netrashetty
Netra Shetty
SAIC (Science Applications International Corporation) NYSE: SAI is a FORTUNE 500 scientific, engineering and technology applications company headquartered in the United States with numerous federal, state, and private sector clients. It works extensively with the United States Department of Defense, the United States Department of Homeland Security, and the United States Intelligence Community, including the National Security Agency, as well as other U.S. Government civil agencies and selected commercial markets.
In fiscal year 2003, SAIC did over $2.6 billion in business with the United States Department of Defense, making it the ninth largest defense contractor in the United States. Other large contracts include their contract for information technology for the 2004 Olympics in Greece[2] and from 2001 to 2005, SAIC was the primary contractor for the FBI's unsuccessful Virtual Case File project.[3] SAIC relocated its corporate headquarters to their existing facilities in Tysons Corner in unincorporated Fairfax County, Virginia, near McLean, in September 2009
Benefits:
Philip Morris USA is known for the extensive benefits it provides to its workers.
Money magazine rates Philip Morris as #1 in benefits for the second consecutive year.
• Annual bonus opportunity
• Company vehicle
• Highly competitive benefits package including: medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan.
The Philip Morris USA work/life initiatives are focused on dependent (child/elder) care support and employee services. While no set of company-wide programs could address the full range of individual situations existing throughout the organization, the following portfolio of work/life related programs is available:
Consultation and referral information is provided for:
* Everyday residence issues (remodeling, repairs, house-sitting, etc.).
* Legal matters.
* Financial issues.
* Education and schooling.
* Parent and child care.
* Resources for seniors and elder-care issues.
* Disability and accessibility.
* Emergency dependent-care reimbursement.
* Adoption assistance.
Additional employee benefits may include:
* Flextime around core hours.
* Paid time off for dependent care.
* Educational refund plan.
* Scholarship program.
* Medical, dental and vision benefits plans.
* Group life insurance.
* Student and parent loan program.
* Fitness center.
* Group discounts on: car, home, long-term care, pet insurance, home security, auto services and purchasing, mortgage and home equity loans, and legal services.
* Health services.
* Lunch n' Learn educational seminars.
* Accommodations for nursing mothers.
* Company store.
* Credit union.
* Employee Assistance Program (EAP)
* Cultural program discounts.
* Multiple services customized to needs at each location (on-site package shipping, film developing, prescription delivery, dry cleaning, take-home meals, ATM machines, hair salon, shoeshine facilities, and more services, depending on location).
Union Management Relations:
The relation between management and union is very conducive. The company is managed under a unique union management partnership agreement, which gives workers a voice in all planning and operating decisions. The President of union participates in all decisions.
PM USA was known for its low employee turnover. However, they had a large number of layoffs in the early 90s. As a result of increased layoffs the number of lawsuits on the company greatly increased. To minimize the cost of expensive litigation, Alternative Dispute Resolution was introduced. As part of corporate policy Philip Morris provides aggrieved employees with up to $3500 in financial assistance to help them prepare their case. This was done to assure the employees that their rights were respected and that they got fair hearings in the process.
Philip Morris has worked to diminish the boundaries between union and management.
Organizational Objectives:
Employee Training and Development:
Training and development opportunities at PM have played a significant role in spreading the word in the general media in order to build its image as an employer that develops and rewards its people. Training and development opportunities have also had a major impact on potential applicants by providing them directly with job specific information on the excellent training, learning and development opportunities being offered by PM.
The absolute commitment to excellence and growth is reflected in the way PM do business, in their dynamic work environments, and in the following principles that guide their approach to employee development. Philip Morris USA:
* Utilize job assignments to drive both business and employee growth;
* Develop their people based on company-wide standards;
* Know their people, their capabilities and aspirations;
* Provide development on a career-long, company-wide basis;
* Provide feedback and rewards to reinforce performance and development; and
* Hold managers accountable for the vitality, diversity and depth of their workforce.
These principles - a component of their business strategy - form the foundation of their people development efforts, which are designed to serve the changing needs of their employees throughout their entire careers. The result is an organization of talented, engaged and committed employees who rank among the world's top business professionals.
A mission and a set of core values guide Philip Morris USA, including a passion to succeed. PM USA believes in developing the leadership potential of their employees, providing them with opportunities for training, development and advancement. Philip Morris believes in providing and supporting training, and expanding employees' work experience on an ongoing basis. PM USA uses a vestibule-training program so that training can be imparted to employees without disrupting normal operations.
For training programs, the organization continually broadens their employees' knowledge and skills through hands-on experience and by promoting many forms of training such as, classroom instructions, lectures, presentations, case study analysis, etc. Employees from various functions are sent to different training sessions throughout the year.
Compensation:
PM USA employees enjoy competitive salaries and a generous package of benefits that has been named #1 by Money magazine in 1999, 2000 and 2001. Attractive salaries are one of the key strengths of Philip Morris USA.
“The areas where we feel we are particularly strong are our career development programs, our competitive salaries and benefits, and the challenging working environment we provide.”
(Senior Vice President HR)
Philip Morris USA offers a competitive base salary commensurate with experience and educational background. Philip Morris USA aims to provide market competitive rewards to their employees through a structure, which addresses the needs for flexibility, personalization, empowerment and commitment. The key components of this philosophy are:
* Total compensation approach
* Pay for performance
* Annual performance and salary reviews
PM USA rewards employees for good performance, skills and competence development and for overall company success. These rewards come in a variety of ways, including regular salary, various kinds of incentives, bonuses, career advancement opportunities and other kinds of benefits mentioned earlier.
The compensation plan includes
· Annual Incentive Awards
· Long Term Performance Awards
· Stock Options
· Stock Appreciation Rights
As we know that people are an important part of a project’s success. The projects are resource
constrained. The management of the human resources on a project has a major impact on the
project’s success or failure. Of course, this article has taken a general view, human resource
processes are strongly influenced by the human resource policies and procedures of the
delivery organization. Much has been written about dealing with people in the operations of an
ongoing enterprise; leading, communicating, delegating, motivating, team building, recruiting,
appraising, etc. Much of that knowledge is directly applicable to leading and managing people in
a project environment and the project manager should be familiar with it.
However, the project manager must also be sensitive to the unique needs of the project
environment and as to how this general knowledge is applied in a different way than in the
operational environment of the ongoing enterprise.
The temporary nature of projects means that personal and organizational relationships
generally will also be temporary and, quite often, new. Staff-related project management
processes must address these transient relationships.
Both the nature and number of people involved in a project change as the project moves
through its life cycle. For example initially there will be limited number of staff in the
project and as we move along we induct more staff into the project. Staff management
processes must recognize and address these changing needs.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
Human resource management activities are often split between project management
and other managers within the performing organization. The scope of responsibility of
the project manager may lie somewhere between:
o
An extended responsibility, including the selection of sourcing organizations,
obtaining staff and performance assessment.
o
A limited responsibility focused on coordination with the permanent roles outside
the project such as the functional manager, the resource deployment manager
and/or the people development manager .
All the parties must understand and carefully adhere to the division of responsibilities that is in
force. All the processes here must be carefully interpreted based on the actual distribution of
responsibilities between the project manager and the other roles. In some companies there
may be a two managers for a team member – one the project manager who takes care of the
day-to-day work of the team member and provides feedback to others, second a people
manager who takes care of the people development aspects of the team member like
promotion, salary hike, career needs/interest. Ideally to my view a team member should have
only one Manager who should take care of everything (Project management and people
management) and should have no more than 14 people directly reporting to him. Again it
depends on many factors – company policies, location, style of functioning and project needs
Development of Human Resource Plan
Process(es)
• Create human resource plan
• Expand human resource plan
• Define project team structure
Introduction
A “human resource category” (for example, consultant, programmer, etc.) is a way of classifying
skills that is useful in matching resource requirements to particular people when developing the
human resource plan for a project. The Human resource plan contains for each human resource
category, information such as:
•
•
•
•
The number of staff required.
Costing information and assumptions.
When the staff are needed and for how long.
Any special skills required over and above those that people in the category would
normally be expected to have, as well as the required level of proficiency and the relative
importance of these skills.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
In fiscal year 2003, SAIC did over $2.6 billion in business with the United States Department of Defense, making it the ninth largest defense contractor in the United States. Other large contracts include their contract for information technology for the 2004 Olympics in Greece[2] and from 2001 to 2005, SAIC was the primary contractor for the FBI's unsuccessful Virtual Case File project.[3] SAIC relocated its corporate headquarters to their existing facilities in Tysons Corner in unincorporated Fairfax County, Virginia, near McLean, in September 2009
Benefits:
Philip Morris USA is known for the extensive benefits it provides to its workers.
Money magazine rates Philip Morris as #1 in benefits for the second consecutive year.
• Annual bonus opportunity
• Company vehicle
• Highly competitive benefits package including: medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan.
The Philip Morris USA work/life initiatives are focused on dependent (child/elder) care support and employee services. While no set of company-wide programs could address the full range of individual situations existing throughout the organization, the following portfolio of work/life related programs is available:
Consultation and referral information is provided for:
* Everyday residence issues (remodeling, repairs, house-sitting, etc.).
* Legal matters.
* Financial issues.
* Education and schooling.
* Parent and child care.
* Resources for seniors and elder-care issues.
* Disability and accessibility.
* Emergency dependent-care reimbursement.
* Adoption assistance.
Additional employee benefits may include:
* Flextime around core hours.
* Paid time off for dependent care.
* Educational refund plan.
* Scholarship program.
* Medical, dental and vision benefits plans.
* Group life insurance.
* Student and parent loan program.
* Fitness center.
* Group discounts on: car, home, long-term care, pet insurance, home security, auto services and purchasing, mortgage and home equity loans, and legal services.
* Health services.
* Lunch n' Learn educational seminars.
* Accommodations for nursing mothers.
* Company store.
* Credit union.
* Employee Assistance Program (EAP)
* Cultural program discounts.
* Multiple services customized to needs at each location (on-site package shipping, film developing, prescription delivery, dry cleaning, take-home meals, ATM machines, hair salon, shoeshine facilities, and more services, depending on location).
Union Management Relations:
The relation between management and union is very conducive. The company is managed under a unique union management partnership agreement, which gives workers a voice in all planning and operating decisions. The President of union participates in all decisions.
PM USA was known for its low employee turnover. However, they had a large number of layoffs in the early 90s. As a result of increased layoffs the number of lawsuits on the company greatly increased. To minimize the cost of expensive litigation, Alternative Dispute Resolution was introduced. As part of corporate policy Philip Morris provides aggrieved employees with up to $3500 in financial assistance to help them prepare their case. This was done to assure the employees that their rights were respected and that they got fair hearings in the process.
Philip Morris has worked to diminish the boundaries between union and management.
Organizational Objectives:
Employee Training and Development:
Training and development opportunities at PM have played a significant role in spreading the word in the general media in order to build its image as an employer that develops and rewards its people. Training and development opportunities have also had a major impact on potential applicants by providing them directly with job specific information on the excellent training, learning and development opportunities being offered by PM.
The absolute commitment to excellence and growth is reflected in the way PM do business, in their dynamic work environments, and in the following principles that guide their approach to employee development. Philip Morris USA:
* Utilize job assignments to drive both business and employee growth;
* Develop their people based on company-wide standards;
* Know their people, their capabilities and aspirations;
* Provide development on a career-long, company-wide basis;
* Provide feedback and rewards to reinforce performance and development; and
* Hold managers accountable for the vitality, diversity and depth of their workforce.
These principles - a component of their business strategy - form the foundation of their people development efforts, which are designed to serve the changing needs of their employees throughout their entire careers. The result is an organization of talented, engaged and committed employees who rank among the world's top business professionals.
A mission and a set of core values guide Philip Morris USA, including a passion to succeed. PM USA believes in developing the leadership potential of their employees, providing them with opportunities for training, development and advancement. Philip Morris believes in providing and supporting training, and expanding employees' work experience on an ongoing basis. PM USA uses a vestibule-training program so that training can be imparted to employees without disrupting normal operations.
For training programs, the organization continually broadens their employees' knowledge and skills through hands-on experience and by promoting many forms of training such as, classroom instructions, lectures, presentations, case study analysis, etc. Employees from various functions are sent to different training sessions throughout the year.
Compensation:
PM USA employees enjoy competitive salaries and a generous package of benefits that has been named #1 by Money magazine in 1999, 2000 and 2001. Attractive salaries are one of the key strengths of Philip Morris USA.
“The areas where we feel we are particularly strong are our career development programs, our competitive salaries and benefits, and the challenging working environment we provide.”
(Senior Vice President HR)
Philip Morris USA offers a competitive base salary commensurate with experience and educational background. Philip Morris USA aims to provide market competitive rewards to their employees through a structure, which addresses the needs for flexibility, personalization, empowerment and commitment. The key components of this philosophy are:
* Total compensation approach
* Pay for performance
* Annual performance and salary reviews
PM USA rewards employees for good performance, skills and competence development and for overall company success. These rewards come in a variety of ways, including regular salary, various kinds of incentives, bonuses, career advancement opportunities and other kinds of benefits mentioned earlier.
The compensation plan includes
· Annual Incentive Awards
· Long Term Performance Awards
· Stock Options
· Stock Appreciation Rights
As we know that people are an important part of a project’s success. The projects are resource
constrained. The management of the human resources on a project has a major impact on the
project’s success or failure. Of course, this article has taken a general view, human resource
processes are strongly influenced by the human resource policies and procedures of the
delivery organization. Much has been written about dealing with people in the operations of an
ongoing enterprise; leading, communicating, delegating, motivating, team building, recruiting,
appraising, etc. Much of that knowledge is directly applicable to leading and managing people in
a project environment and the project manager should be familiar with it.
However, the project manager must also be sensitive to the unique needs of the project
environment and as to how this general knowledge is applied in a different way than in the
operational environment of the ongoing enterprise.
The temporary nature of projects means that personal and organizational relationships
generally will also be temporary and, quite often, new. Staff-related project management
processes must address these transient relationships.
Both the nature and number of people involved in a project change as the project moves
through its life cycle. For example initially there will be limited number of staff in the
project and as we move along we induct more staff into the project. Staff management
processes must recognize and address these changing needs.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
Human resource management activities are often split between project management
and other managers within the performing organization. The scope of responsibility of
the project manager may lie somewhere between:
o
An extended responsibility, including the selection of sourcing organizations,
obtaining staff and performance assessment.
o
A limited responsibility focused on coordination with the permanent roles outside
the project such as the functional manager, the resource deployment manager
and/or the people development manager .
All the parties must understand and carefully adhere to the division of responsibilities that is in
force. All the processes here must be carefully interpreted based on the actual distribution of
responsibilities between the project manager and the other roles. In some companies there
may be a two managers for a team member – one the project manager who takes care of the
day-to-day work of the team member and provides feedback to others, second a people
manager who takes care of the people development aspects of the team member like
promotion, salary hike, career needs/interest. Ideally to my view a team member should have
only one Manager who should take care of everything (Project management and people
management) and should have no more than 14 people directly reporting to him. Again it
depends on many factors – company policies, location, style of functioning and project needs
Development of Human Resource Plan
Process(es)
• Create human resource plan
• Expand human resource plan
• Define project team structure
Introduction
A “human resource category” (for example, consultant, programmer, etc.) is a way of classifying
skills that is useful in matching resource requirements to particular people when developing the
human resource plan for a project. The Human resource plan contains for each human resource
category, information such as:
•
•
•
•
The number of staff required.
Costing information and assumptions.
When the staff are needed and for how long.
Any special skills required over and above those that people in the category would
normally be expected to have, as well as the required level of proficiency and the relative
importance of these skills.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
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