You are on page 1of 21

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

Shalin nigam

Human resource management Page 1


The Gap Analysis on Human Resource management

CONTENT

 Introduction of HRM

 Objective of Project

 Analysis on Case Study

 Report of Gap Analysis

 Conclusion

 References

Human resource 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:

 Organizational management

 Personnel administration

 Manpower management

 Industrial management

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

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

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

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

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

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

practice of HRM and organizational performance, evident in improved employee

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

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:

 Best practice

 Best Fit

 Resource Based View (RBV).

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

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

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

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

reduction of status differentials.

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

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

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

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

advantage.

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

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

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

by Dave Ulrich, defines 4 fields for the HRM function

 Strategic business partner

 Change Agent

 Employee champion

 Administration Expert

Human resource management Page 4


The Gap Analysis on Human Resource management

HRM strategy

An HRM strategy typically consists of the following factors:-

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

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

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

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

personnel in order to achieve the 10% figure.

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

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

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

the critical departments within the functional area of an organization.

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

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

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

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

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

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

electronically automate many of these processes by introducing specialized Human Resource

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

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

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

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

Human resource management Page 5


The Gap Analysis on Human Resource management

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

enabled increasingly higher administrative control of such systems. Currently Human

Resource Management Systems encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service

Human resource management Page 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 retirement.

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

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

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

Initially, businesses used computer based information systems to:

 produce pay checks and payroll reports;

 maintain personnel records;

 Pursue Talent Management.

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

garner potential candidates for available positions within an organization. Talent

Management systems typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;

 recruiting through company-facing listings;

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

and applicants.

Human resource management 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:-

 Recruitment Process.

 Performance Appraisal System.

 Exit of an Employee.

Human resource management Page 9


The Gap Analysis on Human Resource management

CASE STUDY ON

DANCEWORX

PERFORMING ART ACADEMY

CHOREOGRAPHERS AS A CAREER

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

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

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

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

widening. Several choreographers are engaged in many other tasks besides

choreographing dance performances. Choreographers generate and arrange

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

also develop innovative interpretations of customary dances. Choreographers

Human resource management Page 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 forms of

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

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

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

professional dance companies employ choreographers under contract. These

companies also invite visiting choreographers on demand. Some choreographers

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

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

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

entertainers but many companies like movie producers, directors and dance

companies also invite them for the assistance.

Courses in India:

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

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

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

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

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

6) Shiamak Davar Institute for Performing Art {Mumbai}

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

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

8) The Natya Institute of Kathak and Choreogrphy, Bangalore

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

Communication, PO Central University, Hyderabad

Human resource management Page 11


The Gap Analysis on Human Resource management

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

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

Chennai

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

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

14) Rabindra Bharati University,Kolkata

DANCEWORX PERFORMING ARTS ACADEMY

Danceworx comprises of The Danceworx Academy and The Danceworx Repertory

Company.

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

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

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

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

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

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

a student base of over 600 students and 5 teachers.

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

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

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

special curriculum set by the Artistic Director.

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

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

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

Human resource management Page 12


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:

 National School of Drama

 Barry John Acting Studio

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

including:

 Duet by "Three"                      2009


(The Danceworx & Old World
2008
 Salaam India                     
Culture)
2003
 Short Cut                                          (National School of Drama)      
2000
 Buddha                                        (Theatre World)
1999
 Romeo & Juliet Technicolor           (National School of Drama)

 Les Miserables                              (Theatre World)


1998
 Matilda                                         (Theatre World)
1996
 Fiddler on the Roof                    (Delhi Music Theatre)
1995
 Jesus Christ Superstar                     (Theatre World)
1994
(Prime Time Theatre)
 Me and My Girl                              
1994
(Delhi Music Theatre)
 West Side Story                                1989

He has conceived, written, directed & choreographed:

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

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

Human resource management Page 13


The Gap Analysis on Human Resource management

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

the India Habitat Centre

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

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

Indo-Dutch relations

He has choreographed various special events, including:

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

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

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

(2007)

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

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

philanthropist), shot at the Taj Mahal, Agra

 International Film Festival of India 2006 opening ceremony in Goa

 Kala Ghoda Arts Festival 2005 in Mumbai

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

Delhi

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

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

Mahal Hotel, Mumbai

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

Muzzaffar Ali, performed at Indira Gandhi Stadium, New Delhi

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

Human resource management Page 14


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

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

Indira Gandhi Indoor Stadium, New Delhi

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

Textiles (2000 & 2001)

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

Films

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

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

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

 Bhumi – (CineBasha Films) – under production

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

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

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

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

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

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

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

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

 Dhoom (YashRaj Films), directed by Sanjay Gadhvi

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

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

Human resource management Page 15


The Gap Analysis on Human Resource management

Ad Films and Campaign

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

 Disney Channel promo, (Think Hard Productions)

 Metro Shoes ad film

 Vivel ad film, starring Kareena Kapoor

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

 Tata Indicom Motorazr ad film, starring Isha Sharvani

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

Music Videos, etc :

 Aare Aare by Sandesh Shandilya, director Imtiaz Ali

 I am So Lonely by Sangeet Haldipur, director Leena Yadav

 Mundeya by Aiysha (international artist), director Gray Rogers

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

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

Films)

 Maar Dala by Nirmal Pandey, director Pradeep Sarkar

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

anchored by Ashley Lobo

He has choreographed special performances for various corporate companies

including: 

Human resource management Page 16


The Gap Analysis on Human Resource management

Air India Alliance Francaise Alembic


Bravery Awards for
Awaaz Consumer Awards ABN-Amro
Godfrey
Bentley Casio CNN IBN
CNBC Castrol  DD
Ericsson Essar (Hutch) Fiat
Fuji Films General Motors GE
Godfrey Philips (I) Ltd. Hutch Hyundai
Honda Heinz India Hennessey
HBO Hyatt Hotels HSBC
Hotel Nikko ITC Indian Navy
JJ Vallaya Lamborghini Lycra by Dupont
LML Motors Lacoste Maruti-Suzuki
Master Card Maybach Motorola
Microsoft Nissan Over Drive
Pepsi Philips Phillips India
Reebok Rado Siemens India
SAS Airlines Star TV Spice Mobile
Tata Toyota Tupperware
Taj Group of Hotels WLS India Fashion Week Xerox
Yamaha India Zoom TV  
     

Teacher Style Institution Year

Ashley LoboJazz/ Contemporary The Danceworx 1998 onwards

(Australia/India)
Soraya Franco (DominicanYoga Ballet/ Yoga DanceThe Danceworx 2005 onwards

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 2006

(U.S.A.) Hop
Mandeep Raikhy (India/Laban Contemporary The Danceworx 2006

Human resource management Page 17


The Gap Analysis on Human Resource management

U.K.)
Caesar Augusto MonizContemporary/ ClassicalThe Danceworx 2005

(Portugal) Ballet
Susan Buirge (France) Composition of Dance The Danceworx 2005
Mahesh Mehboobani (India) Contemporary The Danceworx 2005
Ronnie Shambik GhoshJazz/ Matt MattoxThe Danceworx 2004, 2005

(Hong Kong) technique


Garima Batra (India) Yoga The Danceworx 2005
Ivan Pulinkala (U.S.A.) Contemporary/ ClassicalThe Danceworx 2005

Ballet
Santosh Nair (India) Chau Folk Dance The Danceworx 2002, 2004
Compagnie MullerasJazz/ Contemporary The Danceworx 2004

(France)
Franziska Rosenweig (U.K.) Gyrotonics/ Classical BalletThe Danceworx 2002, 2003
Isabella Andrea (U.K.) Martha Graham technique The Danceworx 2003
Anna Huber (Germany) Contemporary The Danceworx 2003
Dilip Shankar (India) Theatre Workshops The Danceworx 2002
Eefa Shroff (India) Yoga The Danceworx 2002
Anastacia Flewin (Australia) Classical Ballet/ Neo-The Danceworx 2001, 2002

Classical
Satya (India) Yoga The Danceworx 2001
Fernando AguileraClassical Ballet The Danceworx 1999, 2000

(Argentina)

OBSERVATION ON HR FUNCTIONS

 Recruitment:

The job is completely based on Contract Basis depending upon the

nature of assignments offered to the company ranging from dances like

Jazz, Classical, Salsa etc.

Human resource management Page 18


The Gap Analysis on Human Resource management

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

candidates as per the requirement of the assignment.

An orientation program is conducted in order to provide a brief

overview of their jobs.

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

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

particular assignment. Also, no provident funds are provided.

No bonds among the company and the employee are signed.

 Job Specification and Description

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

are hired and fired accordingly.

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

assignment.

The administrative department has been set up comprising of people with

permanent employment and is provided all the basic amenities including

accommodation and other allowances.

The company has recruited 25 teachers from India and abroad with

specialization in different dance approaches.

 Performance Appraisal

The performance appraisal used here is APPRAISAL BE RESULT.

Human resource management Page 19


The Gap Analysis on Human Resource management

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

performing appraisal system.

The frequency of performance appraisal is quarterly.

 Exit/ Lay Off

After analyzing the employee by PA system , the ineffective employee

is served with a notification informing the performance and are given

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

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

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

contract in presence of two people from administrative dept who serve

as the witness.

Human resource management Page 20


The Gap Analysis on Human Resource management

INFERENCE

HR Function Company’s Theoretical Gap Analysis

Approach Approach
Recruitment Contract Based No Social

Stability.

Highly

Satisfied staff

in terms of

monetary

requirments.
Performance Appraisal by Result No rating of

APPRAISAL System employee

according to

performance.

Exit/ Lay off Issues notifications Inccurs huge

with feedbacks losses in terms

of new

recruitments,

time and

resources loss

and compititors

gain.

Human resource management Page 21

You might also like