You are on page 1of 30

HRM CASE

STUDY ON
Brihaspati Vidyasadan

Presented by
Kamana Dahal
Santosh Acharya
Sudeep Dhakal
Utshab Bhetuwal
2

OBJECTIVE OF THE STUDY

1. Improve performance and labor productivity, examining the


functioning of the organization and detecting the areas to
intervene
2. Used to increase and enhance the personal development of
workers and improve their quality of life in the workplace.
3. Understand the motivational factors present at the organization
4. Provide a comprehensive analysis of the organization's
functioning and recommend the necessary changes for
organizational development
BVS INTRODUCTION
» Company’s Full Name : Brihaspati Vidyalaya Vyawasthapan Pvt. Ltd
(Brihaspati Vidyasadan)
» Address : Naxal, Kathmandu
» ESTD : 1985
» Area : 30 ropani
» Academic Level : K-12
» Faculty : Science and Management
HR Figures of BVS
» Total Teachers :
⋄ Core Academic : 80
⋄ ECA Teachers : 30
237
» Support staffs : 70 Total Staffs
» Admin Executives : 33
» Transportation Staffs : 24
» Current Students : 1300
6

WHY WE CHOSE BVS ?


» Accessibility » Academic Institution

» Interesting » Reporting
ORGANIZATION STRUCTURE
8

HR PROCESS
1. Staffing profile 5. Selection
2. Vacancy Management 6. Qualifications
3. Advertising vacancies 7. Employment, promotion or
4. Employees with Priority transfer
Status 8. Review/grievance
HR Recruitment Process
10

HOW HR Recruitment is done


1. Personal Contact
It was a practice in BVS in earlier days

2. Referral
Referral from trusted individuals are used.

3. Vacancies
BVS uses newspaper and online job portals for vacancies.
Different National Daily, merojob.com, social media etc are the
platform where vacancy information are published.
11

After Recruitment
Formal procedures

» HR Handbook
Code of conduct is provided which every staffs need to follow.

» NDA/Contract
Based upon the code of conduct contract is done.

» Minimum duration of contract : 1 year


» Should notify 3 months prior before leaving.
» New employees are kept under 3 months of probation.
12

AFTER RECRUITMENT
Field works

Formal Interaction/ Training Session Mentor Assignment


Introduction Session
Under the supervision Mentor is assigned for
To become familiar with the of immediate first month and the
organizational environment supervisor training next (if required)
and culture formal session is conducted.
interaction sessions are
conducted. Newly appointed
staffs interact with topmost
managers.
13

HRM ASSESSMENT MATRIX


Indicators for Stages of HRM

S. No. HRM Component 1 2 3 4 Average

1 HRM Capacity 0 0 2 3 3.6


2 HRM Climate 0 0 2 1 3.3
3 HRM Information 0 0 3 0 3.0
4 HRM Strategy and Policy 0 0 3 0 3.0
5 HRM Mechanism and Methods 0 4 3 2 2.8
6 HRM Outcomes 0 0 3 0 3.0
Total 0 4 16 6 2.9
14

HRM CAPACITY
» HRM Structure and Positioning
A separate HRM unit does exist directly under the director of the company with clear HRM
roles and accountability.
» HRM Staff
There are trained HRM staffs in the organization, who maintain procedures and record-
keeping functions.
» HRM Budget
There is a provision of budget for HR department in BVS. This budget is allocated annually
which is reviewed in case of excess or shortfall.
15

HRM CAPACITY..
» HRM Facility and Resources (non-human)
Physical facilities and resources for HRM are available as required and they are being used to
achieve HRM goals. As it is a separate department in the organization, there are enough
facilities and resources (e.g. space, learning materials and computerized system) available
for the HR department.

» HRM program planning delivery capability


The people in HR department are responsible for the planning and execution, streamlining
with other department’s objectives to achieve organizational goal.
16

HRM CLIMATE ANALYSIS


» HRM Importance
Top management expresses importance of human resource and there is firm commitment in
action. There is support for training and development, HRM is a priority function.
» Leadership style and managerial systems
The leader generally involves team members in decision making and gives discretion for
performance. Participatory management processes and mechanisms are in place and they
are generally used.
» Organizational Processes and Practices
Initiatives and experimentation from the employees are expected and are encouraged too.
There is a system to promote collaboration, mutuality and teamwork in problem solving and
they are often observed.
17

HRM INFORMATION
» HRM Resource database
A well-designed, comprehensive and computerized human resource
management system is in place.

» Utilization of HR data for HRM


On the basis of employee records present in computer or physical
log book, HRM planning process is carried out.

» HRM Resource Information


Information about HRM resources is maintained at the HRM unit.
The database is systematic and comprehensive.
18

HRM STRATEGY & POLICY


» HRM Policy, Strategy and plan
HRM policies and strategies are prepared but they cover limited aspects of
HRM, mostly training. HRM plan focuses on key short-term needs.

» Strategic linkage on HRM


Corporate / business goals, strategies and plans are taken as a basis for
developing HRM policies and actions. However, HRM plan is also developed
to respond to other immediate needs.

» Alignment with HRM


HRM policies, strategies and practices generally support the development of
the staffs and utilisation of their competencies. There is a good deal of
linkage between the staffs and management..
19

PAY SCALE
» Mostly unsatisfactory
» While there are many factors that determine job satisfaction, salary is one of them.
» The feeling of not being paid fairly in relation to workload has a negative impact on job
satisfaction as well as motivation of the employees.
» Pay is a kind of extrinsic motivation for the employees.
» It was also noted that employees (mostly teachers) were unsatisfied with their pay when
compared to others.
20

EMPLOYEE BENEFITS
» Provident Fund/Gratuity
» Insurance ( Medical and Accident )
» 50% fee weave for staff’s children
» 30 days annual leave
» Inhouse Free training and development
» Retreat and refreshment
21

PERFORMANCE APPRAISAL
» Feedback from supervisor:
⋄ Feedbacks from supervisor is considered as the strongest method for
performance appraisal. Grading method is used on the scale of 3; 3 being the
highest scale
» Project Based Performance:
⋄ On the successful accomplishment of assigned project grading is done

» Leadership capability:
⋄ Leadership roles are looked and taken into consideration by the supervisors for
their employees
22

JOB STABILITY AND


SECURITY
» A considerable population of the employees feel insecure about their jobs

» Job insecurity is seen as worse than unemployment for the employees as well as the
company.

» This is due to the new kind of changes that have come up ( performance evaluation,
contractual employment etc.)

» Frequent appreciations, feedback session etc can help employees feel better about their
jobs.
23

REVIEW OF THE HR PRACTICES


AT BVS
» The HR practices at BVS is very effective due to the dedicated team, giving their entire
time in managing the human resources of BVS.
» The HR at BVS is one of the most approachable entities and adequately entertains any
queries of the staff.
» The newly implemented 360 degree Performance Appraisal system is a very effective
one as it allows feedback from all directions and also enables to recognize the deserving
individuals on the basis of merit.
» The HR at BVS also values the importance of feedback and provides the same as and
when needed.
24

WORK ENVIRONMENT
» Safety at work place
Work environment is seen as comfortable and safe by most employees with helps
reduce one of the few external factors that might hamper their productivity

» Job Satisfaction
⋄ The support staffs reflected a very high level of commitment towards the
institution.
⋄ As most of them have worked here for a long period, they accept their
responsibility of contributing to the growth of the institution.
⋄ They are satisfied with their jobs however they seem to resist change.
⋄ Most of them suggested they be kept in their places of work, rather than changing
their areas.
25

MOTIVATION
» Most of the support staffs at BVS have a very positive outlook towards the school and
how it has helped them sustain their families over the years.

» They are motivated to perform their given tasks however they desire some recognition.
26

JOB STRESS
» The staffs do face the problem of workload and uneven work distribution.

» The cleanliness department feels the lack of people to distribute the task amongst.

» The support staffs also seem to face the issue of inadequate supervision because of
which they feel less appreciated for their efforts.
27

RECOMMENDATIONS
» Employee Rewards Recognition and penalties for all the
staffs
» Well defined and communicated criteria's for all systems of
rewards
» Specific program for the support staff to extend
appreciation for them
» Efforts of effective communication system with clearly
definition of roles
» Better change management ensuring there is a compromise
from both end; people implementing as well as accepting
the change
28

LIMITATIONS OF STUDY
» Absence of participative survey for the support staff
» As the survey questions were independently formed by the
researcher, some of them may have been ambiguous or
might have even lacked relevant content.
» Employees may have been hesitant in answering some
questions honestly or due to busy schedule may have also
faked it.
» Due to the factor of anonymity that the researcher wished to
maintain, the analysis may have lacked some specific
details while conveying it to the top level management.
29

CREDITS
Special thanks to all the people who made and
released these awesome resources:
» Ms. Rachana Karki (HR Manager - BVS)
» Mr. Jayaendra Rimal (Faculty instructor)
» Mr. Pradeep Rajopadhya sir
30

Any questions?

THANKS!