on Human Resources in the Nonprofit Sector, No.3.Ottawa: Canadian Policy Research

Networks, 2003

Nicholas, Ted. The Complete Guide to Nonprofit Corporations. Enterprise Dearborn, 1993.

Websites:.

• http://www.cini-india.org

• http://www.cognizant.com

• http://www.wikipedia.org

• http://www.idealist.org

• http://www.citehr.org

• http://www.informaworld.com

31

APPENDIX 1

SELF REVIEW/APPRAISAL FOR CINI

ANNUAL PERFORMANCE & DEVELOPMENT SUMMARY

To be filled in by self

NAME DESIGN/UNIT

APPRAISAL PERIOD

1)What were the most energizing/enjoyable aspects of your role in the given period?

………………………………………………………………………………………………………………

………………………………………………….

………………………………………………………………………………………………………………

………………………………………………….

2)What enabled you on the above? What were your key learnings in the given period?

………………………………………………………………………………………………………………

………………………………………………….

………………………………………………………………………………………………………………

………………………………………………….

3) Are there any aspects of your work which have not gone so well? If so, why ?

………………………………………………………………………………………………………………

………………………………………………….

………………………………………………………………………………………………………………

…………………………………………………

4) Do you possess skills, aptitude or knowledge which are not fully utilized in the course of your work ?

If so, what are they and how could they be used ?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

5) What are the top three priorities that you need to focus on/change in the coming months, to enhance

your performance?

32

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

6) Do you require any developmental inputs (in the form of Training, Coaching etc.) for your

current/future role?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

7) What were your 2 major achievements during the Review 2 major achievements Period ?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

8) What were the factors which facilitated and inhibited your performance? What steps did you take in

overcoming the inhibitors ?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

……………………………………………………………………………………………………

To be filled in by supervisor

Job performance Understanding Job Procedures

Meeting and fulfilling major job

responsibilities

Understanding programme goals and

objectives

Keeping records upto date

Cost Consciousness

Communication skills

Exchanging ideas with others

Decision Making/Leadership Skills

Writing Reports, letters etc. in a

clear/concise manner

Skills of delegation

Co-operation & Team Work

Sharing information and resources with

others

Giving timely response to requests made

by others

Promoting team work

Exhibiting positive attitudes during time of

change

33

Attendance & punctuality

Coming to work regularly withoiut

excessive absence

Maintaining assigned work schedule

Taking initiative

Following instructions

Personality /Attitudinal Factor

Decision making ability

Flexibility

Analytical ability

Problem solving

Approachability

Self discipline

Creativity

Organizing Capacity

APPENDIX 2

Telephonic Interview with the HR personnel:

1. Briefly describe your organization structure, functions, departments, hierarchy.

………………………………………………………………………………………………………

……………………………………………..

………………………………………………………………………………………………………

……………………………………………..

2. How do you call for recruitment? Please elaborate the procedure.

.........................................................................................................................................................

………………………………………………………………………………………………………

……………………………………………..

3. Explain the education levels you look out for in each level of vacancy in your organization.

………………………………………………………………………………………………………

…………………………………………….

………………………………………………………………………………………………………

……………………………………………..

4. What are the attributes you look for in your employees under each level of your organization?

………………………………………………………………………………………………………

…………………………………………….

34

………………………………………………………………………………………………………

……………………………………………..

5. What kind of salary structure do you follow in your organization? Please elaborate for different

levels and the approximate percentage break-ups for each of these levels.

………………………………………………………………………………………………………

……………………………………………

………………………………………………………………………………………………………

……………………………………………..

6. Do you have a formal induction program for the new recruits? Please elaborate.

………………………………………………………………………………………………………

……………………………………………

………………………………………………………………………………………………………

……………………………………………..

7. Do you have a formal appraisal procedure in your organization? Please elaborate in terms of

grade system, incentives, eligibility for promotions, frequency (quarterly, half-yearly, and

annually).

………………………………………………………………………………………………………

……………………………………………

………………………………………………………………………………………………………

……………………………………………..

8. Briefly explain the salient rules, employee policies, leave system and disciplinary procedures in

your organization.

………………………………………………………………………………………………………

……………………………………………

………………………………………………………………………………………………………

……………………………………………..

9. Briefly explain the entry executive level job description.

………………………………………………………………………………………………………

…………………………………………..

………………………………………………………………………………………………………

……………………………………………..

10. Do you have any employee/ family get-togethers? Please elaborate the same in terms of occasions

like annual day celebrations or if any other.

………………………………………………………………………………………………………

………………………………………….

………………………………………………………………………………………………………

……………………………………………..

35

11. Do you have a skill enhancement/training program in place? If yes, please elaborate on the

criteria for selection of employee for such training programs.

………………………………………………………………………………………………………

…………………………………………..

………………………………………………………………………………………………………

……………………………………………..

12. Briefly explain the retirement benefits in your organization.

………………………………………………………………………………………………………

…………………………………………..

………………………………………………………………………………………………………

……………………………………………..

13. Please feel free to add any other information you may think is unique to your organization.

......................................................................................................................................................

………………………………………………………………………………………………………

……………………………………………..

36

APPENDIX 3 Questionnaire filled by Employees:

Q1. Are you...?

Male ..................................................................... Female ..................................................................

Q2. What is your age?

22-25 ....................................................................

26-28 .................................................................... 29-35 ....................................................................

35+ .......................................................................

Q3. How will you rate traditional flexitime in work in your organization? Allows ..................................................................

1.Very poor ..........................................................

2. Poor .................................................................. 3. Average.............................................................

4. Good .................................................................

5. Excellent ...........................................................

Does not Allow ..................................................... Q4. How will you rate daily flexitime in work in your organization?

Allows ..................................................................

1.Very poor .......................................................... 2. Poor ..................................................................

3. Average.............................................................

4. Good .................................................................

5. Excellent ........................................................... Does not Allow .....................................................

Q5. Does your organization provide for contract for full time employment? If yes, how will

rate it? Allows ..................................................................

1.Very poor ..........................................................

2. Poor .................................................................. 3. Average.............................................................

4. Good .................................................................

5. Excellent ...........................................................

Does not Allow ..................................................... Q6. Does your organization allow you to work occasionally from home? If yes, how will you

rate it?

Allows .................................................................. 1.Very poor ..........................................................

2. Poor ..................................................................

3. Average............................................................. 4. Good .................................................................

5. Excellent ...........................................................

Does not Allow .....................................................

Q7. Does your organization allow you to work regularly from home? If yes, how will you rate

it? Allows ..................................................................

1.Very poor ..........................................................

2. Poor ..................................................................

37

3. Average.............................................................

4. Good .................................................................

5. Excellent ........................................................... Does not Allow .....................................................

Q8. Does your organization allow you to take time off to attend to personal work? If yes, how

will you rate it?

Allows .................................................................. 1.Very poor ..........................................................

2. Poor ..................................................................

3. Average.............................................................

4. Good ................................................................. 5. Excellent ...........................................................

Does not Allow .....................................................

Q9.. Which of these best describes you?

Married/Living with partner .................................. Single/Widowed/Divorced ....................................

Q10. Does your organization have a specified date to return to work after delivery? How will you rate it?

Allows ..................................................................

1.Very poor .......................................................... 2. Poor ..................................................................

3. Average.............................................................

4. Good .................................................................

5. Excellent ........................................................... Does not Allow .....................................................

Thank you for taking part in this survey.

38

APPENDIX 4

Leave application for CTS

39

APPENDIX 5

LEAVE APPLICATION FORM

CINI-CHILD IN NEED INSTITUTE

LEAVE DETAILS OF MS. XXX, PROJECT ASSOCIATE

FOR THE PERIOD 01/04/2009 TO 31/03/20010

AS ON 20/03/2010

DUE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Casual 8

8

Earned 15

15

Sick 7

7

Comp 0

0

Accum 0

0

Dates of compensatory

leave

LEAVE APPLIED FOR .............ON/FROM......TO......DUE TO.......

APPLICANT'S SIGNATURE WITH DATE

SIGNATURE OF ISSUING PERSON WITH DATE