SIP FINAL REPORT

Contents
2.1 IT Infrastructure Management ..........................................................................................................5
2.2 Remote Infrastructure Management..............................................................................................5
2.2.2 Available Infrastructure Management...................................................................................6
2.2.3 Agile Infrastructure Management .........................................................................................6
HISTORY .................................................................................................................................................8
LOCATIONS............................................................................................................................................9
ABOUT FOUNDER...............................................................................................................................10
CORE VALUES OF MICROLAND......................................................................................................11
REMOTE INFRASTRUCTURE MANAGEMENT (RIM)...................................................................12
OVERVIEW ...............................................................................................................................................13
COLLABORATION...................................................................................................................................14
Microland’s Collaboration Services........................................................................................................15
Design and Deployment..........................................................................................................................15
Manage – Managed UC Services............................................................................................................15
MOBILITY.................................................................................................................................................16
Microland’s Mobility Services................................................................................................................16
Design and Implement Mobility Solution...............................................................................................16
Manage Mobility Infrastructure Management ........................................................................................17
End User Help Desk................................................................................................................................17
CLOUD COMPUTING..............................................................................................................................18
Now2cloud Consulting Services.............................................................................................................18
Desktop Virtualization Services..............................................................................................................19
Cloud Migration and Build Services.......................................................................................................19
Hybrid Cloud Management Services ......................................................................................................19
INFRASTRUCTURE MANAGEMENT ...................................................................................................20
Remote IT Infrastructure Management Services ....................................................................................20
Microland’s Remote IT Infrastructure Management Services................................................................20
IT MODERNIZATION ..............................................................................................................................21
Microland’s IT Modernization Services .................................................................................................21
END USER SERVICES .............................................................................................................................22

GLOBAL BUSINESS SCHOOL, HUBLI 2
Practice Focus Areas...............................................................................................................................22
Interleaving Fun with Work....................................................................................................................23
Investing in Our Employees....................................................................................................................23
Rewards and Recognition .......................................................................................................................23
The Microland Trailblazer Award ..........................................................................................................24
The Spot Recognition Award..................................................................................................................24
Problem Statement......................................................................................................................................28
Objectives of Study.....................................................................................................................................28
OBJECTIVES.........................................................................................................................................29
NORMAL EXIT .....................................................................................................................................29
Procedure for Normal Exit:.................................................................................................................29
FORCED EXIT.......................................................................................................................................30
Forced exit can be of the following types:..........................................................................................30
1. Termination:................................................................................................................................30
2. Separation of employee on non-performance:............................................................................30
3. Abandonment of Services:..........................................................................................................30
NOTICE PERIOD: .................................................................................................................................31
LAST WORKING DAY (LWD)............................................................................................................32
NO DUES CERTIFICATE (NDC).........................................................................................................32
LEAVE ENCASHMENT .......................................................................................................................33
FULL AND FINAL SETTLEMENT (F&F) ..........................................................................................33
NOTICE PERIOD BUY OUT................................................................................................................34
SUGGESTIONS .....................................................................................................................................34
RESEARCH APPROACH .....................................................................................................................35
DATA COLLECTION ...........................................................................................................................35
MEASUREMENT TECHNIQUE ..........................................................................................................35
SAMPLING METHOD..........................................................................................................................35

CHAPTER -1
EXECUTIVE SUMMARY
Microland is the leading IT Infrastructure management services and a comprehensive Cloud
lifecycle services provider based out of Bangalore. A pioneer of the remote infrastructure
management concept, it has its operations hub in India with global presence across USA, UK and
Middle East. Incorporated in 1989, Microland has deep and broad expertise in all areas of
technology infrastructure set up, management & optimization. A team of over 2700 highly
skilled and motivated employees, equipped with the right tools and systems, work round-the-
clock out of our world-class facilities to optimize the performance of our clients’ technology
infrastructure with strategic partnerships with technology leaders such as Microsoft, Cisco,
VMware, Amazon Web Services and Citrix.
Microland being such a huge company with offices in USA, UK and Middle East, employee
management becomes a colossal task. Being a services company, maximum client satisfaction
can only be leveraged if the company is backed by an enthusiastic, hardworking and gratified
employee force. In view of this, Microland believes its employees are its greatest asset and hence
has formulated the HR policies and practices around four core values: Integrity, Respect,
Transparency and Teamwork.
I had a lifetime opportunity of working with Microland and understanding their Employee Exit
Management process. Understanding why employees leave is almost as important as
understanding why they stay. Some would say it is even more important. Every company needs a
feedback system to improvise on their best practices and mitigate the areas which are hindering
to employee growth and satisfaction.
Although Microland had HR policies and practices in place directly dealing with employee exit,
it functioned as a localized process rather than a feedback process to the higher management.
Hence, attrition of employees was high compared to the market standards. The practice involved
general checklist based exit interviews with HR and documenting them without going in detail of
why the employee were exiting. The function of HR involved the issuance of relieving and
experience certificates. This led me to investigate and analyze the complete employee exit
process with an intention to improvise and bring in a systematic feedback process to the higher
management.
The following were my inferences found after the analysis and findings:
 Most of the employees were exiting because of ill treatment/mismanagement by their
immediate supervisors.
 Although the remuneration was as per the industry standards, awards and recognition
policy was not elaborate and ineffectively used.

 Exit procedure checklist and questionnaire were not exhaustive.
 Work was not being assigned to employees as per training and in some instances
employee was being cross-trained into other technologies leading to employee
dissatisfaction.
 The reasons provided by the employee was not being communicated with his supervisor.
 In most of the exit cases, exit interviews never happened.
 In some cases, employees were terminated due to bad attitude and /or unprofessional
behavior.
The following are the suggestions given after the study:
 All employees who have resigned should compulsorily have a face to face exit interviews
with the supervisor and the HR manager.
 The exit questionnaire should document the reason of the employee’s exit and the same
should be shared with his Supervisor and up to two levels of higher management.
 Training programs should be held only after the demand is forecasted.
 Appropriate action should be taken if the employee is mistreated or unprofessionally
behaved with.
 Staffing should be done by giving due importance to employee’s behavioral aspects along
with experience and his skills.

CHAPTER 2
INDUSTRY OVERVIEW
2.1 IT Infrastructure Management
IT infrastructure refers to the composite hardware, software, network resources and services
required for the existence, operation and management of an enterprise IT environment. It allows
an organization to deliver IT solutions and services to its employees, partners and/or customers
and is usually internal to an organization and deployed within owned facilities.
Typically, a standard IT infrastructure consists of the following components:
 Hardware: Servers, computers, data centers, switches, hubs and routers, etc.
 Software: Enterprise resource planning (ERP), customer relationship management
(CRM), productivity applications and more.
 Network: Network enablement, Internet connectivity, firewall and security.
 Meatware: Human users, such as network administrators (NA), developers, designers and
generic end users with access to any IT appliance or service are also part of an IT
infrastructure, specifically with the advent of user-centric IT service development.
2.2 Remote Infrastructure Management
It refers to remotely managing information technology (IT) infrastructure such
as workstations (desktops, laptops, notebooks, etc.), servers, network devices, storage devices, IT
security devices, etc. of a company.
Major sub-services included in RIM are:
 Service desk / Help desk
 Proactive monitoring of server and network devices
 Workstation Management
 Server Management
 Storage management
 Application support
 IT security Management

Remote Infrastructure Management Services Remote Infrastructure Management (RIM) has
achieved tremendous popularity amongst the businesses as it offers valuable benefits such as cost
advantage, helping internal IT teams to concentrate on strategic goals and off load the day to day
IT operations management and increased focus on innovation.
Infrastructure management comprises of:
2.2.1 Accurate Infrastructure Management
 Library of known error database resulting in faster resolution
 Standard automation tools for day to day operations
 Organization wide best practices & SOPs implemented
 Best in class quality methodologies
 Productivity benchmarking to improve performance
 Regular training to keep abreast on emerging technologies
2.2.2 Available Infrastructure Management
 Highly accessible fault tolerant design
 Multi location delivery eliminates single point of failure
 Disaster Recovery ready
 Access Solution: Multiple customer network for single desktop
 Pre-built integration with partner & other service lines
 Readiness for integration with customer’s existing tools
2.2.3 Agile Infrastructure Management
 Readily available pool of skilled resources on all domains at all times
 Faster Ramp ups & Ramp downs
 Ready to use Command Centers across the globe
 Ready to use service management platform complaint with ITIL standards
 Plug & play monitoring, management and reporting tools available

CHAPTER – 3
THE COMPANY
“Partner with Microland and experience Automation and Analytics based IT Infrastructure
Service delivery to align your business to tomorrow.” – Pradeep Kar
Microland is an IT infrastructure services provider which offers services within infrastructure
management, end user services, cloud computing, virtualization, collaboration and mobility.
Microland is headquartered in Bangalore, India and has offices in several locations in India,
North America and Europe. Microland was started by Pradeep Kar in August 1989. The
company has over 2300 employees and it has worked with clients from business areas including
manufacturing, chemicals, aviation, banking and finance, mortgage, health care, software,
consumer level products, semi-conductors, retail chains and business process outsourcing.
It is an IT infrastructure services provider which offers services within infrastructure
management, end user services, cloud computing, virtualization, collaboration and mobility.
Microland is headquartered in Bangalore, India and has offices in several locations in India,
North America and Europe. Microland was started by Pradeep Kar in August 1989. The
company has over 2300 employees and it has worked with clients from business areas including
manufacturing, chemicals, aviation, banking and finance, mortgage, health care, software,
consumer level products, semi-conductors, retail chains and business process outsourcing.

A pioneer of the remote infrastructure management concept, Microland has its operations hub in
India with global presence across USA, UK and Middle East. Incorporated in 1989, Microland
has deep and broad expertise in all areas of technology infrastructure set up, management &
optimization. Microland has built extraordinary partnerships with global customers, nurturing
them with rare commitment for years. Commitment to place the customer ahead of everything
else. Commitment to highest standards of governance and business ethics. Commitment to
provide solutions and services of the highest quality. Commitment to consistently deliver
superior value through innovation and smart thinking resulting in reduced TCO, greater IT-
Business alignment and higher performance to our clients. A team of over 2700 highly skilled
and motivated employees, equipped with the right tools and systems, work round-the-clock out
of our world-class facilities to optimize the performance of our clients’ technology infrastructure.
Microland’s management team, with deep domain knowledge and industry leading expertise,
ensures personalized client management. Our partnerships with leading global players help us
stay ahead of the curve. We also have strategic partnerships with technology leaders such as
Microsoft, Cisco, VMware, Amazon Web Services and Citrix.
HISTORY
Microland was started in Bangalore, India in August 1989 with a key focus on hardware and
networking till date. In 2005 Microland signed a strategic alliance with Serco Solutions, UK, for
providing remote IT Infrastructure Management Services (IMS). Microland inaugurated a
dedicated operations center for providing remote IT infrastructure management services (IMS) to
Remote Solutions.
The same year Microland also announced a closure of USD 7.5 million in funding led by
existing investors for fuelling growth capital and investment in new infrastructure. This was
followed by a second round of funding of 11 million USD in 2006.
In 2007 Microland set up its multi network operations center by setting up six network
operations center, six tech labs, four data centers and a penetration testing lab.[5]
In 2008,
Microland expanded its service lines through the inclusion of Managed Security Assessment and
ITSM consulting to its portfolio.
In 2011, a significant milestone for Microland was the signing of a strategic multi-year contract
valued at $55 million with Serco Limited, UK. As part of this contract, Microland would
continue to provide specialist support for a range of devices through an expanded team located in
Birmingham, UK, and Bangalore, India.
In 2012, Microland added Virtualization & Cloud Infrastructure Life Cycle Services (Design,
Deploy & Management of Public, Private & Hybrid Clouds including Cloud Integration &

Automation) to its portfolio and as part of this built partnerships with leading Cloud technology
providers.
LOCATIONS
Microland is headquartered at 1B RMZ Eco space Park, Bellandur, Bangalore. It also has
facilities at Cyber Park, Electronic City, Bangalore (Dedicated OMC).
It has offices at
India:
 Venkatadiri IT Park, Electronic City.
 Phoenix House, Senapati Bapat Marg, Lower Parel, Mumbai
 Audi Nivas, Chinnaiah Street, T.Nagar, Chennai
 No 6 & 7, Palm court, Sector 14, 20/4 Sukrali Chowk, Gurgaon
USA:
 1735, Technology Drive, Ste #830, San Jose, CA (US)
 5, Independence Way, Suite 300, Princeton, NJ (US)
Canada:
 5800, Ambler Drive, Suite #210, Mississauga, Ontario (Canada)
United Kingdom:
 1 Bell Street, Maidenhead, Berkshire (UK)

ABOUT FOUNDER
Pradeep Kar
Founder, Chairman & Managing Director
A visionary and industry pioneer, Pradeep leveraged the power of networking & e-business
technologies long before they were recognized as critical business enablers when he founded
Microland in 1989. In the late ’90s, he redefined the infrastructure outsourcing industry by
leveraging the remote service delivery model and established Microland as an infrastructure
management specialist. Microland has since been recognized as a key player in the Remote
Infrastructure Management services space by top outsourcing industry analysts.
A serial entrepreneur, Pradeep founded and sold 3 technology companies notable amongst them
was Indya.com, which he sold to Rupert Murdoch’s News Corporation; Planetasia.com, India’s
first Internet Professional Services Company and Net Brahma Technologies.
He sits on the board of UBM plc. A global live media and B2B communications, marketing
service and data provider listed on the London Stock Exchange; on the Advisory Board of
Leaders’ Quest, an international social enterprise based in London and on the South Asia Board
of Trinity College, Dublin. Pradeep is the Past President of The Indus Entrepreneurs (TiE),
Bangalore Chapter and is the Founding Member of the Bangalore Chapter of the Young
Presidents Organization. Pradeep also chairs the Infrastructure Management Services Forum of
NASSCOM, the apex body of the Indian Software & Services industry.
Pradeep has been recognized with numerous accolades; notable among these is the Indian
Express ‘India Young Business Achiever Award’ as well as being selected by the World
Economic Forum as a ‘Global Leader for Tomorrow’. He has been featured in ‘Newsweek
International’s ‘Stars of Asia’ and in ‘Business India’ as ‘Stars of India’.
He holds a postgraduate degree in Management and a Bachelor of Engineering degree. He was
awarded the Distinguished Alumnus award by the National Institute of Technology, Nagpur in
2010.

CORE VALUES OF MICROLAND
People are the pillars of Microland and an important reason for our success. At Microland, we
have taken a series of measures to make people our greatest asset. Microland believes in crafting
careers rather than just being an employment provider. We have an employee friendly HR
policy, which gives due attention to the growth of the employee in the organization. We
encourage employees to take charge of their career, and lay great emphasis on pursuing long-
term goals to retain good talent in the organization. We offer our employees many opportunities
to enhance their learning while contributing to the organization.
Integrity
Our value system, founded on the principles of mutual respect, openness and meritocracy, is
reflected in the way we deal with all our stakeholders.
Respect
Microland is an Equal Employment Opportunity employer with an inclusive and positive work
place. We value each individual for the unique skills, experience and perspective that he/she
brings to the organization.
Transparency
Microland has an open-door, open houses are conducted often to provide the opportunity to
‘speak up’. Employee satisfaction surveys are conducted to identify any gaps and corrective
action taken.
Teamwork
As the leading specialist infrastructure services player in India, and a pioneer of remote
infrastructure management, we offer IM professionals exciting opportunities. You will be a part
of a highly skilled team of over 2300 professionals who are constantly augmenting their
technology capabilities.

CORE BUSINESS OF MICROLAND
REMOTE INFRASTRUCTURE MANAGEMENT (RIM)
It refers to remotely managing information technology (IT) infrastructure such
as workstations (desktops, laptops, notebooks, etc.), servers, network devices, storage devices, IT
security devices, etc. of a company.
Major sub-services included in RIM are:
 Service desk / Help desk
 Proactive monitoring of server and network devices
 Workstation Management
 Storage management
 Application support
 IT security Management
Remote Infrastructure Management Services Remote Infrastructure Management (RIM) has
achieved tremendous popularity amongst the businesses as it offers valuable benefits such as cost
advantage, helping internal IT teams to concentrate on strategic goals and off load the day to day
IT operations management and increased focus on innovation.

CHAPTER -4
MICROLAND IT INFRASTRUCTURE
SERVICES
OVERVIEW
Microland’s services are designed to deliver value to enterprise IT operations today and over the
years to come, and are offered in modular fashion so that you can pick the ones that truly address
your needs. You have a need to make sure that IT is aligned to the future needs of your business.
Services are game changing solutions that are directly aligned to the strategic needs of your
business for years to come. Microland’s vast experience and deep expertise are at your disposal
to assess, strategize and execute solutions that will maximize business impact.
Microland’s smart transform portfolio of services includes:
 Collaboration Services
 Mobility Services
 Virtualization Services
 Cloud Computing Services.
Microland’s consultants bring thought leadership, hands on experience and a consultative
solutions framework to engineer the best solution for your real needs. Microland’s partnership
with key technology principals such as Microsoft, Cisco and VMware ensures access to in depth
knowledge and expertise, so you never need to look beyond Microland for any of your strategic
needs. While you are redefining the future of your enterprise, Microland understands you also
have an urgent need to restructure your current IT operations for effectiveness and efficiency.
SMARTNOW services leverage Microland’s remote operations capabilities to deliver high
quality services that make your IT operations world-class, while delivering immediate cost
savings, improved security and compliance.
Microland’s smartnow portfolio of services includes - Infrastructure Management Services - IT
Modernization Services - End User Services We have the right technological capabilities
supplemented by partnership with leading providers to ensure you stay ahead in the game.

COLLABORATION
In today’s business world, the workforce is geographically dispersed and uses mobile devices
such as laptops, smart phones, etc. on-the-go to communicate with clients, suppliers and people
within the organization. Travel and budgets have been reduced and information overload is
considered normal in any environment. Effective business collaboration that lets businesses,
people and devices connect seamlessly across time and distance barriers has become an absolute
must.
Microland’s Collaboration Solution enables enterprises to improve the way employees, partners,
customers and other stakeholders, both internal and external, will interact and perform.
Microland provides an integrated environment to collaborate across messaging applications,
voice and video conferencing applications that will integrate multiple communication channels
(IP Telephony, Instant Messaging, Presence, Voice, Video, Web Conferencing, Voice mail,
Telepresence and Mobile) and ensures seamless integration with business processes and
applications.
Microland adopts a unique lifecycle based approach for Unified Communications (UC) wherein
Microland engages in a strategic consulting engagement and draws up an enterprise Unified
Communications roadmap, designs, and implements and manages the Unified Communications
solution. The roadmap begins with the simple migration of phones from traditional TDM based
networks to IP Telephony and goes right up to a Unified Messaging environment with
Telepresence.
Microland’s Partnership with Microsoft
As Microsoft’s Gold Certified Partner and Best IT Infrastructure Services Partner for eight years
in a row, Microland has always been a preferred partner for delivering Microsoft solutions to
clients. The Collaboration solutions covered under this partnership include:
 Microland’s Microsoft SharePoint Services
 Microland’s Microsoft Lync Services
 Microsoft Office 365

Microland’s Collaboration Services
Our assessment service allows you to better understand the Unified Communications technology
landscape and helps evaluate the organization’s collaboration maturity and recommend a road
map for UC technology. Our assessment service maps broad business goals to investment in
technology such as IP Telephony, Instant Messaging, etc. and makes recommendations that
would enhance productivity and address current and future business challenges. Microland can
also recommend appropriate conferencing solutions to meet the cost and business needs of any
organization.
Design and Deployment
Microland offers the expertise to help design and deploy Unified Communications technology
based on a unique framework to ensure seamless integration with existing technologies.
Microland will test, and deploy UC solutions effectively and efficiently to maximize ROI on UC.
Our phased approach and end user training workshops ensure easy adoption of the new
collaborative technology being deployed.
Manage – Managed UC Services
Microland’s managed services for UC are designed to improve end-user productivity and
utilization of the IT infrastructure. Our services help standardize processes and ensure maximum
availability through 24×7 management of the entire UC environment. Microland provides L1, L2
and L3 Unified Communications support for enterprise customers who want to outsource part of
their work like Change Management and Incident Management for cost efficiency and improved
SLA.

MOBILITY
In today’s increasingly competitive business world, enterprises are addressing the pressing need
to retain the global talent by offering flexibility through remote working. The global workforce
needs to transact on business processes at customer and partner locations, or during travel.
Information on the move enables workforce to take informed decisions, reduce business cycle
times and be more responsive in order to ensure rapid business growth. Consumerization and
populism are driving heterogeneity into mobile device environment within an enterprise.
Enabling and managing mobility for the workforce of tomorrow poses significant
challenges to enterprise’s IT operations:
 Securing flow of information
 Simplifying enterprise mobile device management and mobility infrastructure
 Enabling mobile transactions across multiple business processes
Microland’s Mobility Services help enterprises adopt and manage mobility for the growing
business needs of tomorrow. Microland helps enterprises devise and implement mobility
strategy, enables end to end enterprise mobile device management on a 24×7 basis, and supports
the mobile workforce.
Microland’s Mobility Services
A rapid design of mobility strategy based on business needs and evaluation of your mobility
environment. Key deliverables include mobility scorecards, roadmap for mobility and quantified
business benefits from mobility solution.
Design and Implement Mobility Solution
Identify high impact processes and applications which need to be mobilized and implement the
mobility platform to support current and future mobility needs.

Manage Mobility Infrastructure Management
Complete enterprise mobile device management including- provisioning, monitoring and
decommissioning of heterogeneous mobile devices and 24×7 management of mobility
infrastructure.
End User Help Desk
Technical support and help desk services to mobile workforce on mobile devices, security and
connectivity to guarantee a high performance environment.

CLOUD COMPUTING
Cloud computing is redefining the IT world in every possible way. The enterprises are moving
towards delivering “IT as a service” concept and cloud is the new delivery paradigm. It might be
a private cloud accessible only within the enterprise, the public cloud provided by an external
vendor or a hybrid enterprise cloud that is a mix of both. It is making enterprises relook their
infrastructure planning, refresh cycles, investments and IT Infrastructure Management delivery
mechanism in a completely different and business driven way.
IT managers are embracing the cloud in a big way. However, to extract the full benefits of the
cloud, IT managers need expert guidance to navigate through the intricate and complex steps on
their journey from the traditional IT to an On-demand world. And who else can be a better expert
than Microland, a comprehensive Cloud Infrastructure Lifecycle Services Provider.
Microland’s suite of cloud services helps enterprises handle their journey to cloud in a seamless
manner. We enable enterprises to transform their delivery and consumption of IT services to an
On-demand model leveraging hybrid cloud environments through our Consulting, Solution
Integration and Infrastructure Management Services offering. We work with global enterprises
helping them with their cloud roadmap across different stages.
Microland’s Cloud Computing Services portfolio includes
 Now2cloud
 Desktop Virtualization
 Cloud Migration and Build
 Hybrid Cloud Management
Now2cloud Consulting Services
IT managers looking to transform their enterprise IT through cloud-based solutions often find the
process riddled with challenges. Microland’s Now2cloud Consulting helps clients create a
detailed roadmap for their cloud journey.

Desktop Virtualization Services
With all the hype around Desktop Virtualization, Virtual Desktop Infrastructure (VDI) and
Application Virtualization, organizations are unsure of the best path forward. Microland’s
Desktop Virtualization Services assist enterprises by addressing all the challenges at various
stage
Cloud Migration and Build Services
Creating the perfect cloud roadmap is just the beginning of the long cloud migration journey.
Microland’s Cloud Migration and Build Services handhold enterprises through the cloud
migration and build roadmap covering both private cloud and public cloud.
Hybrid Cloud Management Services
The emerging IT environment is a combination of traditional IT, public cloud and private cloud
services. Microland’s Hybrid Cloud Management Services tackle the key challenges an
enterprise faces in this hybrid environment, such as scalability across clouds, extending
enterprise security to the realm of cloud and managing disparate cloud and traditional IT
systems.

INFRASTRUCTURE MANAGEMENT
Remote IT Infrastructure Management Services
Enterprises look toward remote IT infrastructure management services to provide a competitive
advantage. A robust IT infrastructure enables efficient delivery of services and improves overall
business performance.
Microland’s Remote IT Infrastructure Management Services can help design, build, run and
manage your IT infrastructure services in a flexible manner that allows for better integration with
the existing processes and resources. Microland can help achieve the highest levels of business
transformation by enabling companies to get the most from their IT infrastructure services.
Microland addresses virtually every aspect of the IT discipline with one of the industry’s
broadest suite of service offerings. Whatever your IT infrastructure challenges are, Microland’s
Remote IT Infrastructure Management Services can help keep your infrastructure up and
running.
Microland’s Remote IT Infrastructure Management Services
 Database Management
 Managed Backup Services
 Storage Management
 Archival Management
 Network Management
 Managed Communications
 Security Device Management
 Managed Messaging
 Enterprise Service Desk
 Desktop Management
Microland approaches remote infrastructure management as a lifecycle service that encompasses
four phases viz. Design, Deploy, Manage and Review. Microland’s delivery model (Model for
Operational Excellence & Continual Improvement) is designed to address the needs of clients
across various geographies and time-zones encompassing Remote/Onsite Management, Best
Shore Hybrid Models, Shared Services or Dedicated Center

IT MODERNIZATION
The typical IT organization at enterprises today spans multiple locations and usually has a
variety of platforms, with each business unit sometimes making its own IT decisions. With the
increasing pressure on the CIO to make the most of every dollar in the IT budget, infrastructure
optimization can help CIOs achieve that
Microland delivers IT Infrastructure Modernization Services by leveraging on its significant
experience as well as best practices frameworks prevalent in the industry today.
Typically IT Modernization Services are spread across four phases:
 Assess the existing infrastructure and environment
 Identify gaps
 Define remedial measures
 Define implementation roadmap
Microland’s IT Modernization Services
 Network Optimization
 Messaging Migration
 Windows 7 Migration

END USER SERVICES
IT consumerization, workforce diversity and device heterogeneity across organizations are
changing the paradigms of workplace productivity and end user satisfaction. End User Services
is longer equated with providing technical support services.
Microland’s End User Service practice builds services that help organizations standardize
processes and the end user environment by facilitating centralized Enterprise Service Desk, IT
Asset Management, Windows 7 Migration lifecycle services, Application Packaging and
Remediation services, Deployment & Migration, Desktop Virtualization and Imaging services.
The End User Services practice at Microland has over 10 years of experience in delivering
improved end user productivity at optimized costs for a range of clients in multiple locations
across the world.
Practice Focus Areas
 Service Desk
 Desktop Management
 Desktop Virtualization
 Mobility Management

CHAPTER-5
LIFE AT MICROLAND
Interleaving Fun with Work
Our world-class facility is not only equipped with the latest tools and technologies, but also has a
food court and an entertainment center for our employees to unwind and relax. Birthdays and
anniversaries are also celebrated with great enthusiasm. Offsite get together are also organized at
regular intervals. “FITO: Fun in the Organization Team” is another initiative where we organize
events and games for employees who want pursue their individual interests.
At Microland, work is a celebration…
We are a recipient of the MAIT award for “Organization with most Innovative HR Practices”.
Microland also won the Pink Slip award by Times Ascent for “Creative Excellence in
Recruitment Advertising”, 2007.
Investing in Our Employees
Microland invests substantially in its people to equip them with the latest skills and
competencies. Quarterly appraisals are one of the important HR initiatives undertaken by
Microland towards this objective. The appraisal focuses on identifying the training and
development needs of employees and charting out a plan to address the gaps.
Microland also encourages its employees to obtain industry certifications such as Six sigma,
ITIL, MCSE, CCNA, and Project Management Professional. We fully fund such programs.
Other training programs on soft skills and client service also form part of the human resource
development initiative. At Microland, one never stops learning.
Rewards and Recognition
Compensation package is attractive – based on qualifications and experience, and comes with
performance based incentives. An annual compensation review makes sure that employees are
compensated according to their performance.

Microland has a fast tracker program which focuses on grooming the top 20% performers into
effective leaders. Microland has instituted numerous awards for its employees on different
parameters. Some of them are: The Microland Trailblazer Award and the Spot Recognition
Award.
The Microland Trailblazer Award
The Microland Trailblazer Award is the highest form of employee recognition at Microland. It
recognizes leadership, Innovation, application, excellence in business practice and exceptional
demonstration of Microland’s core values. The performance and actions of Trailblazers leads the
company to achieve distinction in areas of customer delight, social responsibility, stakeholder
value, company goals and process innovation and employee satisfaction.
We have Trailblazers in three categories:
 ML Values Role Model Award
 Best Practice Award
 Customer First Award
The Spot Recognition Award
The Award ensures that employees are motivated to give their best on a day-to-day basis and the
humble act of recognizing them instantly notifies others of their performance.
In addition to the awards, we also have provision for rewarding true-hearted employees. On our
Annual day (26-August), employees who complete 10 years, 15 years and 20 years of service in
Microland are rewarded by the CMD himself.

CHAPTER – 6
ORGANIZATIONAL CHART
All the employees both technical and non-technical are leveled in five different levels, P1 is the
lowest and P5 is the highest these are called pyramid level.
Figure 1: Organization Tiers
The global delivery organization structure comprises of the Delivery, Design and Business
excellence teams assisting the management of different projects under the Run – Global unit.
The Run – Global unit oversees the operation of different Run verticals which are divided based
on geography/dedicated/hybrid infrastructure.

Figure 2: Global Delivery Organization Structure

CHAPTER-7
PROBLEM DEFINITION
Problem Statement
Employee Exit process has to be defined in such a way that it should talk about the end to end
process and transactions of the resigned employee. This should also include the voluntary and
involuntary exit.
Objectives of Study
The following are the objectives of this study:
 Understand the exit process.
 To help employee for a smoother exit.
 To get better knowledge of the workflow of exit process.
 To interact with different stakeholders who sign-off is needed during the exit process.
 To simplify the process of calculation of Full and Final settlement.
 Document and action on the feedback received from the resigned employee.
 To analyze the active head count and attrition report of the company.
 To forecast the manpower head count for the replacement positions. Which would in turn
help the talent acquisition team for fulfilling the vacant positions.

CHAPTER – 8
MICROLAND EMPLOYEE EXIT
PROCEDURE
OBJECTIVES
To provide a detailed account of the Exit process in the company. An employee can exit the
company in 6 different ways:
NORMAL EXIT
Normal exit happens when an employee voluntary leaves an organization.
Procedure for Normal Exit:
1. Employee should communicate to reporting manager over email stating, he is going to
resign from his current job mentioning the reason.
2. Manager will have discussion with Employee within 2 days from the date of mail sent by
employee.
3. Manager will intimidate BU HR about the employee resignation.
4. BU HR will have discussion with employee one more to know the reason of his
resignation. Most common reasons of attrition are salary, designation, performance,
Manager Issue, peer issue etc.
5. BU HR will initiate his resignation on the tool and send a formal mail to his reporting
manager and to the employee on his last working day (LWD).
6. Once the resignation details are entered in the tool, the Exit team will take over the job of
notifying the employee on any documents to be returned/assets to be returned /any
amount to be paid by the employee in terms of training cost.
7. On employee’s last working day, Exit team will collect his ID badge, assets given to him,
and issue resignation acceptance letter.
8. No dues certificate to be collected by the employee on his last working day from each
department.
9. Full & final settlement, relieving letter & experience will be given after 45 days of
employees’ LWD.
10. The feedback of the exit discussion undertaken by the employee will be documented.
11. Manager will have right to mention whether employee can be re-hired or not.

FORCED EXIT
This type of exit happens when an employee falls under disciplinary action by the employer.
Sometimes Employer will have the right to exit employee with immediate effect without giving
any notice period and may not issue relieving letter.
Forced exit can be of the following types:
1. Termination:
a. Termination can happen on misconduct, fraud, dishonest, misuse or causing
damage to the company or client property which are breach to confidentiality. BU
HR can concur with Business function head and can initiate termination.
b. Termination can happen if background report suggest the employee has faked his
personal information in terms of education, employment, current address, and
permanent address. Or reference check from Managers whether employee worked
or not with their company.
c. No Experience or Relieving letter will be given to the employee if he/she has been
forcefully terminated from the services, even if the employee settles his/her dues
with the company. Instead, the employee would receive a “Settlement Letter”
stating there are No Dues against the employee.
2. Separation of employee on non-performance:
a. Separation of employee on non-performance can happen if
i. Training is provided and an employee fails to clear training.
ii. Confirmation Rejection (i.e., if Performance is not good)
iii. No improvement shown in Performance Improvement Plan.
iv. Client Feedback
b. Business HR in consensus with the Business/Function Head can initiate
Separation subject to dependencies
c. Experience or Reliving letter will be given to employee provided she/he settles
her/his dues with the company.
3. Abandonment of Services:
a. It arises when an employee does not report to work for 3 consecutive work days
without prior authorization and there is no intimation from the employee on
his/her absence from work.

b. In case of an employee abandoning services, a call notice would be sent to the
employees last contact address and 5 work days would be given to him/her to
respond
c. If there is no response, the company will construe that the employee has
discontinued from the services of the company and BU HR will initiate action to
complete the “NO Due Certificate” on behalf of the employees.
d. A detailed letter on “Closure Of Employment ” will be sent to the employee’s
last contact Address with details of last working date , dues payable , returnable
assets etc. and clearing notifying the employee of probable legal action, in case of
no response .
e. No Experience or Reliving letter will be given to an employee if he/she is
abandoned services, even if the employee settles his/her dues with company.
Instead the employee would receive a “SETTLEMENT LETTER” stating ‘NO
DUES COMPLETION’ only.
NOTICE PERIOD:
An employee will leave organization after serving his notice period. Notice period vary from one
band to other band.
a. During notice period any employee cannot avail leaves. Leaves can be en-cashed by the
employer paying out money to the employee. Notice period can be bought-out in a
critical situation faced by the employee, where he will try and convince his manager and
accordingly he will payout the notice period amount to the employer.
b. In notice period if any leaves are waived off those leaves cannot be taken into
consideration.
Notice period duration for Pyramid level - P1
Pyramid level During probation (in days ) Post confirmation (in days)
P1 30 60
An employee at pyramid level – P1 resigning during the probation period i.e. prior to his/her
confirmation has to serve a minimum notice period of 30 days.
Notice period duration for Pyramid level – P2 to P5
Pyramid Level Notice Period Duration (in Days )
P5 120
P4 90
P3 90
P2 60

c. An employee cannot avail any leave during the notice period. The notice period would
increase in case of any leave availed by the number of days of leave availed.
d. Any waiver/adjustment in the notice period will be at the discretion of the Business/
Function Head & Business HR subject to employee’s performance/availability of
replacement /business impact of the position.
e. Notice period can only be adjusted against the ‘unserved ’ portion of the notice period
.In case the notice period is partially waived off using leave balance the employee
cannot claim leave encashment for the period waived off . In case the notice period is
fully waived off, the employee cannot claim any leave encashment.
LAST WORKING DAY (LWD)
Last working day will be calculated by the employer from date of resignation date raised by the
employee.
LWD = Resignation date + Notice Period Duration
a. If the LWD is after 10th
of the following month, then the preceding months’ salary would
be paid out as per the regular payroll. If the LWD is on or before 10th
of the following
month, then the preceding months’ salary will be put on hold and will be paid out at the
discretion of the business HR, subject to the clearance of all his/her dues with the
company.
b. The reporting manager can communicate the LWD to the employee, only post discussion
with the BU HR.
c. Resignation formalities will not be considered complete unless there is a sign- off given
by the Business/Function Head/Reporting Manager, BU HR, resigning employee and the
replacing employee receiving the hand – over.
NO DUES CERTIFICATE (NDC)
NDC is initiated by the business HR for the resigned employee on or before the LWD.
a. No dues certificate to be submitted to the various departments as part of the exit
formality.
b. A sign off from the below mentioned stake holders is mandatory for the positive
clearance of NDC, post which the Experience/Relieving letter would be issued to the
employee.
i. Business HR
ii. Info Centre
iii. CIS
iv. Finance

v. Reporting Manager
vi. Admin
vii. Payroll
c. Laptop, accessories, confidential documents to be given back to the particular department
and obtain no objection certificate.
d. ID card to be returned to Manager.
e. Any money in terms of training cost be occurred, employee has to pay back that amount
to the finance team.
f. Company can hold back employee salary without any notice given to the employee.
LEAVE ENCASHMENT
Leaves can be en-cashed by the employee if he is eligible for leaves during the financial year.
Leaves will be carried forward by the employee for the last year to current year those can also be
en-cashed.
Maximum leave entitled for encashment cannot exceed 28 days.
Leave encashment is computed of the two alternatives as below:
a. 100% of the latest leave balance as on the LWD as encashment.
b. If the LWD of the employee is on or before 20th
July of the same calendar year then the
employee is entitled for encashment, the opening leave balance of the current calendar
year along with 3.5 days of additional leave. If LWD is on or after 21st
July of the same
calendar year, then the employee is entitled for encashment, the opening leave balance of
the current calendar year along with 7 days of additional leave.
FULL AND FINAL SETTLEMENT (F&F)
Full and final settlement copy will be provided to an employee post clearance from all the
departments.
Bills which are pending for reimbursement can be taken approval from various business heads
and can be sent it across to the managers. For the approvals, most of the cases it will get
approved by the manager before an employee gets existed from the organization.
Provident fund will be withdrawn by an employee after getting exit from the organization until
then that cannot be withdrawn.

NOTICE PERIOD BUY OUT
Notice period will be paid out by the employee on his own interest post having detailed
discussion with his BU HR Manager, if they agree for buyout they will inform the employee
about amount to be paid out by him and they will send out an email confirmation to the
employee regarding the same.
SUGGESTIONS
a. Manager should have good repo with his peers on daily basis. He should understand
employee and see there won’t be any lacking in terms of his technical skills
b. Taking team outside on weekends, doing celebration on birthday, festivals in office
c. Weekly once get together with family members
d. Daily team lunch, team building activity will reduce employee drop outs
e. Giving equal opportunity and band promotions based on the promotions
f. Giving variable pay accurate on their performance. Will reduce drop outs
g. Identifying the skills and proving internal training to enhance skills

CHAPTER – 9
RESEARCH METHODOLOGY
RESEARCH APPROACH
The approach to the research is explanatory as well as descriptive.
DATA COLLECTION
Both primary and secondary data are required to be collected for the purpose of the research. The
primary data collection will be done through the structured interview and questionnaire. The
secondary data will be collected from the organizations records and website.
MEASUREMENT TECHNIQUE
The measurement technique used to collect data is through questionnaire.
SAMPLING METHOD
The sampling method will be done through systematic sampling with sample size of 140.

CHAPTER – 10
DATAANALYSIS AND INTERPRETATION
The following questions were put forward to various employees of the organization. The data
was collected and analyzed to arrive at the corresponding conclusions.
1) At approximately what point in time did you begin making your decision to resign?
Options No. of
Response
Percentage
6-9 months 60 42.90%
3-4 months 40 28.60%
1-2 months 20 14.30%
Other 20 14.30%
0
10
20
30
40
50
60
70
6-9 months 3-4 months 1-2 months Other

Interpretation: From the above graph, I concluded that 42.90% of employees decide to leave
the job, 6-9 months in advance, with the rational that it would give them enough time to plan out
for their exit.
2) Please indicate reason(s) below, which contributed to your decision to resign from your
current position?
Options
No. of
Response Percentage
Salary 140 100.00%
Family Responsibility 40 28.57%
Job Advancement 100 71.43%
Dissatisfied
Advancement 100 71.43%
Personal Benefits 0 0.00%
Return To school 40 28.57%
Relocation 0 0.00%
Health
Concern/Retirement 0 0.00%

Interpretation: From the above graph, we come to know that majority of the employees exit the
company because of Salary, Job advancement or dissatisfaction.
3) Is there any offer from any other company?
Options
No. of
Response Percentage
Yes 80 57.14%
No 60 42.86%
0
20
40
60
80
100
120
140
160

Interpretation: From the graph above we can infer that most of the employees resign with a job
offer in hand.
4) If yes, why? Select the relevant reasons from below.
Options
No. of
Response Percentage
Better Compensation 80 57.14%
Designation Level is higher than current
role 90 64.29%
Better roles and responsibility 80 57.14%
0
10
20
30
40
50
60
70
80
90
Yes No

Better work environment 20 14.29%
Interpretation: From the graph above, we can infer that most of the employees are attracted by
higher designation and salary in their job search.
5) Aspirations not being met at Microland?
Options
No. of
Response Percentage
Slow career growth 100 71.43%
No Technology up-
gradation 40 28.57%
0
10
20
30
40
50
60
70
80
90
100
Better
Compensation
Designation Level
is Higher than
current role
Better roles and
responsibility
Better work
environment
Chart Title

No salary/band change 100 71.43%
No work satisfaction 80 57.14%
Interpretation: From the graph above, we can infer that most employees leave the organization
because of slow career growth and lesser salary than the market standards.
6) How effectively were your skills put to use at this company?
Options
No. of
Response Percentage
Extremely effective 0 0.00%
0
20
40
60
80
100
120
Slow career
growth
No Technology
up-gradation
No salary/band
change
No work
satisfaction

Very Effective 20 14.29%
Moderately Effective 120 85.71%
Not at all Effective 0 0.00%
Interpretation: From the graph above, we can infer that most employees feel their skills are
moderately effectively put to use.
7) How easy was it to get the resources you needed to do your job well at this company?
Options
No. of
Response Percentage
Extremely Easy 0 0.00%
Very Easy 20 14.29%
0
20
40
60
80
100
120
140
Extremely
effective
Very Effective Moderately
Effective
Not at all
Effective

Moderate Easy 100 71.43%
Not at all Easy 20 14.29%
Interpretation: From the graph above, we can infer that employees didn’t have much issues
with respect to resources being provided by the company.
8) How much room for professional growth did you have at this company?
0
20
40
60
80
100
120
Extremely Easy Very Easy Moderate Easy Not at all Easy

Options
No. of
Response Percentage
A Great Deal 20 14.29%
A lot 0 0.00%
A moderate Amount 100 71.43%
Not at all 20 14.29%
Interpretation: From the graph above, employees had only a moderate amount of room to grow
professionally.
9) How well were you paid for the work you did at this company?
Options No. of Percentage
0
20
40
60
80
100
120
A Great Deal A lot A moderate
Amount
Not at all

Response
Extremely well 20 14.29%
Very well 0 0.00%
Moderate well 120 85.71%
Not at all well 0 0.00%
Interpretation: From the graph above, we can infer that most of the employees were moderately
paid for their work.
10) How fairly were you treated by your supervisor at this company?
0
20
40
60
80
100
120
140
Extremely
well
Very well Moderate
well
Not at all
well

Options
No. of
Response Percentage
Extremely Fairly 20 14.29%
Very Fairly 20 14.29%
Moderate Fairly 100 71.43%
Not at all Fairly 0 0.00%
Interpretation: From the graph above we can infer that employees felt they were treated
moderately fairly by their supervisors.
11) How consistently did your supervisor reward you for good work?
0
20
40
60
80
100
120
Extremely
Fairly
Very Fairly Moderate
Fairly
Not at all Fairly

Options
No. of
Response Percentage
Extremely Consistently 0 0.00%
Very Consistently 0 0.00%
Moderate Consistently 80 57.14%
Not at all Consistently 60 42.86%
Interpretation: From the graph above, we can infer that supervisors reward their employees
moderately or not at all for their good work.
12) How realistic were the expectations of your supervisor?
0
10
20
30
40
50
60
70
80
90
Extremly
Consistently
Very Consistently Moderate
Consistently
Not at all
Consistently

Options
No. of
Response Percentage
Extremely reasonable 0 0.00%
Very Reasonable 40 28.57%
Moderate Reasonable 80 57.14%
Not at all Reasonable 20 14.29%
Interpretation: From the graph above, we can infer that employees felt that supervisors were
moderately and very reasonable with their expectations.
13) How reasonable were the decisions made by your supervisor?
0
10
20
30
40
50
60
70
80
90
Extremely
reasonable
Very
Reasonable
Moderate
Reasonable
Not at all
Reasonable

Options
No. of
Response Percentage
Extremely reasonable 0 0.00%
Very Reasonable 40 28.57%
Moderate Reasonable 80 57.14%
Not at all Reasonable 20 14.29%
Interpretation: From the graph above, we can infer that most of the employees thought that
supervisors’ decisions were moderately reasonable.
14) How often did your supervisor listen to employees' opinions when making decisions?
0
10
20
30
40
50
60
70
80
90
Extremely
reasonable
Very Reasonable Moderate
Reasonable
Not at all
Reasonable

Options
No. of
Response Percentage
Extremely Often 0 0.00%
Very often 20 14.29%
Moderate Often 100 71.43%
Not at all Often 20 14.29%
Interpretation: From the graph above, we can infer that most employees felt their supervisors
listened to them moderately often while decision making.
15) How easy was it for employees to disagree with the decisions made by your supervisor?
0
20
40
60
80
100
120
Extremely Often Very often Moderate Often Not at all Often

Options
No. of
Response Percentage
very Easy 20 14.29%
Interpretation: From the graph above, we can infer that most employees felt it was moderately
easy to disagree with their supervisors.
16) How well did your supervisor handle employee problems?
0
20
40
60
80
100
120
Extremely Easy very Easy Moderate Easy Not at all Easy

Options
No. of
Response Percentage
very well 20 14.29%
moderate well 100 71.43%
not at all well 20 14.29%
Interpretation: From the graph above, we can infer that most employee felt their supervisors
handled their problems moderately well.
17) How well did the members of your team work together to reach a common goal?
0
20
40
60
80
100
120
Extremely well very well moderate well not at all well

Options
No. of
Response Percentage
very well 60 42.86%
moderate well 80 57.14%
not at all well 0 0.00%
Interpretation: From the graph above, we can infer that most employee felt their team members
worked towards a common goal moderately well.
18) In a typical week, how often did you feel stressed at work?
0
10
20
30
40
50
60
70
80
90
Extremely well very well moderate well not at all well

Options
No. of
Response Percentage
Extremely Often 0 0.00%
Very often 100 71.43%
moderate often 40 28.57%
not at all often 0 0.00%
Interpretation: From the graph above, we can infer that most employee felt stressed out very
often.
0
20
40
60
80
100
120
Extremely Often Very often moderate often not at all often

19) How easy was it to balance your work life and personal life while working at this
company?
Options
No. of
Response Percentage
Very Easy 20 14.29%
Interpretation: From the graph above, we can infer that most employee were able to handle
work life and personal life balance moderately easy.
0
20
40
60
80
100
120
140
Extremly Easy Very Easy Moderate Easy Not at all Easy

20) How safe did you feel at your employer's workplace?
Options
No. of
Response Percentage
Extremely Safe 0 0.00%
Very Safe 100 71.43%
Moderate Safe 40 28.57%
Not at all safe 0 0.00%
Interpretation: From the graph above, we can infer that most employee felt very safe at
employers’ workplace.
CHAPTER – 11
PRESENTATION OF FINDINGS
All through my research on exit procedure, discussions with employees, discussions with
management and analysis of replies to employee questionnaire, I have found the following
strengths and shortcomings with the employee exit procedure in Microland.
0
20
40
60
80
100
120
Extremly Safe Very Safe Moderate Safe Not at all safe

1. Of all the employees who took the survey, 42.86% of them began pondering on their
decision to quit from 6-9 months before they quit, with 28.57% beginning to ponder by 3-
4 months.
2. All to most of the employees essayed Salary (100% of respondents), Job Advancement
and Dissatisfaction (71.43% of respondents each) as their primary reason for quitting the
company.
3. From the sample of 140 respondents, 57.14% of employees had a job offer when they
planned to quit the company whereas 42.86% of people had no offer.
4. Most employees said, Better Compensation (57.14%), Higher designation (64.29%) and
Better role (57.14%), were the main reasons to look for other offers in the job market.
5. Employees felt their company provided them with Slow career growth (71.43%) and no
change in salary band (71.43%) when compared to the job market.
6. 71.43% of the employees felt their skills were moderately put to use at their current
company.
7. 71.43% of the employees said they had a moderate amount of professional growth in this
company.
8. Of the package being paid to the employees, 85.71% employees felt it was moderately
well.
9. Most employees said they were moderately fairly (71.43%) treated by their supervisors.
10. Most employees felt their supervisors rewarded them moderately (57.14%) and not very
consistently (42.86%).
11. 42.86% of employees felt their supervisor’s expectations were realistic, while 28.57% of
employees thought very realistic and 28.57% otherwise.
12. 57.14% of employees felt that supervisors’ decisions were reasonable, while 28.57% very
reasonable and 14.29% not at all reasonable.
13. Most of the employees were of the opinion that their suggestions were considered
moderately often (71.43%).
14. Most of the employees opined their team worked together very well (42.86%) or
moderately well (57.14%) towards a common goal.
15. 71.43% of employees thought employee issues were handled moderately well.

16. 71.43% of employees felt they were stressed out very often in a typical week.
17. Most of the employees (85.71%) felt it was moderately easy to balance their work and
personal life.
18. Most of the employees (71.43%) felt very safe at their workplace.
19. Employees opined their employer's health insurance plan was slightly better (85.71%)
whereas others said it was not.
20. Most employees (71.43%) felt their training program needs to be more work specific and
robust.

CHAPTER – 12
SUGGESTIONS
The following are the suggestions given after the study:
 All employees who have resigned should compulsorily have a face to face exit interviews
with the supervisor and the HR manager.
 The exit questionnaire should document the reason of the employee’s exit and the same
should be shared with his Supervisor and up to two levels of higher management.
 Training programs should be held only after the demand is forecasted.
 Appropriate action should be taken if the employee is mistreated or unprofessionally
behaved with.
 Staffing should be done by giving due importance to employee’s behavioral aspects along
with experience and his skills.

CHAPTER – 13
CONCLUSION
An employment termination is the result of a complex web of negotiations among multiple
parties, each with their own distinct interests:
Central to this web are the employee and his supervisor. Without the employee’s performance
and the supervisor’s perception of its unacceptability, there would be no need for a termination at
all. However, other stakeholders are inextricably involved too. For starters, the supervisor has an
ongoing reporting relationship with a more senior manager, who is likely to be evaluating the
supervisor’s actions.
The senior manager also has a critical stake in determining an acceptable level of performance,
an appropriate point for terminating employment, and the right balance between the costs and
risks of termination and those of retention. The employer’s counsel is normally involved as well,
assessing the merits of any claim that the employee may be anticipated to pursue post-
termination. For example, an attorney will want to understand whether the employee has any
legal protections and, if so, will review the personnel file to assess the ability to justify the
termination decision and to determine the viability of possible defenses.

The attorney may also get involved in structuring a severance agreement, often involving a
general release of employment liability claims. This involvement in the termination gives the
attorney her own set of interests, potentially distinct from those of the other parties.
Interacting with all of these parties is the HR manager. What is the role of HR in all of this? Is
the HR manager an agent for one particular side, either the employee’s advocate or the
management team’s executioner? Is he there to advance the lawyer’s interests, to make sure that
the employee has no cause of action and, if challenged, that the employer can put forward a well-
documented file in defense?
Alternatively, does an HR manager serve as a mediator, facilitating the conversations among
these many different parties? As a mediator, HR might enable discourse between parties who
otherwise would have no contact, e.g., the employee and the employer’s counsel, and those who
can no longer communicate productively because of rancor and strong emotions, e.g., the
employee and his supervisor. Does HR have its own role to play as a negotiating party unto
itself? If so, what are HR’s interests?
The answers to these questions will depend in part on the organization itself. However, many
cutting-edge organizations see HR as a distinct negotiating party, and this understanding is
assumed here.
As suggested by the ensuing conversation, such an HR organization would have a separate
interest in capturing as many of the compatible interests of the other parties as possible, thereby
enabling Pareto improvements to employment transactions, in that they satisfy more of the
parties’ interests without making anyone worse off.
HR also typically has overarching organizational interests in mind, such as fairness, high work
expectations, and clear communication. In practice, as described below, HR’s involvement in the
negotiation can be somewhat akin to mediation, but with an eye toward ensuring that its interests
are satisfied for the benefit of the overall organization.

CHAPTER – 14
LITERATURE REVIEW
1) Cf. ROBERTH. MNOOKIN ET AL., BEYONDWINNING: NEGOTIATING TOCREATE
VALUE INDEALS ANDDISPUTES5 (2000). This analysis is inspired by a somewhat
analogous discussion and depiction of multiple interrelated parties at a deal-making table.
2) WAYNE F. CASCIO, FROM BUSINESS PARTNER TO DRIVING BUSINESS SUCCESS:
THE NEXT STEP IN THE EVOLUTION OF HR MANAGEMENT, (describing HR as a
“strategic business partner” that “add[s] value” of its own to the organization, as illustrated by
the example of SYSCO Corporation).
3) General Society for Human Resource Management reference materials at
http:// www.shrm.org (directing HR professionals in the best practices of “leading people” and
“leading organizations”).
4) RICHARDA. POSNER, ECONOMICANALYSIS OFLAW13-16 (4th ed. 1992). Economists
define Pareto efficiency as the hypothetical state in which it is impossible to make any
contracting party better off without making another worse off. A transaction is considered Pareto
superior when it leaves at least one party better off and no one worse off.

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