Compensation and benefits June 2024

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Compensation & Benefits

June 2024 Examination

 

 

Q1. Dr. Pirosha was a renowned ENT surgeon in Aurangabad city in Western India and along with few partners had established “Sunshine Hospitals” in 1999 to cater to the ENT needs of the people in the city.

Due to the excellent treatment facilities, and moderate charges, the hospital achieved rapid growth and within ten years became a leading hospital in that area. The only area which seemed to become a hindrance to further prosperity was the old Information Assimilation and Dissemination system which was installed way back in the 90s. This old system was unable to handle the complete Payroll operations and also the different aspects of Mgl Information Systems. So, a lot of manual systems had to be incorporated with the old computer system and this was creating many operational problems.

So, Dr Pirosha wanted to urgently install a modern and sophisticated IT system which would  satisfy  present  and  future  information  requirements  and  took  quotations  from several IT service providers. In this regard, he has approached you, a System Consultant, for evaluating the different modernization proposals that he has received

You are therefore expected to identify the different factors (at least five), on which the proposals will be assessed by developing a “Point Rating Scheme” after explaining the logic involved.

This “Rating Scheme” will enable converting the different proposals into points, thus enabling  easy  comparison  of  the  proposals.  Therefore,  the  selection  of  a  particular “Service Provider” can be done in an objective manner.   (10 marks)

Ans 1.

Introduction:

Dr. Pirosha, a prominent ENT surgeon and co-founder of Sunshine Hospitals in Aurangabad, recognized the need for upgrading the hospital’s Information Assimilation and Dissemination system to propel its growth further. Despite achieving rapid success due to excellent treatment facilities and moderate charges, the outdated IT infrastructure posed operational challenges, especially concerning payroll operations and management information systems. To address this, Dr. Pirosha seeks to install a modern and sophisticated IT system and has solicited proposals

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Q2) For the past few years, the Director of a reputed B School is facing a problem of “brain drain” mainly in the Assistant Professor and to a certain extent in the Associate Professor level also. The Institute has an established policy of inducting fresh as well as experienced doctoral level candidates only from the established and very reputed IIMs. The fresh pass-outs are absorbed in the Assistant Professor level and those with good experience (at least 10 years) and with several journal publications are absorbed in the Associate Professor category. Though the pay-scale is not the same as given in the IIMs, yet the Institute tries to compensate it by giving generous allowances. Also, promotion to the next category is largely dependent upon student feedback and of course number of papers published in front-line journals.

In  spite  of  these  measures,  the  Institute  has  lost  five  Assistant  Professors  and  two Associate Professors within the last three years. Although, in their “exit interview” all of them have mentioned that they are leaving for better opportunities, yet the Director has a feeling that there must be some other reason for their departure.

You are a reputed HR consultant and also happen to be an alumnus of that college.  So, the Director has requested you to study the problem and suggest a solution. Discuss how would you proceed to arrive at a solution in that B School?     (10 marks)

Introduction:

The issue of “brain drain” in the Assistant and Associate Professor levels at the reputed B School raises concerns about retention and organizational effectiveness. Despite the Institute’s established policy of recruiting from prestigious institutions like the IIMs and offering competitive compensation packages and promotion criteria, the loss of faculty members persists. While exit interviews indicate reasons such as better opportunities elsewhere, the Director suspects underlying factors contributing to the departures. As a reputed HR consultant and an alumnus of the college, I understand the significance of addressing this issue promptly to maintain the Institute’s reputation and academic quality.

To devise a solution, a

 

Q 3. “Sunshine Forging Pvt Ltd”, was  a medium scale manufacturing company catering to the auto industry in Perambur, Tamil Nadu. The owner Mr Alam, had started as a small- time supplier to the different auto companies and the railways and had established this company in the late nineties. Gradually over the years, this company grew and today its product, the “Sunshine” brand of forgings, were an established name in the industry.

Mr. Alam paid his workmen quite well – they were paid a consolidated monthly salary (which was about 25% higher as compared to others in the industry) and a yearly production bonus. There was no system of paying incentives or any sort of “benefits” apart from paid weekly off and paid festival leave. However, there was a small clinic inside the works, where a doctor and a nurse were available for the benefit of the workmen.

This system was working well for the company but recently with the increase in domestic and also foreign competition, the company’s profits had stagnated and this financial year they had just managed to break-even. This was mainly because the production costs were increasing but the actual output was not increasing enough to offset the rising costs. Thus naturally, Mr Alam was quite worried and wanted to discuss this problem with his very experienced General Manager, Mr Roberts, for his opinion.

Mr. Roberts, from his experience in previous organisations felt that in the absence of any financial  incentives  it  would  be  very  difficult  to  induce  the  workmen  to  raise  the production level much above the present figures. So, he suggested Mr Alam to engage a reputed consultant to recommend how this improved output could be achieved.

Accordingly, Mr Alam contacted you, and requested you to conduct a preliminary study and give an “overall assessment” to Mr Alam and other senior managers of the company within a week. Based on this preliminary report, future strategy could be decided.

1. a) What do you think this “overall assessment” could be? (5 marks)

Ans 3a.

Introduction:

As a consultant approached by Mr. Alam, the owner of Sunshine Forging Pvt Ltd, to conduct a preliminary study and provide an “overall assessment” to address the company’s stagnating profits and production levels, it’s essential to understand the key challenges and potential solutions to improve the situation.

Concept and

 

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1. b) What future strategy, you feel could be taken to improve profitability? (5 marks)

Ans 3b.

Introduction:

Improving profitability for Sunshine Forging Pvt Ltd requires strategic planning and execution to address the challenges identified in the preliminary assessment. By developing a future strategy focused on enhancing operational efficiency, reducing costs, and maximizing revenue generation, the company can position itself for sustainable growth and profitability in the long