Content Pg no

1. Introduction 1
1.1 Introduction 2
1.2 Purpose of the project 3
1.3 Sample 3
1.4 Objective of the project 3
1.5 Significance of the Project 3
1.6 Data Collection 4
1.7 Methodologies Followed 4
1.8 Limitations of the Research 4

2. Industry Profile 5
2.1 Introduction 6
2.2 Importance of HRIS in an Organization
6
2.3 HRIS in India 7
2.4 Market Size of HRIS in India 7
2.5 Future Expectations from the HRIS Industry 7
2.6 Advantages of HRIS 8
2.7 Evolution of HRIS 9
2.8 Basic features of HRIS 11
2.9 Design of HRIS 12
2.10 HRIS Management Process 12
2.11 Concept, Structure and Mechanics of HRIS 14

3. Company Profile 15
3.1 A Brief Outline of TMI Group 16
3.2 Service profile of TMI network 16
3.3 Values 18
3.4 Customer Feedback 19
3.5 Services 21

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3.6 TMI offerings 21
3.7 Talent Acquisition 22
3.8 Service offerings 23
3.9 Talent Management 23
3.10 Recruitment Advertising & HR Communication 24
3.11 The Unique features of TMI 24
3.12 Service profile of TMI First 24
3.13 Service profile of C&K Management 25
3.14 Business areas 25

4. Theoretical Framework 26
4.1 Leadership 27
4.2 Products of silkroad 29
4.2.1 Eprise Intranet 29
4.2.2 Greenlight learning 32
4.2.3 Red carpet- onboarding and life events 35
4.2.4 OpenHire- Recruiting 38
4.2.5 Wingspan Performance 42
4.2.6 Heartbeat- core hr 45
4.3 Services 47
4.4 Partners 48
4.5 Competitors 50
4.6 Locations 50
4.7 Clients 53
4.8 Awards 54

5. Data Analysis 55
5.1 Organisations using HRIS/HRMS 56
5.2 Processes included in various organizations 57
5.3 Automated processes in various organizations 57
5.4 Processes to be procured/upgraded in near future 58

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5.5 Organization HR goals 58
5.6 Availability of infrastructure as a challenge to the organization 59
5.7 HR technology adoption 59
5.8 Change management is a challenge in adopting new HR technology 60
5.9 Lack of HR technology 60
5.10 SaaS model eliminates implementation challenges 61
5.11 Allocation of budget is a challenge for HR technology 61
5.12 Integration of Existing technology and data is a challenge
for HR technology adoption 62
5.13 Internal resources of an organization is a challenge
for HR technology adoption 62
5.14 Usability of HR technology in an organization 63

Findings 64
Conclusions 69
Bibliography 71
Annexure 72
List of Tables
List of charts

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 List of Charts

5.1 Organisations using HRIS/HRMS 56

5.2 Processes included in various organizations 57
5.3 Automated processes in various organizations 57
5.4 Processes to be procured/upgraded in near future 58
5.5 Organization HR goals 58
5.6 Availability of infrastructure as a challenge to the organization 59
5.7 HR technology adoption 59
5.8 Change management is a challenge in adopting new HR technology 60
5.9 Lack of HR technology 60
5.10 SaaS model eliminates implementation challenges 61
5.11 Allocation of budget is a challenge for HR technology 61
5.12 Integration of Existing technology and data is a challenge
for HR technology adoption 62
5.13 Internal resources of an organization is a challenge
for HR technology adoption 62
5.14 Usability of HR technology in an organization 63

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INTRODUCTION

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1.1 Introduction
The use of technology in HR management has grown considerably in recent years. As
technology improves management systems can be used to monitor an increasing number
of HR processes in an effective manner, contributing to the availability of information
and knowledge and advancing improvements in knowledge sharing and internal
communications. Human Resource technology tools are being constantly developed, to
advance processes such as recruitment and selection, onboarding, talent development and
e-learning, integrated processes, shared services and self service environments. By
automating as many processes as possible, HR professionals have been able to
significantly reduce the time spent on routine administrative tasks, allowing time to
manage the HR function in a strategic manner and becoming true partners in the business.

However, despite the global growth in the use of technology in HR it is still an area that
needs to be fully embraced by organizations in India. Organizations in India are expected
to ensure that they have adequate resources with project management skills to implement
HR technology, in order for HR professionals to capitalize on the accompanied benefits,
manage the inherent challenges and ultimately gain a competitive advantage.

This study “Market Research to Measure readiness of organizations in India for

deploying technology based tools in HR processes” weighs each attribute (Innovation,
budget & skilled resource availability, management buy-in, vendor evaluation challenges
etc.,) based upon contribution in overall readiness of organizations to deploy HR
technology tools and will help to know how organizations in similar industries are
planning to deploy technology-based tools in examining the role and impact in HR
processes, and the way technology has become the integral part in the development of a
much changed HR function over the next 12 months, with new focuses, tools, systems
and ideas to deploy.

In light of this market study, the challenges faced by organizations across India and the
important factors contributing for making a decision about deploying HR technology and
the way their plan for deployment will contribute in areas such as learning, development,

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performance management, employee engagement, human capital management, workforce
planning, flexible benefits, recruitment and retention of talent will be identified,
examined and critically assessed, facilitating the respondents of this market research
study i.e., HR Directors, Senior VP’s, VP’s, AVP’s, HR Heads, HR managers, HR
executives, HR consultants, HR professors and other HR partners to assist in making a
decision on HR technology deployment for 2010 and beyond.

1.2 Purpose of the Project

• The purpose of the project is to give relevant information on the emerging HR
technologies in Indian market.
• The project is also aimed at finding and evaluating the market size for HR tools.

1.3 Sample

A sample size of 80 respondents was taken for this study. Respondents were taken
randomly from different sectors covering all scales of industries in India.

1.4 Objective of the Project

• To understand the demand of the HRIS softwares in various verticals of the
Corporate World and also Business Development

• To prepare questionnaires, and on the basis of surveys, we have to analyze the

scope and also to probe into the target market

• and also to find out the degree of usage of various modules of HRIS by different
organizations and to highlight the most widely used HRIS modules.

1.5 Significance of the Project

Human resources automation is becoming increasingly prevalent in India. The number of
companies automating HR activities continues to rise, and the scope of automation HR
activities continues to expand. HR automation can happen in HR functions, like payroll
administration (producing checks, handling taxes, dealing with sick-time and vacations),
employee benefits (Health, Medical, Life insurance, Cafeteria, etc), human resource

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management (hiring and firing, background interviews, exit interviews and wage
reviews), risk management, etc. automation has become a common response to manage
people so this project is being conducted inorder to Measure readiness of organizations
in India for deploying technology based tools in HR process

1.6 Data Collection

All the data used in this study were primary data which were mainly collected from
Questionnaire and Telephonic interviews conducted. Data were also collected from
certain HR websites such as hrguru.com , citehr.com, idc.com

1.7 Methodologies Followed

Primary Data

• Questionnaire

• Telemarketing

Secondary Data

• Data mining
• E-mail

• internet Browsing: Navigating blogs, Forums, Communities

1.8 Limitations of the Research

As the project is completely based on Sample of data collected from questionnaire and
telephonic interviews from a small group , the real scenario may be skipped. As in our
country there are many more companies where the research has not taken place.

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INDUSTRY
PROFILE

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 HUMAN RESOURCE INFORMATION SYSTEMS

2.1 Introduction
The Human Resource Information System (HRIS) is a software or online solution for the
data entry, data tracking, and data information needs of the Human Resources, payroll,
management, and accounting functions within a business. Normally packaged as a data
base, hundreds of companies sell some form of HRIS and every HRIS has different
capabilities. The HRIS package adopts the routine responsibilities and documentation
associated with HR functions thus keeping the core focus of personnel ergonomics in the
forefront, optimizing the department’s efficiency and communicating all necessary
information across the enterprise. The workflow and messaging takes care of approvals
and escalations with certain overriding rules, to certain authorized persons, so that, work
is not stalled for long periods of time. If employees are considered to be the most
important asset of an organization, then the HRMS becomes the first priority for an
organization. It helps minimize the transaction time for processing all employee-related
functions which keep managers and HR staff occupied with routine issues enabling them
to gain time to focus on their operational and strategic goals, improving the
organization’s top line, by partnering with the business.

2.2 Importance of HRIS in an Organization

A HRIS is the lifeline of any HR department. The greater the sophistication and linkages
in an HRIS, the more effective an organization’s HR department becomes. In today’s
volatile market where time has become more important than money, an HRIS is the tool
that addresses the requirement efficiently. It integrates almost all the modules of HR
Dept, ranging from manpower planning, recruitment, employee relationship management
and performance management to career planning and tracking, workplace communication
and systems.
Moreover, an HRIS is a key repository of employee information and records. It enables
the generation of various reports and accurate data that otherwise would have been time
consuming and cumbersome.

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2.3 HRIS in India
Human resources outsourcing is becoming increasingly prevalent in India. The number of
companies outsourcing HR activities continues to rise, and the scope of outsourced HR
activities continues to expand. HR outsourcing can happen in HR functions, like payroll
administration (producing checks, handling taxes, dealing with sick-time and vacations),
employee benefits (Health, Medical, Life insurance, Cafeteria, etc), human resource
management (hiring and firing, background interviews, exit interviews and wage
reviews), risk management, etc. Outsourcing has become a common response to manage
people and technology resources strategically, enhance services, and manage costs more
effectively.

2.4 Market Size of HRIS in India

The Market Share of HRIS in India stood at $27 million in 2007 and is expected to grow
at a steady pace when the market will touch $165 million approximately in or around
2010.
Compound Annual Growth Rate is approximately 77%.
The key trends of HRIS adoption among SMB’s in India include a surge in awareness
and interest about the benefits involved.
HRIS is the most suitable medium to reach the untapped SMB segment that cannot afford
expensive applications earlier.

2.5 Future Expectations from the HRIS Industry

After analyzing the current scope of the HRIS industry, it can be very well forecasted
that, in the current competitive era where companies have their presence in multiple
geographic locations and working in distributed models, HRIS is going to play a very
major role. It would play a crucial role in managing the huge resource database, financial
details of the company, HR process implementation mapping, etc. From various studies
conducted it has been found out that still many small and mid-sized companies are
managing such information using Excel sheets but this trend would become obsolete as
automation of various processes and alignment of those to the HRIS will be required.

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Human Resource Information Systems (HRIS) is an effort towards speedy, effective and
professionally handling of information on resources for efficient management of Human
Resource function. HRIS is a computerized system used to acquire, store, analyze and
distribute information regarding an organization's human services and to provide services
in the form of information to the clients or users of the system.
It merges HRM as a discipline and in particular its basic HR activities and processes
with the information technology field, Maintenance and updating of manual records
system is a labor-intensive job and transfer of data from one record to another increases
the chance of error which effects the accuracy and reliability of data held. The manual
records cannot provide all data of an employ at a time, different information being stored
in different files. It becomes difficult to provide a single comprehensive picture of an
employee on one record. Here HRIS plays a competitive and comprehensive role to
facilitate the user with the required information at their fingertips.
Thus HRIS is a system that enables storing of information of Human Resource in every
aspect such as Personal, Academic, Qualification, Family, Medical, Career and
Performance valuation, Training & Development & Wage and Salary of individuals.
Unlike manual systems the HRIS enables availability of all such information in a single
screen. Reports on various parameters can be generated with ease. Moreover reliability of
such records is assured.
The difficulty in maintaining manual records and their inability to provide the 'complete
picture' can be stated as the two basics reasons gave the evolution of HRIS. The
voluminous data on employees, which is unfeasible to track manually, has become easier
to update at frequent intervals. Updating and maintaining of manual records systems is
labor intensive as well as costly process and at same time increases the chance of error.
HRIS tracks all the aspects of employee administration perfectly while reducing chances
of errors.

2.6 Advantages of HRIS

1. Efficiently storing each employee information and data for reference-personal
data management, pay roll accounting, benefits management and planning.

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 2. Enabling informed decision making in day-to-day personnel issues, planning,
budgeting, implementing and monitoring Human Resource function.

3. Providing data / returns to government and other public

4. Facilitating decision making in areas like promotion, transfer, nomination,

settling employee’s provident funds, retirement, gratuity, LTC, and earned leave
compensation.

5. Cutting costs.

6. Improving accuracy

HR functions were among the first to be automated maybe along with accounting. HRIS
grew over the years to take the shape of Employee Relationship Management (ERM)
tools, Knowledge Management portals & Employee Portals. HR self help, e-Learning and
knowledge sharing are some of the early benefits being reaped out of the system. A
greater sense of organizational bonding can achieve what traditional HR aimed at for
ages lower employee turnover, high morale, effective personalized training & skill
retention.
Being the most implemented project in enterprises, the potential for these applications is
huge & can be gauged from the fact that every large software vendor, be it in ERP or
CRM is bringing out products in this segment. BEA Systems (Weblogic Portal), Oracle
(My Oracle), SAP (mySAP Enterprise Portal), Siebel Systems (ERM group of
applications), IBM (Websphere Portal), PeopleSoft (PeopleSoft 8 HRMS) & Microsoft
(Business Portal) are some of the major players.

2.7 Evolution of HRIS

The first computerized human resource application in business took place at General
Electric in the early 1950s. A 1984 survey of 1000 personnel journal subscribers, which
yielded 434 usable returns, revealed that 99.7% of the respondents used computers in one
capacity or another in the human resource function. A similar survey conducted in 1988
found that 99.8% of the respondents had automated one or more Human resource

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function. This is quite an evolution to have taken place in just a few decades.
Undoubtedly computer usage has increased since this last survey.

First Generation
The first generation of computerized HRIS is involved the conversion of manual
information keeping system to computerized system. Often a large external service
bureau ran the resulting systems. In the case of very large firms an in-house mainframe
computer. Large, costly processor crunched pay roll and other data and end users had
very limited access to the system. Data had moved from the file cabinet to a mysterious
mainframe. Human resource data were now in the care of a computer group that was
either in-house or contracted outside.
Requests from human resource personnel for information had to be funneled through the
computer group. This system did result in a significant decrease in the time required to
produce most reports, but it also made Human Resource personnel feel depend on the
computer group. Many Human resource managers regretted not having direct access to
their own data. Some even longed for the old days of paper files.

Second Generation
As the 1970 advanced, the second generation of the computerized HRIS was initiated
with the introduction of the Mini-computer. Mini-computers handle a network of
simultaneous uses and have multiple input and output device. Minicomputer facilitated
the transition from strictly batch processing to interactive processing.
The second generation of computerized HRIS was completed in the early 1980s with the
arrival of the personal computer. The low cost stand alone pc moved data processing to
the desktop. The Data Repository was moved to the human resource professional
desktop. Software proliferated and before long the human resource record keeping
function was within reach of every size of organization. At the same time mainframe and
minicomputer system were being made much more accessible and user-friendly. From a
functional stand point, however human resource managers were doing their job in the
same basic manner they always had. The one major difference was that computerization
allowed them to do more and to do it more rapidly.

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Third Generation
Moving the data repository from some mainframe or computer group to the desktop
caused a great deal of excitement in the human resource field. Human resource
professional began to see the possibility of new applications for the computers. Rather
than merely computerizing what had been done manually, they visualized ways to use the
computers to fundamentally changed the way they performed the job. The basic idea was
to integrate many of the different human resource functions.
Software vendors observed the desires of human resource professional and began to
develop systems to integrate the various areas within their applications. The result was
the third generation of the computerized HRIS, a feature rich, broad based, self-contained
HRIS. The third generation took system far beyond being mere data repositories and
created tools with which human resource professional could do much more. The extent to
which the organization has developed their HRIS varies from organization to
organization.

2.8 Basic features of HRIS

In lieu of standardized paperwork, HRIS allows employees to fill out forms online, make
changes based on life events, and get information on their benefits at any time. Rather
than "pulling an employee's file," HR personnel can refer any information about an
employee through the system, including personal information, benefits, number of
dependents, emergency contacts, and job history.
HRIS includes both standardized and customized reports. Standard reports feature
templates for various administrative purposes including employee reviews, record
keeping, workers' compensation, employment history, and absence tracking. Customized
reports are created that incorporate categories and information unique to business. Most
HRIS applications have a comprehensive tracking system. HRIS tracking capabilities can
maintain grievances filed by or against the employee stemming from discipline, disputes,
and complaints.

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2.9 Design of HRIS
A system means a group of procedures, which are interrelated and interdependent for
acting upon to result in a large unit of work. The system approach to human resource
management must precede the design and use of HRIS. The management of different
organizations must take active part in the design of HRIS. Participatory design process is
advocated for successful implementation of HRIS in an organization. Technical
knowledge of the computer, though preferable, is not very much necessary for the
manager to perform the role in the design of HRIS. The information system should have a
systematic formal assemblage of components to perform data processing operations for
the following purposes.
1. Meeting the legal and transactional data processing requirements
2. Providing information to managers to carry out their functions effectively
3. Providing various useful reports required by internal and external constituents
The design of Human Resource Information System depends on the nature and size of the
organization, requirements of management, compliance of government regulations,
availability of suitable software packages etc. For the design of HRIS, the following steps
should be taken.

2.10 HRIS Management Process

HRIS system has three major functional components: Inputs, Data maintenance and
Outputs. Each of these is discussed below as to its role in the overall system.

Input function
The input function provides the capabilities needed to get human resource data into the
HRIS. Some of the first things that must be established are the procedures and processes
required to gather the necessary data. In other words, where, when and how will the data
be collected? Once collected they must be entered into the system. Some information
may require coding before entering.

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Once the data have been input they must be validated to ensure that they are correct.
Edit / validation tables can be used to determine if the data are acceptable. These tables
contain approved values against which the data are automatically checked. The system
should have the capability to easily update and change the validation tables.

Data Maintenance function

The data maintenance function is responsible for the actual updating the data stored in the
various storage devices. As changes occur in human resource information, this
information should be incorporated into the system, as new data are brought into the
system it is often desirable to maintain the old data in the form of historical information.

Output Function
The output5 function of an HRIS is the most visible and familiar one. the reason is that
the majority of HRIS uses are not involved with collating, editing / validating and
updating human resource data; Rather they are concerned with information and reports to
be used by the systems.
Most human resource reporting consists of the following:
1. Selecting a segment of the total population for further evaluation; the selection is based
on the values of such items as exempt / non-exempt, salary grades/ classifications, age,
sex, departments, continuous service and so on.
2. Performing some type of calculations using the population previously selected in item
1, such as calculating average salaries, average merit increases and so forth.
3. Providing a report containing specific information regarding the selected population
and / or the calculation results.
The demand of the output function is the major factors determining the particular type of
the software to be used.
In addition to being able to produce a specific report on request the output function
should have the capability to provide and update a reports library. A report library
basically stores the program and historical data necessary to generate reports that are
periodically requested. This feature saves substantial time by automatically updating the
data needed to produce the reports in the library.

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Another desirable capability is the ability to generate turnaround documents. Turnaround
documents basically are simple reports that show the current data values and provide a
place to indicate any changes. They are used to help solicit updates to the data.
Naturally the specific inputs, frequency of updates and reports required for an
organization HRIS will differ somewhat with each situation. However the basic
components and capabilities just discussed should apply in all most all situations,
regardless of size and complexity.

2.11 Concept, Structure, and Mechanics of HRIS

Integrated HR Information Systems (HRIS) have a profound effect on firms that
implement them. Most often these firms are replacing several related systems, such as a
personnel database, payroll system and benefits system, with one HRIS that does it all.
Many people focus on the improved reporting and processing that will be realized from
the new system, and those are the reasons most firms choose to implement a new HRIS.
But what many people don’t focus on is that the new HRIS will most likely affect the
company much more deeply. It will challenge the operating structure and principles of all
the HR-related departments.
An integrated HRIS results is a drastically different environment than a cluster of related
but separate systems. The core concept of a centralized data store inherent with an HRIS
demands integrated work processes for consistently managing that store. The two
attributes – centralized data storage and integrated work processes will affect the
company in ways most managers don’t expect.

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COMPANY
PROFILE

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3.1 A Brief Outline of TMI Group

TMI Group is one of the India’s largest talent acquisition and talent management
Network with Operations acrossIndia and in the Middle East. Started with a capital of US
$ 1000 in 1988.TMI Group today has grown to 350 employees working across seven
cities, serving over 300 corporates and 3,00,000 professionals.
TMI Group is – India’s Largest Recruitment Advertising Agency, Member Agency of the
Bernard Hodes Global Network. India’s top 5 Search and Selection Company.Pioneer in
Employer Branding and Creative Recruitment Advertising in India. Leader in Campus
Recruitment in India.Leader in end-to-end Learning Solutions. Runs India’s leading
Management Portal www.themanagementor.com since 2001. Leader in providing content
in Careers, Education for leading publications like “The Hindu” and “Khalij Times” etc.
TMI Group consists of 4 entities TMI Network (TM Inputs & Services Pvt. Ltd.), C&K
(C&K Management Ltd.),TMI First (A division of TM Inputs & Services Pvt. Ltd.),
KWHYS LLC sales arm for the Middle East.
The service offerings of the TMI Group, at a glance, are as under:
• Talent Acquisition
• Talent Management

3.2 Service profile of TMI network

Today every employer wants an achiever - who is successful and entrenched in his
current job. At TM I Network we call them ‘Customer Individuals’ and we are their talent
managers . Our focus therefore has always been on fitment rather than placement.

‘Client Corporate’ or ‘Employers’ always aim to improve the overall quality of human
resources. This means that there needs to be an integrate d approach to recruitmen t
with a process orientatio n to it.

‘TM I Network’ is a one-stop shop for all human resource requirements of clients in
India and abroad. TM I is also a fully accredited ad agency, which provides quality
services in the area of ‘Recruitment Advertising’.

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TM I is a pioneer in the area of ‘Recruitment Advertising’ in India and has taken it to
heights never before achieved. Through the ‘Recruitment Advertising’ process we help
clients build an Employer Image through their campaigns.

TMI also offers to be an extension of the HR departmen t of a start-up company and

render a helping hand in setting up ‘Systems and Procedures’ and thereby adding value
to the client and self. TMI strongly believes in ethical values and diligently practices
them.

Broadly ‘TMI Network’ offers 6 different products - each with a different level of value
addition. The products span from databas e search, executive search, and recruitmen t
advertising to high-end technology based recruitment solutions. We also provide HR
Services such as Manpower Planning, Organisation Structuring, Compensatio n Structuring,
Salary Administration etc., in addition to Recruitment Services, on site, for ‘Greenfield
Projects’. As an ‘Authorised Recruitment Center’ TMI will be an extension of your HR
department.

TMI has been in touch with over 3,00,00 0 qualified professionals all over the country
and from abroad through e-mail, telephon e and personal contact over the past years
and has rendered quality service as their ‘Talent Manager ’. TM I also offers value addition
to the individual customer by offering them ‘Career Consulting’ services.

TMI’s commitmen t to the process and the quality of service rendered to both the
individual customer and the corporate client have enabled us to reach the pinnacle of
success in the short span of time we have been in business. The emphasis through out is
on value addition.

True to the fact that ‘Human Resources’ can render an edge over other players in the
market, TM I has a dedicated team of qualified professionals working in a fun filled
atmosphere . TMI is headquartere d at Hyderabad and operates from six other branches
located in Chennai, Bangalore, Mumbai, Pune, Delhi and Dubai (UAE) . TM I is

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networked with all its branches and clients, which enables it to provide quick and
effective response to its client requirements.

TMI is also a fully accredited Ad Agency, which provides quality services in the area of
‘Recruitment Advertising’. The value additions in this product include media advice and
initial screening of responses.

TM I’s International associations include tie ups with agencies like ‘Bernard Hordes
Global Network’, representing them in India. ‘The Economic Development Board of
Singapore’ has retained TMI as their exclusive search partners in India to cater to the
hiring needs of various companies based in Singapore.

3.3 Values
TMI believes that the single most importan t rule of talent managemen t is to provide
careers and not jobs. This requires us to change our focus entirely from placemen t to
fitment. To achieve this, we strive for the “right fit” - not just in competencie s and skills,
but also work temperament . From a one-sided, closed recruitmen t process to a two
way ethical and transparen t recruitmen t process .

At TMI, managemen t helps corporate clients by searching for people who will stay and
grow with the organisation. The emphasis on “fitment” helps deliver recruitmen t
solutions to customers that are “solutions” in the truest sense of the word. This focus is
especially importan t for recruiting for other countries, where TMI assess whether
candidates can measure up to internationa l standards , and cope with the culture shock.

The enabler to this value generatio n is the direct involvement of the senior
management , in both the strategic developmen t of solutions, and the administratio n
and implementatio n of the operations . This is backed by several years of domain
experience that spans over 300,00 0 contacts with prospecting candidates , and
supporte d by well- defined processes and systems .

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 3.4 Customer Feedback
“Ever since the last three years we have been dealing with you, primarily for
recruitmen t of qualified personnel from India, we have found an extremely high quality
of assistance from your organisation . We have tried many companies in India, but often
(despite some of them being well known companies) found them to be mere Post
Offices, forwarding the Resumes from their files, without bothering to check on the
suitability of the candidate s to the organisatio n and vice versa.

On the contrary, I have found that every time we send a request to TMI, a thorough
search is done of the short-listed candidate s and many times even pre-screened by
you, before we are called for conducting interviews. I have heard from some of the
successful candidates , who joined us that a similar effort has been made by TMI, in
terms of giving a very comprehensive briefing to them about the company and the
nature of the job. This has therefore helped substantially in not only getting us the right
candidates, but also ensuring that they have a successful tenure with us.

Primarily I have observed that TMI likes to work as a partner rather than as a mere
recruiting agent. In fact, we have hardly found any necessity to advertise in the Indian
newspaper s ever since the beginning of our association with you.

I am confident that any prospective collaborator abroad is likely to benefit equally, if not
more, through his association with you for the Indian operations.”

- S Gopalan , CEO, Reem Batteries & Power Appliances Co. SOAG, Muscat

“We have been associated with TMI Network since March 1998 in Mumbai, Chennai,
Bangalore and Pune. TM I has extensively supported us in these regions since March of
1998 in our recruitment requirements, efficiently sourcing the right kind of candidate s
as per the specifications laid down for each position.

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In our opinion, some of their strengths that could be highlighted are:

• Quick understandin g of the requirements

• Prompt response and follow up
• Reasonable data bank of bio-data of people from different fields
• End-to-end services offered - right from designing and placing an
advertisemen t to screening, short- listing and interviewing the candidates.
• Frank assessment of ability to respond/sourc e for specialised positions.

In addition, TMI Network’s consultants are a team of young and energetic people,
who are an added advantage . However, TMI’s offices across the country do not offer a
consistent experience – some offices are distinctly superior in service delivery.”

- K S Kumar, Head – HR, e-Serve

International Limited (formerly Citicorp Securities & Investment s Limited)

“This is to place on record our appreciatio n of the support rendered by your

organization , M/s. TMI Network in the area of recruitmen t and selection.
In this context, I would like to specifically recall the turnkey assignment of handling the
entire recruitment for the Hyderabad branch that TMI successfully completed in record
time.

The consultants at TMI have exhibited their professionalism in conceptualising to

implementin g any assignment given to them. I must mention their ability to
maintain and enhance relationships with their corporate clients.
I wish TMI all the best for the future and hope that the Organization will grow by leaps
and bounds in the next millennium.”

- Radhakrishnan Nair, VP – HR, Citibank NA

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3.5 Services
TMI is one of the only organisations in the country that offers under one umbrella,
customer centric and customised solutions across the recruitment, recruitment
advertising, training, employer branding, e-learning, and content & knowledge
developmen t spectrum.

Through the integrated service offerings of our group companies - TM I Network, C & K
Management Ltd and TMI First, we cater to the employability and training needs of
professionals across their entire life cycle in organisations.

For meeting your need for Professionals with diversified experience, we provide
solutions that are:
• Consultative and participative in approach
• Customer centric
• Fair and win-win to both corporates and candidates
• Technology driven
• Delivered both end-to-end and in modules

3.6 TMI offerings

While our functional roles like HR, Finance, IT, Support etc cut across all verticals, we
have specialised practice in the following practices:
• Manufacturing
• Oil & Gas and Infrastructure
• Telecom
• ITES / KPO
• FMCG / FMCD
• Media & Entertainment
• BFSI
• Retail
• Pharma

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Our clients cut across geographies . We cater to the best of Indian and Multinational
companies. Most of our clients have enjoyed a long-standin g relationship of over five
years with us - an indication of mutual trust and our delivery capabilities.

3.7 Talent Acquisition

TMI caters to leadership hiring and middle level hiring for generic, niche and techno-
functional skill sets.

Services
• Executive Search (Leadership Hiring)
• Contingency Search (Lateral Hiring)
• Turnkey assignments
• Recruitment Process Outsourcing (RPO)
• Employer Branding Initiatives for Talent Acquisition (EBITA)

Executive Search (Leadership Hiring)

Specific focus on identifying, assessing business leaders pro-actively & reactively
through a transparent and inclusive process.

Contingency Search (Lateral Hiring)

Hiring solutions for result driven, off-the-shelf expertise. Success in this depends largely
upon pro-active validation techniques. The existing database of candidates coupled with
candidate engagement techniques strengthens their convictions in providing the ‘right’
talent for position-based fitments.

Turnkey assignments
Undertake the large scale hiring for companies which are on a Brownfield expansion or
Greenfield expansion across functions. So be it employer branding initiatives, response
automation and management or handholding candidates till they join on-board, TMI takes
care of all the needs.

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Recruitment Process Outsourcing (RPO)
The response management system is intelligent and can personalize specific responses to
specific candidates. First level screening and short-listing is done automatically by the
system based on criteria agreed with the client. This reduces cycle time substantially by
reducing manual interventions in the screening process. Thus, it enables greater control
on large assignments and gives visibility on the status of the project at any given time.

Employer Branding Initiatives for Talent Acquisition (EBITA)

It is the recruitment advertising wing of TMI group.

3.8 Service offerings

TMI offers pan-India, end-to-end employer branding initiatives which include
• External and Internal Communications
• Prospect Communications
• Corporate Films
• Response Management
• Job Fairs
• Stall design and execution
• Strategic Surveys
• Internal Referral Schemes

3.9 Talent Management

They offer services starting from the induction of new joiners till the continuous
professional learning needs of practicing managers. C&K Management Ltd was the
pioneer in the knowledge management space, having established the first of its kind
continuous professional educational (e-CPE) tool for practicing managers - the
www.themanagementor.com portal. They have a dedicated Content and Software
Development Center (CSDC) and they design customized online courses and catalog
courses for national and international clients. TMI First has been successfully bridging
the gap between education and employment through its tailor made employability

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programmes and other training & developmental modules designed for fresher recruits.
The smartly tailored employability programme (STEP) is one such initiative.

3.10 Recruitment Advertising & HR Communication

TMI’s philosophy is to create recruitment ads that meet the above criteria. TMI is India’s
largest recruitment specific advertising agency. All recruitment advertising is
conceptualized based on TMI’s in-depth understanding of employee psychology that has
been cultivated over a period of 20 years and based on TMI’s interaction with more than
300,000 individuals within the target audience. Residing at TMI’s Headquarters at
Hyderabad, is the country’s most exhaustive knowledge center, that collects and analyses
data specific to recruitment, both in the Indian and international context.

3.11 The Unique features of TMI

• TMI operates as an advertising agency and the recruitment process will be

managed directly by the client Corporate.
• TMI provides a wide range of prospect communication service covering print,
audio-visual and Internet media.
• TMI provides campus image building and communication services.
• TMI also provides other communication services like designing of interview call
letters, rejection letters and induction booklets, etc.
• TMI leverages its expertise in recruitment by providing a ‘screening service’ at
nominal cost.

3.12 Service profile of TMI First

Mission
• To be a talent and employability consultant for the millions of graduates from
India and the developing world.
• To connect education to employment

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3.13 Service profile of C&K Management
The core business of C&K Management (C is for Content and K is for Knowledge) is to
help corporates and individuals build “competencies.” We believe that “self-learning”
and “blended learning” are the keys to creating learning organizations and to continuous
career growth. C&K Management is India’s largest player in the information content (IC)
industry. It is into the business of thoroughly studying and analyzing content online, to
converting it into actionable knowledge that meets the need of corporate and academic
markets in India, the Middle East and the US. C&K has pioneered the concept of online
knowledge and skill up-gradation in India. It was the first organization to create and
manage large repositories of researched content using a proprietary “content factory”
methodology.

3.14 Business areas

C&K operates in four business areas.
• E-Learning
• Custom content and the manage mentor
• Media content
Training and development

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4.1 Leadership

Andrew "Flip" Filipowski

Executive Chairman & Chief Executive Officer
Executive Chairman and CEO, Andrew "Flip" Filipowski, is one of the world's most
successful high-tech entrepreneurs, philanthropists, and industry visionaries.
The former COO of Cullinet, the largest software company of the 1980's, was also the
founder and CEO of PLATINUM technology, inc. Flip grew PLATINUM into the 8th
largest software company in the world at the time of its sale to Computer Associates for
$4 billion dollars, the largest such transaction for a software company at the time. Upside
Magazine named him one of the Top 100 Most Influential People in Information
Technology. A recipient of Entrepreneur of the Year Awards from both Ernst & Young
and Merrill Lynch, Flip has also been awarded the Young President's Organization
Legacy Award and the Anti-Defamation League's Torch of Liberty award for his work
fighting hate on the Internet.

Mike Cullinane
EVP, Chief Financial Officer
Mr. Cullinane oversees SilkRoad's financial operations including treasury, finance,
accounting and legal affairs. Mr. Cullinane previously served as Chief Financial Officer
of Lakeview Technology, Inc. Mr. Cullinane served as Chief Financial Officer of Divine,
Inc. from July 1999 to May 2003. He served as Chief Financial Officer of Platinum
Technology, Inc. from 1988 to June 1999.

Brian Platz
EVP, Chief Operating Officer
Brian Platz is the Chief Operating Officer and co-founder of SilkRoad technology and is
responsible for the overall direction, technology and services to deliver SilkRoads market
leading Life Suite of talent management solutions. Brian has had the opportunity to work
with hundreds of SilkRoads clients on executing their talent strategies with the use of
technology and innovative techniques. Brian is a frequent author and speaker on the
topics of talent management technology, employee onboarding and social networking.

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Before joining SilkRoad, Brian was the Vice President of product management for
divine, inc. where he led the product strategy and direction for divines widely recognized
and award winning content management and collaboration products which represented
over $100 million in annual revenue. Brian brings a 14-year career in developing Web-
based technology, e-business initiatives, and e-commerce solutions with a variety of
high-tech start-ups, including Zentropy, Globalist Internet Technologies and InfoBand, an
Internet consulting company he founded in 1995. In 1996, Brian co-founded A List
Apart, the highly acclaimed Whos Who of Internet developers that has grown into one of
the largest and most popular independent Web-zines for aspiring internet technology and
design professionals. He also was a Fellow Founding Member of the Web Standards
Project, a group formed to push web browsers to adhere to common standards.

Chauncey Kupferschmid
EVP, Chief Sales Officer
Chauncey Kupferschmid is SilkRoad technology, inc.'s Chief Sales Officer and a co-
founder of the company. In this role, Mr. Kupferschmid oversees SilkRoad's global sales
operations and business development. Prior to SilkRoad technology, inc., Mr.
Kupferschmid served as Senior Vice President of Customer Services for divine, inc. His
responsibilities included world wide technical support for all divine products, as well as
presales systems and field engineering. Before joining divine, Mr. Kupferschmid served
in executive and entrepreneurial roles for over 20 years. He capped a nine-year career at
PLATINUM technology, inc., by serving as the company's Senior Vice President, Field
Operations. In that position, he was responsible for pre-sales systems, engineering, and
consulting services for more than 160 products. Previous to joining PLATINUM, Mr.
Kupferschmid led product strategy, design, and development efforts at DBMS and
STS/SKK.

Matthew Roszak
EVP, Corporate Development
Mr. Roszak is a co-founder of SilkRoad and oversees its corporate development activities
including strategy, alliances, acquisitions and financings. Mr. Roszak is also managing

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partner of SilkRoad Equity LLC a private investment firm. Prior to SilkRoad, Mr. Roszak
served as Senior Vice President of Corporate Development for Divine, inc. (NASDAQ:
DVIN), an enterprise software firm. Previously, Mr. Roszak was a principal with Advent
International and Keystone Capital Partners. During his career, Mr.Roszak has invested
and managed in excess of $500 million of equity capital in a broad range of industries,
and has experience in executing a broad scope of transactions including mergers,
acquisitions and divestitures; corporate and transactional financing, including private
equity, venture capital, mezzanine and conventional financings; public offerings, private
placements and financial restructurings.

Bryan Cruwys
Vice President of Client Services
Bryan Cruwys serves as the Vice President of Client Services for SilkRoad technology,
where he is responsible for the global operations of Professional Services, Technical
Support, Training, and Data Services. Mr. Cruwys brings to SilkRoad a broad range of
strategic and business expertise, which spans more than 20 years. A results-oriented
leader with a proven ability in providing strategic, business, technical, and project
leadership, who in addition to starting his own successful businesses, has been part of
several start-up enterprises, IPOs, as well as turnaround/reorganization efforts. His is an
original member of the Big Idea Forum, a Chicago-based group of entrepreneurs, which
provides guidance to fledgling companies. Mr. Cruwys graduated from the University of
Illinois and received his Masters from the University of Chicago.

4.2 Products of silkroad

4.2.1 Eprise Intranet

Introduction
SilkRoad Eprise™ is a communication solution that makes an organization more
effective at delivering accurate, current information to everyone. Employee intranets and

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self-service applications can be a viable tool for fostering a collaborative work
environment, and empowering employees to share and find information independently.
They can provide a means to open and centralize all types of communication and
information among all departments.
Intranets and self-service portals, available only to organization’s current employee base,
provide a way to extend the company’s talent brand and corporate brand to them. A
robust, easily updated and edited corporate intranet powered by Eprise can give an
organization one central source for corporate, HR, and department-specific information,
materials, guidelines or anything else employees need to have access to. Often, corporate
intranets become stale, cumbersome repositories of data; obsolete through lack of
attention, staff enthusiasm or both.
Employee portals and intranets built on Eprise overcome these obstacles by enabling non-
technical business users to manage content and web-based documents through easy-to-
use editing tools that require no technical knowledge. Customizable security levels give
you the ability to deliver targeted content to specific audiences, while protecting your
critical intellectual property. In addition, flexible workflow and version control features
allow you to distribute responsibility while maintaining control.

Features of Eprise Intranet

Gives the Power to Communicate and Collaborate

Getting intranet up and running is only the first step. The key to success with
implementing a corporate intranet is to ensure that it is quickly adopted by employees.
Successful adoption is attained by deploying a solution that addresses the business
process needs and provides high value to the user. Eprise is designed to streamline the
business process - not extend it - creating a collaborative approach that succeeds in
improving quality and productivity.

Easy-to-Use for Content Managers and Employees

Eprise is designed to be user-friendly, from the simple and straightforward installation of
the software to the ability to easily manage your content. Since its inception in 1997,

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Eprise has focused on the end-user. Easy-to-use tools, makes it simple for content
contributors to add or modify content delivered over your intranet.

Deliver Relevant Content to Diverse Audiences

With Eprise, users see only what they are supposed to see and always view the most
current versions. One identify the content owners, contributors and managers in the
organization and assign roles that determine who can view, update and manage your
intranet content. Using this information, Eprise dynamically manages and personalizes
each content view, providing a customized experience for employees and strengthening
the value of intranet.

Manage Critical Corporate Documents for Employee Self-Service

Eprise also features an employee self-service document management system that allows
you to publish and distribute even the most sensitive documents including tax forms,
health insurance information and employee handbooks.

Rules and Triggers

Folders can have rules for data that is added to them. For example, a folder may be
restricted to only allow PDF files. Further, when a document is dropped into a folder,
events may be triggered. This includes prompting a user to enter metadata, notifying
users of the new material or starting a workflow process.

Powerful Content Tools

Different types of content can be managed, each with their own security, metadata, field
validation, workflow and more. Eprise offers core library services that are vital for any
content in the system, document or a web page. These include check-in, check-out,
version control, roll-back, metadata management and workflow. All of this functionality
is accessible through any of the interfaces used to manage content.

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Full-Text Searching
Eprise provides powerful search capabilities for intranet that goes well beyond just
searching document titles and metadata. A full index of the documents submitted into the
system is created and keywords are dynamically created based upon the content of the
document. These keywords are searchable along with the full-text of the documents. Like
all content in Eprise, a user will only see search results for information they have
permission to see.

Advantages of Eprise Intranet

Cost-Effective Solution
Whether deployed on demand or as an installed application, Eprise provides measurable
time to value.

Rapid Deployment
Eprise is built to get intranet up and running and team managing content quickly and
easily.

Performance
Eprise is designed to handle impressively large amounts of users and site traffic. You can
focus on other tasks knowing that Eprise can handle the load.

High Rate of Adoption

Eprise is designed to streamline the business process - not extend it - which improves
quality and productivity.

4.2.2 Greenlight learning

SilkRoad technology’s online learning management solution, GreenLight™, is
component-based, allowing either a basic or advanced Learning Management Solution
and/or a state-of-the-art Learning Content Management Solution. It helps achieve a
flexible and adaptable solution to meet the training needs of any organization.

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• GreenLight Core/LMS (required)
• Content Management Component (LCMS)
• Workforce Management Component
• Scheduling and Resource Management Component
• eBusiness Management Component

GreenLight Core Solution—LMS

The core GreenLight solution is suitable for organizations with basic training
management needs. This includes basic management of classroom and standards-based
eLearning training interventions.
The core solution will manage and track student marks and progress for SCORM or
AICC web-based training, instructor-led courses (Training Events) and on-the-job
training (Assignments).
The solution allows training administrators to plan, register, deliver, assess and direct
learning activities. With GreenLight LMS you can:
• Import, launch and track SCORM and AICC SCOs (Shareable Content Objects) and
capture results to students training history
• Manage internal course calendars with vendors and student self-registration
• Create and manage training events of all types, including instructor-led, on-the-job,
virtual
classroom and practical skill checks
• Manage on-the-job training and skill check-lists
• Scale up to thousands of users without degrading performance
• Generate standard and user-customizable reports
• Give any user any combination of access rights and view privileges by department,
division,
learning domain, etc.

GreenLight Solution Component— Content Management (LCMS)

The optional Content Management Component is a full Learning Content Management
Solution (LCMS), providing everything needed to collaboratively build and maintain e-

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content in a variety of languages. Content can be created as complete stand alone courses,
or as smaller learning objects (reusable content objects) that reside in a commonly
accessible “library.”
The Content Management component consists of a learning structure editor, a
WYSIWYG HTML editing tool, a Flash-based authoring tool (“Imagen”), reusable
content templates, an online exam builder with a question bank, a survey builder and an
online digital asset management system (media bank). Content can utilize any of the
different Internet file types including HTML, audio, video, animations and Flash™
interactive elements.
As a true enterprise solution, all of the content and related media files are centrally
developed and maintained and are controlled through a sophisticated versioning,
notification and workflow management subsystem.
SCORM, AICC and IMS support is included to import, share, reuse, export and
repurpose learning content.

GreenLight Solution Component — Workforce Management

The Workforce Management component is used by organizations that need to track
mandatory and/or compliance-based training and qualifications. Dynamic, personalized
training plans can be built based on the training needed in a particular job role or
position. The plans are automated and consist of one or more qualifications attached to
the job(s), job category, organizational unit(s), and group(s) a worker is associated with.
“Requirements” can also be added to qualifications. This feature allows the training
administrator to add outside or non-training related requirements to the worker’s needed
qualifications.
Personalized, automated learning content that satisfies the stated training requirements is
automatically prescribed by the system. This is done by associating content (eLearning,
classroom, virtual classroom, OJT, etc.) with the qualification requirements.
The Workforce Management component also features both standard and customizable
reports that allow training administrators to measure Met / Not Met qualifications and
identify skill gaps for individuals or groups of students within the workforce population.

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Green Light Add-On —Scheduling and Resource Management
The scheduling and resource management component adds automated time-based
inventory management and conflict resolution to training events (event-based training
activities).
Typically, training events are used for traditional classroom based training activities
rather than eLearning, although virtual classroom (synchronous) training activities can
also be scheduled (enabling truly Blended Learning solutions).

GreenLight Add-On —eBusiness Management

The versatile eBusiness component allows organizations to manage traditional and/or
eLearning business activities. Administrators can define catalogue items, group them into
“packages” and set dynamic price offerings based on flexible business rules which
account for multiple pricing models and discounts.

Advantages of GreenLight Learning

• Centrally manage learning content and performance over the Web.
• Freely create own look, feel and branding through sophisticated multi-language content
management and user-configurable “skins.”
• Save time and money by re-using valuable content then quickly distribute personalized
learning experiences to users across your entire organization.

4.2.3 Red carpet- onboarding and life events

Introduction
Employees experience multiple events and changes throughout their careers that can
result in anxiety and loss of productivity, such as transfers, promotions, mergers, medical
leave, relocation and offboarding. SilkRoad’s onboarding and life events solution,
RedCarpet, helps both employees and HR professionals effectively manage change for all
critical employee transitions by providing:
• Completely customized portals for socialization and efficient delivery of all relevant
information

39
• Robust task management so that the organization can have a defined process, and see
where all employees are in that process
• Electronic forms capability to eliminate errors and speed time to completion
• Reduced administrative burden of paperwork and managing tasks
• Consistency and accountability of processes
• Easy administrative features and user management

Onboarding
The initial excitement new hires experience over starting a new job can quickly develop
into frustration as they run into challenges in their quest to become acclimated with a new
company and productive in their new jobs. Common frustrations often include a lack of
connection to their new company’s culture and talent brand, low company preparation for
their first day and challenges in completing a multitude of paperwork with poor
instruction and repetitive information.
RedCarpet addresses these challenges by providing a personalized portal for every new
employee where it can give them information on their new job and get them acclimated
to corporate culture and procedures early. All tasks can be tracked and forms can be
electronically completed and signed.
Once an employee accepts employment offer the organization can provide them with a
login and password that gives them access to a secure portal that is completely tailored to
them and your organization.
Within the portal, new hires can even complete government and corporate forms
electronically, significantly improving accuracy and completion.
Examples of portal content can include:
• Tactical first day information like where to park or where to eat
• A welcome message from the CEO, their mentor or manager
• Personal information like their new phone number and colleague contact information
• Social activity information like company sports leagues or events
• Job information such as policies, training information or even insights into current
projects

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Offboarding
Inefficient offboarding processes can cost organizations millions of dollars in lost
equipment, time and continued benefits. Even more critical and less understood is the
consequences of failure to revoke access to internal and external systems, as well as the
documentation of processes in order to reduce the risk of lawsuits and loss of private
company information.
Whether it’s a resignation or other form of involuntary or voluntary termination,
RedCarpet provides easy-to-use tools for efficient management of the critical and time
sensitive tasks and processes associated with offboarding employees:
• Customized portal as one central location for any and all information necessary for the
offboarding of employees in specific organization
• Manage all tasks - revocation of system access, return of company assets, paperwork,
termination of benefits and more
• Electronic forms capabilities - reduce errors and accelerate time to completion
• Significantly reduce termination processing costs
• Lower legal and financial risks
• Create easier transitions that will maintain amicable relationships with offboarded
employees

Support for other Life Events

RedCarpet isn’t just for onboarding and offboarding, it can create customized portals and
manage tasks for any employee life cycle event including transfers, promotions,
relocations, maternity and other medical leave, mergers and acquisitions. With
SilkRoad’s RedCarpet onboarding and life events solution the organization can maintain
productivity and morale during employee transitions, help alleviate the burden and costs
of paperwork and processing, as well as make sure all tasks are completed accurately and
on schedule.

Electronic I-9 Completion and Verification

In addition, RedCarpet allows realize significant cost savings, security, and better
searching and tracking options with electronic completion of the Form I-9. One can also

41
verify employment eligibility with complete integration with the Department of
Homeland Security’s E-Verify program allowing to:
• Get quick results on queries
• Eliminate SSN mis-match errors
• Reduce unauthorized employment

Advantages of Red carpet- onboarding and life events

• Organize and track internal tasks that need to be completed before the employee’s start
date and into the first several months.
• Manage forms electronically and track their completion.
• Comply with government regulations.
• Monitor where employees are in the onboarding or life event process.
• Easily update content and documents with simple tools that anyone can use.
• Make new employee feel like they are the valuable contribution you hired them to be.

4.2.4 OpenHire- Recruiting

Introduction
Since 1998, recruiters have used OpenHire™ to find and track premier talent, while
driving down recruiting costs. OpenHire’s automated system allows recruiters, hiring
managers and human resources personnel to focus on core recruiting activities while
minimizing costs and administrative processing. Effective candidate tracking and
reporting tools allow managers to carefully control referral agencies, reduce fees and
increase the quality of each hire.

Features of OpenHire Recruiting

Practice Intelligent Recruiting

Cast the widest net possible. Focus your time and resources on attracting best-fit talent
instead of on manual tasks such as posting jobs and processing resumes. OpenHire frees
up recruiters by managing resumes from multiple sources and automating job posting to

42
job boards, corporate sites and intranets. Customized job-specific questions enabled
thorough pre-screening and advanced knowledge base search options make retrieval of
candidates quick and thorough.

Lower Recruiting Costs

Centralize your recruiting into one system that reduces data entry, eliminates processing
service fees and controls agency fees. OpenHire integrates with e-mail, online job boards,
corporate job sites and internal intranets, eliminating costs normally associated with
importing resumes. Recruiters do not have to pay someone to hand-key resumes into a
database. By screening candidates that come from referral agencies, recruiters also avoid
paying for candidates who are already in their knowledge base.

Work Smarter, More Efficiently

OpenHire’s array of real-time reports helps quickly evaluate every source of job
candidates and plan effective recruiting strategies. Each report provides hard data to give
360-degree support to the recruiting process, including vendor negotiations, resource
allocation, management reporting and EEO/OFCCP compliance auditing.

Streamline Workflow
Quickly and easily identify viable candidates and move them through the hiring process.
OpenHire provides a central source to communicate with candidates, manage resumes
and store information that supports candidate evaluations. It even facilitates the job offer
process and background checking. Accessible anytime and anywhere, the system
integrates with most HRIS systems.

Lower Costs and Increase the Quality of Each Hire

• Hire the best people as quickly and cost-effectively as possible.
• Shorten hiring cycle time by as much as two weeks.
• Reduce cost-per-hire by 25%.
• Lower agency fees by 50%.
• Easily manage the massive influx of data from multiple sources.

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Patented Job Board Integration
OpenHire is the only recruiting management application that can seamlessly integrate
with all major sources of job boards for both job posting and resume mining. OpenHire
smoothly pushes your jobs to Internet job boards of your choice, then automatically
collects candidate information as they apply – always tracking the original source of
every applicant. OpenHire enables you to automatically source candidates from Internet
job board resume databases directly into OpenHire, all with one click in real time!

Career Site Portals

SilkRoad’s OpenHire can provide you with the tools you need to brand your recruitment
efforts and create comprehensive career site portals quickly and easily, with no technical
knowledge needed. Most candidates that find their way to your career site already have a
job in mind so it’s the company history, culture, benefits and location information that
these candidates find most helpful. With OpenHire’s career site portal capabilities, you
can drastically increase the number of qualified candidates that apply for your open
positions by giving them the information they need up front on benefits, the company, the
culture of your organization, even information such as career case studies and a “day in
the life” at your company. In addition, you’ll have all open job postings available to
potential candidates so that they can apply right from your web site and even register for
automatic e-mail alerts on job openings.

Intelligent Searching
Hire better people by casting a wider net of qualified candidates. Hot matches rank
potential job candidates by their compatibility with the position. Recruiters receive e-
mails proactively informing them of candidate matches, and potential candidates can
register for automatic e-mail updates on job openings that match their qualifications.

Screening Tools
Pre-screening makes job candidate evaluation faster, more consistent and more thorough.
Recruiters can customize an unlimited number of job-specific questions and weighted

44
answers for each position. Applicants answer the questions while applying or
interviewing, and OpenHire automatically scores their answers.
Recruiters can then select the most qualified candidates without manually reviewing each
resume.

Candidate Communication Tools

Communication with candidates is quick, easy and trackable. Batch emails with
customized message templates streamline communications while still allowing
personalization using merge fields.

Requisition Approval Process

With OpenHire’s e-mail-based requisition approval process, recruiters can automate their
job requisitions by ensuring that they receive approval from required individuals before
release.

Offer Approval Process

OpenHire facilitates the job offer approval process by ensuring offers are properly
reviewed before being sent to the candidate. The offer process can be completely
automated through e-mail and offer letter generation.

Advantages of OpenHire Recruiting:

• Integration to all job boards
• Ability to post and edit job openings from OpenHire to corporate career sites and
intranets
• Innovative, intelligent searching and proactive candidate matching capabilities: hot
matches, candidate and recruiter job agents
• Recruiting capabilities for both professional/salaried and hourly employees
• Microsoft Outlook integration
• Comprehensive EEO/OFCCP data collection and reporting
• Integration with most payroll and HRIS applications
• Easy and intuitive user interface

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• Rapid implementation
• Secure and reliable hosted application delivery
• 365-day customer care and support

4.2.5 Wingspan Performance

Introduction
Achieving a perfect alignment between corporate strategy and the day-to-day activities of
employees is a goal of every forward-looking organization. With all the potential
benefits, strategic insight into what is commonly called “your most valuable asset”
remains a challenge for almost every company.
SilkRoad technology’s WingSpan is a powerful employee performance management
solution that enables you to maximize employee talent within organization. WingSpan is
a completely web-based tool that focuses on ease of use, minimizes training, encourages
process completion and offers flexibility to perform tasks from anywhere in the world.
WingSpan’s market-leading technology ensures employee development plans are aligned
with corporate goals, gathers performance data from multi-rater assessments, provides the
information for meaningful employee-manager reviews, and allows you to execute on
well-crafted succession plans.
WingSpan helps customers who seek to gain competitive advantage by facilitating
optimum alignment of the workforce with evolving corporate goals. By enabling utilize
workforce more effectively and productively, WingSpan helps turn business strategy into
measurable actions.

Features of WingSpan Performance

Flexible, Scalable and Best of Breed

WingSpan was designed from the ground up as an employee performance management
(EPM) solution for superior functionality with features that are easy to use by anyone in
the organization.

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WingSpan’s modules can operate separately or as an integrated employee performance
management solution. Each module alone addresses a key problem facing organizations
looking to get the most out of their employee talent. Together, they span the entire range
of performance management needs and can be used to conduct a comprehensive review
that will not only accurately reflect past performance but also help direct future success.

Performance Appraisals
WingSpan facilitates year-end and interim employee reviews, allowing to achieve 100%
participation. All the information created while using WingSpan – goals, assessments,
development plans and performance data – is stored together in a central repository,
providing managers with accurate, comprehensive and timely data for employee reviews.
A truly meaningful one-on-one meeting with a manager and employee can be achieved to
discuss past performance and future development.

Assessments
WingSpan enables to measure each individual’s competencies and skills against
professional standards. The entire assessment process, whether for an individual,
manager/employee or a multirater assessment can be fully automated. WingSpan also
includes rich reporting and data analysis capabilities to support succession planning,
job/person matching, career planning and employee training. Also included is the richest
set of industry content with over 400 validated competency models, over 2,000 individual
competencies and over 10,000 behaviors, allowing to leverage content or use it as a basis
to create new one.

Performance Planning
WingSpan enables to cascade corporate goals throughout the organization and ensures
that goals created at each level of the organization are aligned with corporate goals.
WingSpan provides built-in support for the creation of SMART goals; or the system can
be configured to collect the specific goal information you wish to track.
Goals can be weighed according to importance, and goal attainment can be scored to
reflect performance. Managers and employees can interact with the system to negotiate

47
agreement on goal weights and goal scoring; all interactions are captured for future
reference.
WingSpan continually monitors goal attainment and automatically generates a variety of
reports and analysis.

Development Planning
With WingSpan it is easy to create and manage employee development plans. The
application includes a robust library of development activities, which can be mapped to
company’s specific competencies. One can also import their own development libraries
and link to their learning management system (LMS).

Career/Succession Planning
WingSpan provides an objective approach to identifying, assessing, rating and managing
the development paths of candidates in the context of succession plans. WingSpan
provides succession planners and corporate executives with the tools to manage
succession plans from an enterprise level including assessing candidates against
identified competencies, ranking the candidates, assigning appropriate development
activities and managing each candidate’s development plan.

Compensation
WingSpan enables a pay–for–performance culture and makes it simple for managers to
consistently award compensation in compliance with corporate guidelines and make a
direct connection between performance and compensation. As a result, top performers are
motivated and excited about their contributions. With WingSpan, managers can
effortlessly enforce corporate policies and overcome traditional compensation challenges.
Organizations can easily manage the distribution of merit increases, stock incentives,
bonuses and spot awards in a way that ensures on-time completion and consistency.
Added benefits of built-in coaching tips for managers and real-time reporting on the
compensation pool status gives all parties the information they need whenever they need
it.

48
Advantages of WingSpan Performance
• Intuitive user interface – so simple that everyone will use it.
• Highly configurable – easily maps to your existing workflow, forms and processes.
• Quick to implement – SilkRoad’s industry expertise means you can be up and running
quickly.
• Easy to Manage – WingSpan is delivered as a hosted software application (software as a
service), meaning there is no hardware or software to install, manage or upgrade. It is
available wherever you are as long as you have an Internet connection and a web
browser.
• Highest customer service standard – Customer support is cited by existing clients as the
#1 differentiator between SilkRoad and other system vendors.
• Reduce time and money spent on goal setting and alignment, assessments and
appraisals.
• Utilize a full-featured and fully integrated solution with multi-rater assessments,
succession planning, employee appraisals and career development.
• Achieve 100% participation in appraisal, assessment and planning.
• Improve job performance and productivity.
• Reward and retain top performers and identify low performers.
• Get a clear view of employees’ goals across the enterprise.
• Increase ability to adapt to changes in climate and strategic objectives.

4.2.6 Heartbeat- core hr

Introduction
SilkRoad technology’s HeartBeat™ is an on-demand core HR system that allows both
workers and managers to access and act on HR information that is relevant to them. This
information can be readily integrated with all of SilkRoad’s Life Suite solutions or other
HR-related third party applications, such as payroll, benefits, time, attendance, recruiting,
performance, training and compensation, providing a unified front-end for all users.
With HeartBeat, data is shared by and with various other HR systems for better
information quality and integrity. HR processes are automated and streamlined for

49
increased business efficiency and worker self-service functionality empowers users to be
effective and responsible for their data.
In addition, real-time reports and analytics offer insight for more strategic value in
managing enterprise human capital.

Features of HeartBeat core HR

HR System of Record
HeartBeat can serve as HR system of record for all worker data and types, including full
and part time, temporary and contract workers. Keeps all worker information securely
managed in one central location with a cost effective, configurable and consistent
solution. Features such as the ability to enter, view and manage all types of workers and
manage employee personal and job information, will provide a fully automated, solution
giving HR the power to focus less on time-consuming transactions and more on their
talent management strategy.

HR Self-Service
With the HR Self-Service component of HeartBeat, one can empower his managers and
workers to access, update and manage HR information for themselves, their staff and
their areas of responsibility.
As a result, cost savings are achieved by reducing administrative overhead and error-
prone paper transactions. Data management is shifted from manual to online processes
providing streamlined procedures and giving your talent direct access to their own
information.

Enterprise Workforce Management

With the Enterprise Workforce Management component of HeartBeat it allows one to
configure his business rules and processes to best manage talent, to make information
decisions and to strategically manage workforce. HeartBeat provides the tools and
foundation needed to improve process-automation and workflows, giving a fully
automated system personalized to organization’s unique processes.

50
HR Business Intelligence
Integrated HR data managed in HeartBeat makes an abundance of analytics and reporting
available, from complete organization charts and headcount reports to specific business
unit and worker analytics. This saves significant time and money because there’s no need
for a third-party reporting tool or external plug-in to gain access to all HR intelligence
and reports, giving strategic insight into real-time business data. With HeartBeat there is
a flexibility to create and view reports on any area where data is present, as well as the
ability to export and create ad hoc reports.

Advantages of HeartBeat core HR

• Realize immediate tangible cost savings and improved effectiveness
• Automate and streamline HR/business processes
• Maintain compliance with EEO, Sarbanes Oxley and FSLA
• Create and maintain a central repository for all worker data
• Empower workers and managers with self-service features and functions
• Robust security that can restrict access to selected data, administration features and
reporting by person, role, organization, organization level, etc.
• Web-based delivery with no hardware or software to install/manage
• Browser agnostic, giving availability anywhere, anytime over the Internet
• Easy to configure and manage
• Eliminate time-consuming manual processes.
• Put information in the hands of those who own, control and manage it with role-based
self-service.
• Reduce administrative burden with process & workflow automation.
• Reduce total cost of ownership by as much as 40%!

4.3 Services

SilkRoad Professional Services is an experienced and dedicated team that has helped
hundreds of companies - in a multitude of industries -successfully plan and implement

51
their Talent Management Solutions. We provide consulting and educational services to
help our clients maximize the return on their investment.

Our product experts will work with your team on all aspects of a successful
implementation. We can help you identify, prioritize, and align your strategic business
objectives with the appropriate solution, ensure that the solution is designed with best
practices at its core, and rapidly deliver world-class business solutions that allow your
company to focus on success.

At SilkRoad, we recognize that every client has distinct requirements based on their
unique needs. We provide a variety of services offerings, which are grounded in our
depth of experiences with our existing clients, to support the degree of assistance you
may require at any given time

4.4 Partners

In today's business climate, partnerships are the backbone of long term success. SilkRoad
technology has the expertise to develop and deliver world-class solutions, while
leveraging partnerships with established industry leaders to provide all the necessary
components of a complete solution. Our trusted, skilled partners take advantage of
SilkRoad technology solutions to deliver products and services to their customers quickly
and cost effectively - so that our customers achieve a substantial return on investment.

The members of our Partner Programs have chosen SilkRoad technology for our
visionary leadership and breadth of capabilities. We have proven that our products and
solutions, paired with the technologies and services of our partners, can drive real
business value.

Acselco
Latin America

Activar
Latin America

52
ADSOTECH
Scandanavia

Alegri International
Central Europe

Alliance Consulting
North America

Bernstein Crisis Management

North America

C1 Solutions
Central Europe

easynet GmbH
Central Europe

Geoware
North America

Harlock
Western Europe

Infocom
Japan

Ironworks
North America

Lyons Consulting Group

53
North America

Pinstripe
North America

Prism, LLC
North America

Rhino Internet Solutions

North America

Slate Marketing
North America

Strategic Sourcing Solutions, LLC

North America

System Landscape
The Africas
Vitech
Latin America

4.5 Competitors
Paysoft, Peoplesoft, Saba, Oracle, SAP, Hrsoft, Hrmantra, Spinetechnologies, Humanet,
Adp, Kenexa

4.6 Locations
North America
SilkRoad Corporate Headquarters
102 West Third Street, Suite 250
Winston-Salem, NC 27101

54
1 (866) 329.3363 toll free (U.S. only)

Chicago, IL
20 West Kinzie Street, Suite 1220
Chicago, IL 60654

Jacksonville, FL
12926 Gran Bay Parkway W.
Suite 225
Jacksonville, FL 32258

San Francisco, CA
275 Battery St
8th Floor
San Francisco, CA 94111-3305

Boston, MA
34 Crosby Drive
Bedford, MA 01730

Redbank, NJ
Red Bank Corporate Center
157 Broad Street
Suite 108
Red Bank, NJ 07701
Canada
#205, 17707-105 Ave.
Edmonton, Alberta
Canada T5S 1T1
1 (866) 717.1212 toll free

55
SilkRoad Asia Headquarters
28 Maxwell Road #02-02
Reddot Traffic
Singapore 069120
+65 6438 9686 phone

Germany
SilkRoad technology GmbH (website)
Rothenbaumchaussee 30
20144 Hamburg
Germany
+49 (0)40 45 000 823 phone
+49 (0)40 45 000 873 fax

Australia
Suite 1, Level 3
10 Bridge St
Sydney NSW 2000
+61 2 8005 3462

New Zealand
Level 3
48-52 Wyndham Street
Auckland 1124
PO Box 91009
+64 9 353 0956

56
4.7 Clients
Eprise
Pepco Holdings, NRECA - National Rural Electric Cooperative Association, Blue Cross
and Blue Shield of Kansas City, IEEE Communications Society, Skill Soft, American
Express travel, Intermec Technologies Corporation, Altera Corporation,
Arch Chemicals, Inc. ,US Army Corps of Engineers, McQuay Intl Headquarters, We
Energies, Horizon Blue Cross Blue Shield of New Jersey, Dow Jones & Company
Pike Electric Corporation, Pinnacle West Capital Corporation, Novant Health, Inc. ,
Bausch & Lomb Incorporated, Foster Wheeler Ltd., TELUS Communication
Corporation..etc

Greenlight

Scottrade, Inc., Boeing Corporation, Corus Entertainment Inc., The Boldt Company,
Blue Coat Systems, Inc. ,Blanchard Valley Health System,American Student, Assistance,
Samaritan Health

Openhire

JC Licht, Co., UW Credit Union, Cavalryhr, Llc, International Relief And Development,
The Melita Group, RGB Networks, Inc, Trinet Internet Solutions,
Integrated Software Specialists, Inc., The Casey Group, Inc. ,Extensis Holdings LLC
Visioncor Inc, TheLadders.com, Targetbase, Aradigm Corporation, The Pohly Company,
Adnexus Therapeutics, Inc., Bbs Technologies, Inc, Acceleron Pharma Inc, Entriq Inc,
Impinj, Inc. ,Stanford Financial Group Company, Patientkeeper, Ventera Corporation,
VIPdesk, ArQule, Inc., Hillel Foundation, Mercy Corps

Redcarpet

The Whitlock Group, Gotvmail Communications,GT Solar International, Inc., U.S.

Institute for Peace (USIP), Microvision, Inc., iTelligence, Inc., APEX Analytix, Inc., MC

57
Communications, LLC, Dyax Corp. ,Sourcefire, Inc. , World Vision International, Inc.,
Gas Technology Institute, Phoenix Technologies Ltd., Sycamore Networks, Inc., Kinecta
Federal Credit Union, Hospital Billing & Collection Service, Ltd, Texas Petrochemicals,
Inc, Consumer Credit Counseling Service Of Greater Atlanta, Inc, Wheels Inc., Provident
Bancorp,The Cobalt Group, Inc.

Wingspan

Butzel Long Pc,Horizon Media, Inc.,Bill Jacobs Motorsport, Inc,Social & Scientific,
Systems Inc. (S-3), ION (formerly Input/Output), Commercial Vehicle Group, Inc.
Air Evac Lifeteam, Eastern Bank, Miller, Legg & Associates, Inc, Mintel International
Group Ltd., Foundation 9 Entertainment,Indiana Farm Bureau Insurance,Basin Electric
Power Cooperative,Brooks Automation, Inc.,Genesee & Wyoming Inc., KIPP, Life Care
Services LLC

4.8 Awards

• SilkRoad Named Finalist for 2008 NCTA 21 Awards

• Silkroad is the Winner of 2010 siia coodie

• SilkRoad technology Honored with Network Product Guide 2009 Product

Innovation Award
• SilkRoad technology Selected as Finalist in 2010 American Business Awards
• SilkRoad technology Named 2009 Hot Companies Finalist by Network Products
Guide
• SilkRoad technology Selected as Winner for 2010 CODiE Awards

58
59
 5.1 Organisations using HRIS/HRMS

A HRIS, or Human resource information system, is a software solution for small to mid-
sized businesses to help automate and manage their HR, payroll, management and
accounting activities. A HRIS generally should provide the capability to more effectively
plan, control and manage HR costs; achieve improved efficiency and quality in HR
decision making; and improve employee and managerial productivity and effectiveness.

Organisations using HRIS/HRMS

28%

Yes
No

72%

Chart 5.1: Chart representing usage of HRIS/HRMS in Indian organisations

It is evident from the graph that 72% of organisations in India are using HRIS/HRMS and
28% of the respondents are not using HRIS/HRMS in their organisations.

60
 5.2 Processes included in various organization
Processes included in various organization

80
70
60
50
40
30
20
10
0
Recruitment Onboarding Performance Learning and Employee exit
Management Development
System

Chart 5.2: Chart representing various processes included in Indian organizations

It is evident from the chart that 85% of respondents have recruitment process in their
organization, 55% of respondents have onboarding, 84% of respondents have performance
management system and 73% of respondents have learning & developments and employee exit
each.
5.3 Automated processes in various organizations

Automated processes in various organisations

50
45
40
35
30
25
20
15
10
5
0
Recruitment Onboarding Performance Learning and Employee exit
Management Development
System

Chart 5.3: Chart representing automated processes included in Indian organizations

It is evident from the chart that 53% of respondents have recruitment process in their
organization, 36% of respondents have onboarding, 54% of respondents have performance
management system and 53% of respondents have learning & developments and 36% of
respondents have employee exit.

61
5.4 Processes to be procured/upgraded in near future

Processes to be procured/upgraded in near future

50
45
40
35
30
25
20
15
10
5
0
Recruitment Onboarding Performance Learning and Employee exit
Management Development
System

Chart 5.4: Chart representing processes to be upgraded in Indian organizations

It is evident from the chart that 29% of respondents have recruitment process in their
organization, 29% of respondents have onboarding, 54% of respondents have performance
management system and 45% of respondents have learning & developments and 35% of
respondents have employee exit.

5.5 Organization HR goals

Organisations HR goals
50
45
40
35
30
25
20
15
10
5
0

Career portal New employee Performance Return on Learning and

retention management training development
investment

Chart 5.5: Chart representing HR goals in Indian organizations

It is evident from the graph that 39.7% of the respondents have career portal as HR goal of
their organization and 60.3% of the respondents have performance management as their goal.

62
5.6 Availability of infrastructure as a challenge to the organization

Technology infrastructure availability / readiness is

a big challenge for HR technology adoption

35
30
25
20
15
10
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

Chart 5.6: Chart representing availability of infrastructure as a challenge to the

organization
It is evident from the graph, 25% of the respondents strongly agree that availability of
infrastructure is a challenge to the organization, 41% agree to it, 11% are neutral where as 13%
disagree and 8% strongly disagree to this.

5.7 HR technology adoption

HR technology adoption has least priority

30

25

20

15

10
5

Strongly Agree Agree Neither Agree Disagree Strongly

nor Disagree Disagree

Chart 5.7: Chart representing HR technology adoption in an organization

It is evident from the graph, 10% of the respondents strongly agree that HR technology
adoption in their organization has least priority, 30% agree to it, 16% are neutral where as 25%
disagree and 16% strongly disagree to this.

63
5.8 Change management is a challenge in adopting new HR technology

User resistance and handling change management

is a challenge in adopting new HR technology

35
30
25
20
15
10
5
0
Strongly Agree Agree Neither Agree Disagree Strongly
nor Disagree Disagree

Chart 5.8: Chart representing change management as a challenge for adoption in an

organization
It is evident from the graph, 15% of the respondents strongly agree that change management is
a challenge for adoption of new HR technology in an organization, 41% agree to it, 20% are
neutral where as 14% disagree and 5% strongly disagree to this.
5.9 Lack of HR technology

Organizations are facing challenge in taking a

collaborative decision due to lack of HR technology
35
30
25
20
15
10
5
0

Strongly Agree Agree Neither Agree Disagree Strongly

nor Disagree Disagree

Chart 5.9: Chart representing “Organization is facing challenge in taking a collaborative

decision due to lack of HR technology”

It is evident from the graph, 13% of the respondents strongly agree that organizations are
facing challenge in taking a collaborative decision due to lack of HR technology, 40% agree to
it, 19% are neutral where as 16% disagree and 11% strongly disagree to this.

64
5.10 SaaS model eliminates implementation challenges

HR technology Software application if deployed on

SaaS model (Software as a Service) will eliminate
implementation challenges

40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neither Agree Disagree Strongly
nor Disagree Disagree

Chart 5.10: Chart representing “SaaS model eliminates implementation challenges”

It is evident from the graph, 10% of the respondents strongly agree that organizations are
facing challenge in taking a collaborative decision due to lack of HR technology, 46% agree to
it, 34% are neutral where as 5% disagree.
5.11 Allocation of budget is a challenge for HR technology

Allocation of budget for procurement &

implementation of HR technology is a challenge

35
30
25
20
15
10
5
0
Strongly Agree Agree Neither Agree Disagree Strongly
nor Disagree Disagree

Chart 5.11: Chart representing “SaaS model eliminates implementation challenges”

It is evident from the graph, 10% of the respondents strongly agree that allocation of budget is
a challenge for HR technology, 38% agree to it, 26% are neutral where as 19% disagree and
7% strongly disagree to this.

65
5.12 Integration of Existing technology and data is a challenge for HR technology
adoption

Integration
challengeoffor
Existing technology
HR technology and data is a
adoption
4
5
4
0
3
5
3
0
2
5
2
0
1
5
1
05
0
Strongly Agre Neither Disagre Strongl
Agree e Agree
nor e y
Disagre
Disagree e

Chart 5.12: Chart representing “Integration of Existing technology and data is a

challenge for HR technology adoption”
It is evident from the graph, 9% of the respondents strongly agree that Integration of Existing
technology and data is a challenge for HR technology adoption, 49% agree to it, 19% are
neutral where as 15% disagree and 4% strongly disagree to this.

5.13 Internal resources of an organization is a challenge for HR technology adoption

Internal resources of an organisation is a challenge

for HR technology adoption
4
5
4
0
3
5
3
0
2
5
2
0
1
5
1
05
0
Strongly Agre Neither Disagre Strongl
Agree e Agree
nor e y
Disagre
Disagree e

Chart 5.13: Chart representing “Internal resources of an organization is a challenge for

HR technology adoption”

It is evident from the graph, 9% of the respondents strongly agree that Internal resources of an
organization is a challenge for HR technology adoption, 49% agree to it, 19% are neutral
where as 15% disagree and 4% strongly disagree to this.

66
 5.14 Usability of HR technology in an organization

100% usabilityof HR technology is a challenge in an

organization
50
45
40
35
30
25
20
15
10
5
0

Strongly Agree Agree Neither Agree Disagree Strongly

nor Disagree Disagree

Chart 5.14: Chart representing “Usability of HR technology in an organization”

It is evident from the graph, 5% of the respondents strongly agree that usability of HR
technology in an organization, 57% agree to it, 23% are neutral where as 10% disagree and 3%
strongly disagree to this.

67
FINDINGS

68
Findings
The findings of the study with respect to research are summarized as given below:

It is found that only 72% of organizations in India use HRIS/HRMS i.e. 28% of them are
not using it. This implies that there is great market share yet to be captured by
HRIS/HRMS industries.

Recruitment
From the research it is clear that 85% of the respondents have recruitment process in their
organization out of which only 53% are automated processes, This implies that the
remaining 32% are operating manually. Hence we can conclude that TMI can aim at
capturing these 32% of market

Onboarding
From the research it is clear that 55% of the respondents have onboarding process in their
organization out of which only 36% are automated processes, This implies that the
remaining 19% are operating manually. Hence we can conclude that TMI can aim at
capturing these 19% of market

Performance management
From the research it is clear that 84% of the respondents have performance management
process in their organization out of which only 54% are automated processes, This
implies that the remaining 30% are operating manually. Hence we can conclude that TMI
can aim at capturing these 30% of market

Learning and development

From the research it is clear that 73% of the respondents have learning and development
process in their organization out of which only 53% are automated processes, This
implies that the remaining 20% are operating manually. Hence we can conclude that TMI
can aim at capturing these 20% of market

69
Employee exit
From the research it is clear that 73% of the respondents have employee exit process in
their organization out of which only 36% are automated processes, This implies that the
remaining 37% are operating manually. Hence we can conclude that TMI can aim at
capturing these 37% of market

Availability of Infrastructure
From the research conducted it is understood that 66% of the respondents believe
availability of sufficient infrastructure to be a challenge for their organizations. This is
implies that rest 34% of respondents are satisfied with infrastructure available in their
organization. So TMI can concentrate on those unsatisfied 34% organizations and help
them improve their infrastructure.

Challenges due to HR processes

From the research conducted it is understood that 40% of the respondents believe that HR
technology adoption has least priority in there organization as HR processes are not well
defined in their organization. This is implies that rest 60% of respondents are satisfied
with HR processes in their organization. So TMI can concentrate on those unsatisfied
40% organizations and improve HR processes there.

User resistance and Handling change management is a challenge

From the research conducted it is understood that 56% of the respondents believe user
resistance and handling change management to be a challenge for adopting new HR
technology in organizations. This is implies that rest 44% of respondents are satisfied
with handling change management in their organization. So TMI has to concentrate on
those unsatisfied 44% organizations and eliminate this challenge there.

Lack of HR technology
From the research conducted it is understood that 53% of the respondents believe
insufficient HR technology to be a challenge for taking collaborative decisions in

70
organizations. This is implies that rest 47% of respondents are satisfied with HR
technology in their organization. So TMI can concentrate on those unsatisfied 53%
organizations and improve HR technology there.

Elimination of implementation challenges through Saas model

From the research conducted it is understood that 56% of the respondents believe that
SaaS model helps in eliminating implementation challenges in organizations. This is
implies that rest 44% of respondents are not satisfied with implementation of HR
technology in their organization. So TMI can concentrate on those unsatisfied 44%
organizations and improve usage of SaaS model there.

Allocation of Budget is a challenge

From the research conducted it is understood that 48% of the respondents believe
allocation of sufficient budget to be a challenge for HR technology in their organizations.
This is implies that rest 52% of respondents are satisfied with the budget allocated in
their organization.

Integration of legacy applications is a challenge

From the research conducted it is understood that 56% of the respondents believe
integration of legacy applications to be a challenge for their organizations. This is implies
that rest 44% of respondents are satisfied with legacy applications in their organization.

Having efficient internal resources is a challenge

From the research conducted it is understood that 56% of the respondents believe
inefficient internal resources to be a challenge for their organizations. This is implies that
rest 44% of respondents are satisfied with internal resources in their organization.

100% usability of HR technology is a challenge

From the research conducted it is understood that 62% of the respondents believe 100%
usability of HR technology to be a challenge for taking collaborative decisions in

71
organizations. This is implies that rest 38% of respondents are satisfied with usage of HR
technology in their organization.

72
73
Conclusion
Finally I conclude that there is a great scope for growth of HR related technology in
Indian market.
In the light of the findings and suggestions, I conclude that all the HR processes
(recruitment, onboarding, performance management, learning and development,
employee exit ) are manually operated in many organizations in India so there is
opportunity for automated HR tools.

74
75
LIST OF BOOKS

1. MALHOTRA, NARESH K., 2008, Marketing Research, Pearson Prentice

Hall, New Delhi.
2. KOTLER PHILIP & KELLER KEVIN, 2003. Marketing Management, New
Delhi:
Prentice Hall of India.
3. ICMR PUBLICATION, 2007. Marketing Management, Hyderabad: ICMR
Publication.
4. The ICFAI University Press,2007, Project & Profit, Hyderabad, ICFAI
University
Press

LIST OF ARTICLES

1. Dr. S.SADAGOPAN, Software Market, (Online)

Reffered from www.iiitb.ac.in,
2. WHITNEY KELLY,2006,Cashing in on an HRIS, The Human Capital

LIST OF WEBSITES

1. www.tminetwork.com
2. www.silkroad.com
3. www.citehr.com
4. www.shrm.com
5. www.hrguru.com

76
ANNEXURE

77
 Questionnaire on Market Research to Measure readiness of organizations in India
for deploying technology based tools in HR processes (Talent Management
Processes)

Section 1: Respondent Profile

1. Respondent’s Name :
2. Organization Name :
3. Job Title :
4. Work Place Location City :
5. Mobile Number :

Section 2: Company Profile

1. Please select the standard industry description that best fits your Organization?

 IT & ITES
 Banking, Finance & Insurance
 BPO,KPO,RPO
 Manufacturing
 Telecom
 Logistics
 Other

2. What is your Organization current head count?

 Less than 100 employees

100 to 500 employees
 501 to 1000 employees
 1001 to 5000 employees
 Over 5,000 employees

Section 3: HR Technology Adoption

3. Does your Organization have an HRMS / HRIS?

 Yes  No

78
4. Which of the following processes are included in your organization ?

 Recrutiment
 Onboarding
 Performance Management System
 Learning and Development
 Employee exit
5. Which of the following processes are automated in your organization ?

 Recrutiment
 Onboarding
 Performance Management System
 Learning and Development
 Employee exit

6. Which of the following processes do u plan to procure or upgrade in near future ?

 Recrutiment
 Onboarding
 Performance Management System
 Learning and Development
 Employee exit

7. Which of the following are your organizations HR technology goals for near
future that relate to your organization’s mission?

 Plan to implement career portal that alert recruiters and/or hiring managers of
candidates with desired skills EVEN WITHOUT OPEN REQUISITIONS

 Enable collaboration between HR, recruiting and the hiring manager throughout
the recruiting and Onboarding processes to keep enable new employee retention .

 Plan to implement well-defined process that holds managers accountable for their
employees’ performance management.

 Plan to have return on Training Investment - i.e. investment in training resulted in

impact on sales revenue, incident rate, scrap rate, etc.)

 Plan to measure learning and development’s impact on the organization

compliance rates (i.e. regulation, industry standards, or other mandatory
certifications)

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Section 5: HR Technology Implementation CHALLENGES for 2010 – 2011

8. Technology infrastructure availability / readiness is a big challenge for HR

technology adoption in your organization? (Ex: Internet/Intranet/Extranet
Bandwidth, any other computer Hardware & Software platforms)

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree
9. HR processes are not well defined and hence HR technology adoption in your
organization has least priority?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

10. User resistance and handling change management is the greatest challenge in
adopting new HR technology in your organization?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

11. As the HR technology implementation is not included as a common goal to Top

Management, Senior Leadership, IT, HR and Finance, your organization is facing
challenge in taking a collaborative decision for evaluation, procurement and
implementation?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

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12. HR technology Software application if deployed on SaaS model (Software as a
Service) will eliminate implementation challenges?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

13. Allocation of budget as IT and / or HR for procurement & implementation of HR

technology application is a challenge in your organization?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree
14. Integration of legacy applications (Existing), processes, workflows, technology
and data is another challenge for HR technology adoption?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

15. Having a dedicated project manager and required internal resources (Subject
Matter Experts from each business unit) is another challenge for HR technology
adoption?

 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

16. Evaluating and finalizing on a HR technology for the user group that delivers an
application possessing all the factors such as speed of thought navigation,
dynamic configuration, actionable reporting, always on governance and also
delivers 100% usability is a challenge in your organization?

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 Strongly Agree
 Agree
 Neither agree nor Disagree
 Disagree
 Strongly Disagree

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