HUMAN RESOURCE MANAGEMENT:

Human resource management (HRM or simply HR) is the management of an organization's human resources, or workers. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labour laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labour union). HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labour relations, and diversity and inclusion. Whereas in start-up companies HR's duties may be performed by a handful of trained professionals or even by non-HR personnel, larger companies typically house an entire functional group dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications.

HISTORY:
HR spawned from the human relations movement, which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. Taylor explored what he termed "scientific management" (later referred to by others as "Taylorism"), striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing processlaboursparking inquiry into workforce productivity. The movement was formalized following the research of Elton Mayo, whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditionsattention and engagementyielded more productive workers. Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber, Frederick Herzberg, and David McClelland formed the basis for studies in

organizational behaviour and organizational theory, giving room for an applied discipline. By the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape (a l Andrew Carnegie, John Rockefeller) and in public policy (a l Sidney and Beatrice Webb, Franklin D. Roosevelt and the New Deal) had transformed the employer-employee relationship, and the discipline was formalized as "industrial and labour relations". In 1913, one of the oldest known professional HR associationsthe Chartered Institute of Personnel and Developmentwas founded in England as the Welfare Workers' Association, then changed its name a decade later to the Institute of Industrial Welfare Workers, and again the next decade to Institute of Labour Management before settling upon its current name. Likewise in the United States, the world's first institution of higher education dedicated to workplace studiesthe School of Industrial and Labour Relationswas formed at Cornell University in 1945. During the latter half of the 20th century, union membership declined significantly, while workforce management continued to expand its influence within organizations. "Industrial and labour relations" began being used to refer specifically to issues concerning collective representation, and many companies began referring to the profession as "personnel administration". In 1948, what would later become the largest professional HR associationthe Society for Human Resource Management (SHRM)was founded as the American Society for Personnel Administration (ASPA). Nearing the 21st century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in machine. "Human resources management", consequently, became the dominant term for the functionthe ASPA even changing its name to SHRM in 1998.[5] "Human capital management" is sometimes used synonymously with HR, although human capital typically refers to a more narrow view of human resources; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used to describe the field include "organizational management", "manpower management", "talent management", and simply "people management".

HUMAN RESOURCE PLANNING:

A Human Resource Plan is a systematic process of matching the interests, skills and talents of individual community members with the long term goals and economic opportunities in the community. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning. Based upon an assessment of community assets and limitations, a plan aims to ensure a good fit between program designs and the results that are sought. Recognizing that learning and skill development is a systematic building process, a plan can also ensure that the community provides the necessary comprehensive continuum of skill development. The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is also a continuous process. The planning processes of most best practice organizations not only define what will be accomplished within a given timeframe, but also the numbers and types of human resources that will be needed to achieve the defined business goals (e.g., number of human resources; the required competencies; when the resources will be needed; etc.).

Best Practices:
Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps. These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the diagram below.

Benefits:
y Highlighting opportunities for strategic partnerships that allow communities and other partners to share the benefits, risks and training cost. y Providing for the smaller successes that are encouraging and motivating for the community and can show funders, community members and others that the program is on track. y Making it easier to evaluate progress (especially from the feedback from clients) and to present funders, partners and community members with effective information about the progress.

Major Challenges:
y A very real need to see results makes planning seem wasteful of time. Diverting efforts from doing. Impatience with Planning is always a challenge. y Public expectations may be unrealistic, looking for the jobs as among an immediate outcome. y Careful assessment may turn up more human resource development needs than the projected or existing resources and funding can handle, and this may require excruciating choices.

Company Profile:
CMC

INTRODUCTION:
CMC Limited is an Information Technology services, consulting and software company having its Headquarters in New Delhi, India.[1][2] CMC is part of the TATA group and is a subsidiary of Tata Consultancy Services. CMC was incorporated on December 26, 1975, as the 'Computer Maintenance Corporation Private Limited'.[3] The Government of India held 100 per cent of the equity share capital. On August 19, 1977, it was converted into a public limited company. In October 2001, CMC was privatized by the Government of India,[4] in a sale to Indiabased Tata Consultancy Services (TCS), the largest software services company in Asia. It also feature on top ten companies in India.[5].

Vision:
Global top 20 systems engineering and Integration Company by 2020.

Mission:
As an innovative world class systems engineering and integration company, we shall provide sustainable, advanced technology solutions and services to our global customers, and in projects of National importance, maximizing value to our stakeholders and the communities we serve. As an innovative world class systems engineering and integration company, we shall provide sustainable, advanced technology solutions and services to our global customers, and in projects of National importance, maximizing value to our stakeholders and the communities we serve.

Values:
We shall be a vibrant organisation where openness, trust, teamwork, simplicity, responsibility and innovation are valued and promoted.

HISTORY:
CMC was incorporated on December 26, 1975, as the 'Computer Maintenance Corporation Private Limited'. The Government of India held 100 per cent of the equity share capital. On August 19, 1977, it was converted into a public limited company. In 1978, when IBM wound up its operations in India, CMC took over the maintenance of IBM installations at over 800 locations around India and, subsequently, maintenance of computers supplied by other foreign manufacturers as well. Taking over the activities of IBM in India, including many of its employees, helped the company to imbibe a service-oriented culture. This is demonstrated by our longstanding customer associations and our ability to provide high-quality and reliable service. In 1980, we perceived the need for total IT system solutions in India, and acquired a 'solutions' orientation. We aligned our focus with the government's thrust on IT development activities. A significant milestone in our transition from a hardware maintenance company to a complete end-to-end IT solutions provider was 'Project Interact' (International Education and Research for Applications of Computer Technology), a UN project involving design, development and systems-engineering of real-time, computer-based systems dedicated to applications in the areas of power distribution, railway freight operations management, and meteorology. As we evolved along the value chain, CMC forayed into systems integration, interfacing, installation, commissioning, software development, as well as education and training, on a national basis. Our R&D facility was set up in 1982, to undertake competency development in niche areas in the frontiers of technology, to provide us the cutting edge. Today, our R&D facility is housed in our Hyderabad campus, and develops advanced solutions in areas such as real-time systems, embedded systems and pervasive computing. To reflect our diversified business activities, we renamed ourselves 'CMC Limited', and obtained a fresh certificate of incorporation dated August 27, 1984.

Following a spurt in the global demand for IT services in the early 1990s, particularly in the United States, we decided to expand our operations and market our product and service offerings in these markets. Towards this end, in 1991, we acquired Baton Rouge International Inc, USA (it was subsequently renamed CMC Americas, Inc, in 2003), one of the first cross-border acquisitions by an Indian IT firm. In 1992, the Indian government divested 16.69 per cent of CMC's equity to the General Insurance Corporation of India and its subsidiaries who, in turn, sold part of their stake to the public in 1996. In 1993, CMC's shares were listed on the Hyderabad Stock Exchange and the Bombay Stock Exchange (BSE). To service and develop our clientele in the UK and Europe, we opened a branch office in London, in 2000. The next year, the government divested 51 per cent of CMC's equity to Tata Sons Ltd, through a strategic sale, and CMC became a part of the Tata group. In line with our strategy of offering our products and services globally, in 2003, we opened a branch office in Dubai to tap the hitherto unexplored markets of West Asia and Africa. In 2004, the government divested its remaining 26.5 per cent stake in CMC to the public.

PRODUCTS:
CMC's has products and solutions in nearly every area. Their products can be used off-the-shelf or customised to the company's individual needs. Satisfied clients all over India and the rest of the world speak for their quality and service.

 Banking & Finance

Their Banking Solutions include as mentioned below, y TC/4 (Total Concept 4): A core banking solution y BRAINS 2000: A comprehensive customer and account management branch system for retail banking y VIGIL - Domestic: A treasury management system y VIGIL - Forex: A forex treasury management system y ALM: An asset-liability management system Our Financial services include as mentioned below,

y BOLT (Bombay On-line Trading System): An online trading system presently being operated by the BSE, Mumbai y DTSS (Derivatives Trading & Settlement System): Handles all types of derivative products y VECTOR (Versatile Engine for Centralised Trading and Online Reporting): An automated system for securities trading y VeDAS (Versatile Depository and Accounting System): A comprehensive, automated system for the complete installation and commissioning of a depository y DpSecure: A centralised depository back-office product solution for Depository Participants

 eCommerce
eCommerce comprises all the components required for transacting business in the digital domain. The eCommerce super system includes digital payment systems, payment servers, payment gateways, eWallet, and security systems like firewall and intrusion detection. y PKI y Payment systems y eCommerce products eBillPay Web Interface for Secure Banking (WISeBank) Online Certificate Status Protocol (OCSP) responder Digital time stamping server

 eGovernance
Effective implementation of eGovernance can take IT to the common man, helping national and state governments to align their services effectively with the changing needs of both citizens and stakeholders, as well as develop the economy. y VOICE (Versatile Online Information for Citizen Empowerment): India's first IT solution for municipal corporations across the country y LANDS (Urban Land Management Solution): Application software for the operation and management of a modern urban land development authority or an urban housing board.

y mREINS (Head of Government Information System): An integrated information and decision-support system for the chief minister of a state. y TWIMS (Tribal Welfare Information Management System): An integrated solution including a school education management system (SEMS), a beneficiary monitoring system (BMS), a village monitoring system (VMS) and an accounts package. y HRMS (The Human Resource Management System): A system for error free generation and electronic transfer of paybill, facilitation of decision making process with regard to transfers and promotions.

 Insurance
CMC has an extraordinary track record as a software solutions provider in the general insurance business. As of date, CMC has an impressive client list covering leading public sector insurance companies, namely, New India Assurance, National Insurance and United India Insurance. Top private insurers like ICICI Lombard, Cholamandalam MS, Universal Sompo and HDFC ERGO have recently been added to the portfolio of our client base. GENISYS Enterprise is CMCs in-house ETL dataware housing tool where transactional data was extracted from the operating offices and data consolidated in the regional and head offices for all 3 public sector companies mentioned above. It addresses all the requirements of Operating Office Data Exchange, Data Integration with Lateral and Higher Offices, Enterprise-wide Data Consolidation, Business Intelligence and Multi Dimensional Data Analysis. It also has the web component known as GENISYS Web Enterprise with features like e-covernote, e-claims, etc. To expand and promote CMCs focus on the insurance sector, Insurance Competency Centre (ICC) proactively functions with multifaceted activities in insurance business space in terms of innovative product research, development, and insurance education and training. The Insurance Competency Centre is located in four major cities of India: Mumbai, Chennai, Kolkata and Hyderabad. 75% of the non-life insurance policies in India are issued through CMCs software GENISYS Configurator and GENISYS Re:

 Power and Utilities

CMC has developed dedicated engineering solutions for the power sector. These are specially created to meet the complex demands of a system operator with the responsibility for ensuring the quality and reliability of power supply. Flexible distributed architectures facilitate easy expansion based on the needs of the network. Our applications are highly parameterised and configurable. They have been field-proven in various environments, combining different sets of architecture and complexity. Their open architecture makes them easy to configure for different sets of platforms. Our power sector products include: OSKER: Open SCADA kernel for power applications WINSPIRE: Windows SCADA processor for industrial and real-time environments.

RECRUITMENT:
If you are looking for a source of fresh IT talent, you have reached the right place. CMC computer education produces quality software freshers who have good analytical skills, programming skills, are fast learners and have been exposed to extensive hands-on training. Every CMC student has to compulsorily complete four projects during the two years he spends with our authorised training centres (ATCs). Being an IT company ourselves, we know that software professionals have to deal with non-technical people. Therefore, we also impart presentation skills, which help them to perform better in their future job assignments. The curriculum is industryrelevant and futuristic. We have a well-researched training methodology which is a balanced mix of instructor-led training, computer-based training, practical work, assignments, compulsory projects and a semester-end examination. For an employer, navigating the recruitment market can be painful, confusing and expensive. CMC's net recruitment service provides much more than a traditional recruitment service. We ensure that recruiters receive a constant stream of prequalified candidates. We ensure that before job seekers are sent for interviews, they are screened by our professional counsellor, to re-evaluate the suitability of the candidate for the job opening. CMC net recruitment services are a fast way of getting fresh IT talent:  You get our services round the year  The services are absolutely free  You get quality fresh talent, which you can mould as per your needs

If you have job assignments related to IT - they could be traditional temporary assignments or permanent employment opportunities in software development, software maintenance, database application development, networking, web page designing, web application development, IT-enabled services, call centres, marketing of IT services and software, IT education and training - we would appreciate if you send us a brief note about your manpower requirements, a brief profile of your company and the time-frame in which you need the suitable candidate. CMC Limited in collaboration with St. Xaviers College, Mumbai brings you job oriented IT trainings courses at the St. Xaviers college premises starting this Academic year.

CMC Limited, a subsidiary of TCS, is part of the prestigious Tata Group. It is Indias largest single-point- IT service company serving all the IT needs of its customers and a leading systems integrator with a global clientele. It has serviced Indian and international markets for over 3 decades, with core expertise in software services and IT Infrastructure management.

SELECTION:
CET uses ADDIE (Analyze, Design, Develop, Implement and Evaluate) instructional design model to help our clients analyze their training needs, design and develop training materials, implement training, and evaluate its effectiveness. Sometimes, CET works directly with a client's training specialists, who have studied the ADDIE model. However, directors and executives who know their company has a training need, but they don't know much about the instructional design process often contact us.

PERFORMANCE:
Recognising and rewarding individual effort is an institutionalised process at CMC. We would not be where we are without the whole-hearted support of our staff. Our fast-track growth and the challenge of the current change and transformation demand ever-higher levels of performance and a corresponding response from the organisation in terms of support and motivation. We do this through our online web-enabled performance management system, Sonar6. The system enables us to manage a variety of performance-related tasks: planning, motivation, evaluation, and performance enhancement. Sonar6 establishes and maintains an environment that supports our business processes and ensures that an employee's performance is evaluated in consonance with the targets and goals of the company. All our employees are provided with an opportunity to discuss their performance, plan their development and submit selfappraisals. Performance appraisals are carried out annually while performance ratings are discussed with the employee and feedback is given in a constructive manner. The goals for the next period and the factors that facilitate and inhibit their achievements are examined. Sonar6 has put CMC on the fast track in terms of employee satisfaction and performance, and it has enabled the company to improve the quality of the products and services it delivers to customers.

APPRAISAL:
CMC has built, managed and supported IT systems and end-to-end solutions across the value chain. More than three-fourths of our clients reward our reliability, creativity, and unique ability to handle anything from small and medium installations to very large and extremely complex systems by constantly extending and deepening their partnerships with us. We have achieved this by perfecting the deployment and delivery of customised, high-quality, high-value IT services and products.

Our computerised reservations, ticketing and accounting systems for the Indian Railways, our scheduling and time-tabling system for the London Underground, and our online securities trading system for the Bombay Stock Exchange, are outstanding success stories of the 1980s and 1990s. More recent achievements are:Port Penang, Malaysia Port Penang Sdn bhd, Malaysia, has seen dramatic improvements in productivity with the use of CMC's online, real-time container terminal management system, MACH. Comprehensive, integrated, modular and proven, MACH is the undisputed champion of port solutions. Continue Reading... MP's Commercial Taxation System CMC computerised one of the largest commercial taxes departments in India, with 96 offices in 60 locations, and 5,000 employees. Our solution, iComitrax, has made paying taxes easier for traders, plugged leaks and boosted revenue for the state, as well as reduced malpractices. Continue Reading... United Western Bank TC/4, our total banking solution, has computerised all operations across 170 branches, five zonal offices and the head office. Integration of VIGIL and ALM with TC/4 has brought in treasury operations (both forex and domestic) as well as asset-liability management into the system.

CASE STUDY: CMC

Business Case:CMC has developed an Integrated Establishment System (IES) for Reserve Bank of India (RBI) covers central office, departments, SDUs and all its regional offices. This IES system will be an uniform and standard package in bilingual form (English and Hindi) across all the offices of the bank, catering to the Establishment and housekeeping requirements of the bank. The system will provide for all related Accounting entries and interfaces with the Integrated Accounting System (IAS)/BASIS. BRAINS 2000 (Branch Automated Information System) is a comprehensive Customer and Account Management System addressing the information and data processing needs of a branch of a bank; whose operations lie predominantly in the retail banking area. This product is the outcome of CMC's long-standing relationship, in depth understanding and significant insights into the working of the Banking Sector. The product has evolved over time and matured with some of the most overwhelming changes in business rules and functionalities that the Banking Sector has seen in the recent past. The application is designed in 2 Tier Client Server Architecture using Visual Basic and Oracle 9i. Central Bank of India is a major nationalised public sector bank with more than 3000 branches across India. The bank had an outdated IT network in place and had distributed IT infrastructure with multiple vendor applications running. There was minimum integration amongst in-use applications and IT set-up in branches. Central Bank of India was facing serious operational and expansion issues due to its legacy IT infrastructure and multiple independent non-integrated applications. Interlinking multiple applications was a serious challenge and had its own limitations. Duplication of IT asset inventory was also a matter of concern. With new market initiates in the banking industry such as Single Window Banking, Internet Banking, Anywhere to Anywhere Banking, ATM, and Credit Card, CBI had to compete with other banks (nationalized and private sector) to remain in business.

ORACLE
Oracle Financial Services Software Limited has two main streams of business. The products division (formerly called BPD - Banking products Division) and Prime Sourcing. The company's offerings cover retail, corporate and investment banking, funds, cash management, trade, treasury, payments, lending, private wealth management, asset management and business analytics. The company undertook a rebranding exercise in the latter half of 2008. As part of this, the corporate website

was integrated with Oracle's website and various divisions, services and products renamed to reflect the new identity post alignment with Oracle. Recently, Oracle Financial Services launched products for Internal Capital Adequacy Assessment Process, exposure management, enterprise performance management and energy and commodity trading compliance. Hence the CMC works in the domain of Banking and Finance, eCommerce, eGovernance, Insurance and Power and utilities whereas oracle works in Oracle Financial Services Consulting, Support, Oracle Financial Services BPO, Oracle (OFSS) ASP Private Limited, Oracle Financial Services University, Oracle Financial Services AIM, Oracle Partner Network. Most of the services provided by the Oracle is related to financial and doesnt have a wide domain of work. Even its work is not considered to be more close to an individual. We can observe that even though Oracle is more famous when compared to CMC but its domain of working is not as wide as CMC when compared.CMC works in almost all sectors and connects every human in some or the other way whereas Oracle is not so close to human being as its offerings and services offered are not as in wide and cannot be connected to every individual but only to a specific sector of it. CMCs services and offerings are not only close to normal people but also to the government. It has done its various works such as y y y y y VOICE (Versatile Online Information for Citizen Empowerment) LANDS (Urban Land Management Solution) mREINS (Head of Government Information System.) TWIMS (Tribal Welfare Information Management System) HRMS (The Human Resource Management System)

gives the significance of its works and its omniscient present.

CONCLUSION:
It was an exciting and enthralling experience for me to do this project as it not only makes me earn knowledge but takes me more closer to the corporate world and also that how it works facing various challenges every day. This also made me realise how Management and Planning is very important and plays a key role in anything, whether its an institute, an organisation or just a simple work to be performed. Companies which i earlier knew just as a name, now i am well versed knowledge about it. Project work is always equivalent to a practical and by practical our knowledge becomes more consolidated. So has now mine. Few things which i used to just read in books is now clear in my mind such as its working, its dealings and its execution.