HRM TERM PAPER

Submitted by: - Himanshu Gond MBA-ISM Sap ID:-50021403

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COMPANY PROFILE
Ingersoll Rand India Private Limited was founded in Kolkata in 1921, one of the first American investments in India. In 1958 the company opened a branch office in Ahmedabad and in 1963 the head office was shifted to Mumbai. Ingersoll Rand established its first manufacturing plant in Naroda, Ahmedabad in 1965 and in 1977 became a public limited company. With a major emphasis on Innovation to drive Productivity, the company has had many firsts to its credit. Ingersoll Rand is a pioneer in bringing centrifugal technology into India and started manufacturing CENTACS (Centrifugal Compressors) way back in 1989 when centrifugal technology was hardly known and accepted. In recent times, with the focus shifting to energy efficient compressor technology, Ingersoll Rand launched the awardwinning Nirvana energy saving rotary compressors. The company continues to bring latest technologies to India and launch localized products keeping in mind the requirements of the Indian market. Not just path-breaking technologies and products, Ingersoll Rands key strength is its world class service that it provides to its customers across the country. Today, Ingersoll-Rand (India) Limited is based out of 18 locations in the country and is listed on the National Stock Exchange of India and the Bombay Stock Exchange. Ingersoll-Rand (India) Limited has recently rolled out an aggressive plan for growth in India. The foundation of this growth will be customer driven innovation, a robust infrastructure to support after sales services, a significant investment in the facilities to transform them into world class manufacturing operations and a Customer First and Solutionizing mind-set.

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Ingersoll Rand is a world leader in creating and sustaining safe, comfortable and efficient environments

They inspire progress through unleashing the potential in people and technologies to advance the quality of life. By making environments safe, comfortable and efficient, we enable our customers to achieve progress and create a positive impact in their world. Ingersoll Rand is a $14 billion global company committed to sustainability business practices within their company.

Business Segments
We provide products, services and solutions to increase the efficiency and productivity of industrial and commercial operations and homes, and improve the security, safety, health and comfort of people around the world through our four global segments. Discover more by selecting a link below. Climate Solutions Our Climate Solutions sector delivers energy-efficient HVACR solutions for customers globally. Its world class brands include Thermo King, the leader in transport temperature control and Trane, provider of energy efficient heating, ventilating and air conditioning systems, building and contracting services, parts support and advanced controls for homes and commercial buildings.

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Industrial Technologies Our Industrial Technologies sector provides products, services and solutions that enhance our customers' energy efficiency, productivity and operations. Our diverse and innovative products range from complete compressed air systems, tools and pumps to material and fluid handling systems. We also enhance productivity through solutions created by Club Car, the global leader in golf and utility vehicles for businesses and individuals.

Residential Solutions Residential Solutions, a business comprised of well-known brands like Schlage and Trane, delivers safety, comfort and efficiency to homeowners throughout North America. Our quality products, services and solutions include mechanical and electronic locks, heating and air conditioning systems, indoor air quality solutions, advanced controls, portable security systems and remote home management.

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Security Technologies Security Technologies is a leading global provider of products and services that make environments safe, secure and productive. The sectors marketleading products include electronic and biometric access control systems, locks and locksets, door closers, floor closers, exit devices, steel doors and frames, portable security devices, decorative hardware, cabinet hardware and time, attendance and personnel scheduling systems from wellknown brands like Schlage.

Brand Promise, Vision, Purpose and Values

Ingersoll Rand is enabled by the commitment and dedication of our 50,000 employees globally. With our focus on a progressive, diverse and inclusive culture, growth through innovation in emerging markets and services and operational excellence , we are a company that achieves real progress for our customers around the world. Workplace emphasizes the values of Integrity, Respect, Teamwork, Innovation and Courage. To help our employees grow, we believe it's vital to strengthen their engagement and develop their skills and leadership capabilities. Our Brand Promise, Vision and Values are the language that unifies us as an organization and creates a common purpose: advancing the quality of life by creating and sustaining safe, comfortable and efficient environments. Brand Promise We inspire progress through unleashing the potential in people and technologies to advance the quality of life. By making environments safe, comfortable and efficient, we enable our customers to achieve real progress and create a positive impact in their world. Vision A world of sustainable progress and enduring results

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Purpose We advance the quality of life by creating and sustaining safe, comfortable and efficient environments. Values Integrity We act with the highest ethical and legal standards in everything we do. We communicate with openness and authenticity and are accountable for our actions. We achieve operational excellence by acting in the best interest of our customers, our shareholders, our communities and ourselves. We are dedicated to being socially responsible in the communities where we operate by focusing on reducing our carbon footprint, contributing both time and financial support to the communities in which we live and work, and helping our customers to be more sustainable. Respect We respect and value the worth of all people, cultures, viewpoints and backgrounds. By encouraging genuine, open dialogue, embracing diversity and valuing others, we improve business performance, enhance human productivity and develop innovative solutions. Teamwork We work together and share resources to provide greater value to our customers, employees, business partners and shareholders. We collaborate across sectors and functions to create exciting opportunities, stimulate creative thought, which results in discernible competitive advantages and long-term growth globally. Innovation We use our diverse skills, talents and ideas to develop customer-driven, innovative, and imaginative solutions. Innovation is at the heart of everything we believe and everything we do, and is demonstrated by our customer focus, our determined spirit and advanced thinking behind how we conduct business and how we operate. Courage We speak up for what we believe is right and take measured risks to create progress We are open-minded to new ways of thinking and doing things, in order to create new possibilities for our employees, customers and the communities where we operate. We capture global advantage and achieve operational excellence by meeting unexpected challenges and opportunities in a bold way.

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Vision/Mission Statement
Ingersoll Rand is a premier performing organization where:

We are excited to offer an environment that encourages us to feel comfortable to be ourselves at work every day We understand, appreciate and embrace our differences and use these strengths to continuously improve our business We attract and retain top talent from all over the world Our diverse, inclusive and progressive work environment is a source of new thinking, innovation and dramatic growth Our culture has a positive impact on our relationships with our customers, suppliers and communities

Brands

Ingersoll Rand is composed of a diverse array of business and market-leading brands serving customers in global commercial, industrial and residential markets.

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Introduction
Human Resource Management is also a function of management, concerned with hiring, motivating and maintaining people in an organization. It focuses on people in the organization. Organisations do not only consist of building, machines or inventories. It is people they manage and staff the organisation.HRM applies management principles in procuring, developing, maintaining people in the organisation. Aims at integrated decision making and decisions on different aspects of employees are consistent with other HR decisions. HR Decisions must influence effectiveness of the organisation leading to better service to customer and high quality product and services at reasonable price. It is not confined to business establishment only, HRM is applicable also to the non-business organisation, like government department, education, health care etc. Human Resource Management is a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employees to achieve their objectives. Human Resource Management is concerned with the people dimension in management. Since every organisation is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation are essential to achieving organisational objectives. This is true regardless of the type of organisation government, business, education, health, recreation or social action.

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HRM Model

Beliefs and assumptions That it is the human resource which gives competitive edge That the aim should not be mere compliance with rules, but employee commitment That therefore employees should, for example, be very carefully selected and developed.

Strategic qualities Because of the above factors, HR decisions are of strategic importance Top management involvement is necessary HR policies should be integrated into the business strategy stemming from it and even contributing to it.

Critical role of managers Because HR practice is critical to the core activities of the business, it is too important to be left to personnel specialists alone
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Line managers are (or need to be) closely involved both as deliverers and drivers of the HR policies Much greater attention is paid to the management of managers themselves.

Key lever Managing culture is more important than managing procedures and systems Integrated action on selection, communication, training reward and development Restructuring and job redesign to allow developed responsibility and empowerment.

The Harvard Model of Human Resource Management

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Human Resource Management is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of organization government, business, education, health, recreation or social action

HR Functions

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Human Resource Cycle

Job analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job description A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis. Job specifications A list of a jobs human requirements, that is, the requisite education, skills, personality, and so onanother product of a job analysis.

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Methods of Collecting Job Analysis Information

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Use of Job Analysis Information

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Recruitment

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It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is pool of applicants from which new employees are selected. Prior to initiating a recruitment procedure, the following matters should be considered. Clarification of the scope and skill sets required to successfully perform the duties of the position. Review of the Job Fact Sheet or Position Description to ensure that the skills and abilities required coincide with the current expectations of the position. If they do not, then a position evaluation should be undertaken. Review of the compensation available to the position (i.e. salary and benefit plans, etc.) Analysis of the impact that the hiring will have on the budget.

Factors Affecting Recruitment

Sources of Recruitment

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Selection

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The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning.

Process of Selection

Testing Concept
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Generally tests are administered to determine the applicants Ability Aptitude Personality Interest

Ability tests
Helps to determine how well one can perform his task.

Aptitude tests
Helps to determine a persons potential to learn in a given area.

Personality tests
To measure a prospective employees motivation to function in a particular working environment.

Interest tests
To measure an individuals activity preferences. (For career change or when there are multiple careers option available.

Interviews
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Formal, in depth conversation conducted to evaluate the applicants acceptability. Adapted to unskilled, skilled, managerial and professional employees. Two-way exchange of information, the interviewers learns about the applicant, and the applicant learns about the organization.

Preparing for the Interviews

Abundant research exists that reliability and validity of the selection interview are higher when an interview is structured, planned and standardized in form. This approach fosters a comprehensive investigation of the applicant's background, precludes personal and non-job-related questions, and increases impartiality in qualification assessment. Therefore, an interview plan is strongly recommended. Prior to developing the interview plan, it is critical to be clear about the job requirements and stick to them throughout the hiring process. This ensures that you dont fall in love with each candidate and redefine the job to fit.

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Performance Appraisals: Ingersoll Rand believes in KRA (Key Result Area) mode of evaluation. These KRAs are specific to the functional area and provided to each of the employee and to the new employees on joining by their immediate senior. The KRAs are in sync with the organizational goal, job responsibility and the performance expected from the employee. When is the appraisal carried out? Appraisal is carried out on an annual basis in March and October for the financial year gone by, or for the designated period on case to case basis. Employees joining Ingersoll Rand are informed of their appraisal period in their offer letter. Who does the appraisal? Appraisal is done by the immediate reporting designation. And any issue\disagreement is resolved in discussion with the next senior level. Ingersoll Rand believes that every employee is a leader in their own job. And, it is with a dedicated team of leaders that we will excel as an organization. They have a talent management process bridges training and education with performance management as a means of giving our employees the tools and resources they need to succeed professionally. A key goal of Ingersoll Rands talent management program is to develop leaders who are confident, yet act with humility and respect for others. In 2011, they designed a new enterprise-wide competency model to inspire premier performance at all levels of the organization. The model is built around seven competencies: Live the values Communicate compellingly Learn enthusiastically Advocate for customers Innovate Promote change
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Strive for excellence The model aims to align competency factors with individual technical, cognitive and interpersonal skills. Employees are measured by these core competencies and we aim to provide 100 percent of all salaried, professional employees with annual performance reviews. In 2011, 98 percent of our salaried professional employees received a performance review, up from 96 percent in 2012. Appraisal for trainees and experienced professionals appraisals are carried out every two months till confirmation. The appraiser rates the associate qualitatively, based on the performance during those two months and identifies individual training needs. Performance against the individual's goals is also tracked. Annual appraisals -For confirmed associates, year-end annual appraisals are carried out against some pre-defined Parameters. Performance against the individual's goals is also tracked. If project-end appraisals have been done during the annual appraisal period, the current appraiser will also consider the ratings on these appraisals while arriving at the overall rating. Besides an overall rating, the appraiser may also recommend the individual for a promotion. The overall rating determines the increment in basic salary for the individual. Employee Engagement The best measure of success in building a progressive, diverse and inclusive culture is their employee engagement rate. Finding new ways to challenge, educate and encourage our people helps to set Ingersoll Rand apart as a global employer of choice. As part of our strategy to engage employees in 2011, we increased the frequency of pulse surveys to quarterly. The survey results are used to identify and work on improvement actions. From the latest all-employee survey results, they identified and implemented 1,300 action items to help improve employee engagement throughout the company. For instance, their Residential Solutions segment, they launched the Engagement Passport program, which is designed to engage employees in learning more about the role they play in supporting our customers. Through Listen-n-Learn customer feedback sessions to community and workplace events, the program encourages our people to participate in personal interactions that cultivate stronger relationships and track their passport progress over time. Results from employee engagement pulse surveys in Residential Solutions suggest programs like Passport make a
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differencethey saw the engagement index rise from 60 percent in 2010 to 65 percent in 2011. Green Teams When volunteer-led employee Green Teams first emerged at Ingersoll Rand, their focus was relatively simplefinds ways to reduce their environmental footprint. With that desire to practice environmental stewardship still at its core, Ingersoll Rands Green Teams dramatically expanded in 2011. As we formalized the program and encouraged employees at locations around the world, they saw employees teaming up to introduce creative ideas for community service projects, reducing waste, implementing recycling programs, organizing clean-ups, reducing facilities energy use, and more. One STEP Forward To personalize sustainability for each of our employees, Ingersoll Rand also created One STEP Forward, a global engagement and education program. Introduced in 2011, the program is designed to empower employees through fun, educational experiences that encourage them to live and explore their positive, personal sustainability values. One STEP Forward takes nominated employees, called Sustainability Champions, through a one-day workshop focused on identifying and planning smaller, but impactful, sustainability projects. Following the workshop, Champions commit to a project or activity that helps build a culture of sustainability at Ingersoll Rand. Examples of committed employee STEPS include: Picking up litter on lunch-time walks Only printing documents when necessary (and printing double-sided) Requesting more recycle bins (and reducing the number of trash bins) for their team/office area Reducing waste to landfill at home by utilizing recycling and composting Working with a team or site group to plant trees or flowers at an Ingersoll Rand facility

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The STEPS are intended to be collaborative and produce a measureable environmental, social and/or financial improvement. Through One STEP forward, we strive to leverage the passion and innovative spirit for sustainability that our employees possess. Training Ingersoll Rand Security Technologies has put together a National Training Program to provide all of our integrated systems and services technicians, project managers, and area management team with the latest industry information, product training, integrated systems and services installation standards, project management skills, and managerial training that the marketplace has to offer. This program is designed to certify and cross train installation and service technicians on various new technologies, provide the latest project management skills, and offer our management team the ability to grow in all areas of the business environment. This training is offered to all field personnel by both internal OEM certified "Train-the-Trainers" and industry recognized trainers and training organizations. This is the course and description which are taught in the training to the employees of Ingersoll Rand: Asbestos Hazard Awareness 15 - 30 minutes The goal of this lesson is to improve the health and safety of employees by providing required training regarding the awareness of asbestos hazards. Basic First Aid 45 - 60 minutes Each employee will know how to initially respond to an accident or injury situation, become aware of first aid guidelines and "good practices," and be able to properly treat injuries and respond to emergencies.

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Basic Respiratory Protection 15 - 30 minutes The goal of this lesson is to ensure users are qualified and properly trained in the use and maintenance of respirators. Behavior-Based Safety 15 - 30 minutes The learner will correctly apply the principles of Hazard Elimination, Personal Contribution, Injury Prevention, and Self-Evaluation when implementing behavior-based safety in the workplace. Blood borne Pathogens 15 - 30 minutes The goal of this introductory course is to help employers provide a safe and healthful work environment for their employees and minimize the possibility of employee exposure to blood borne pathogens. Compressed Gases 15 - 30 minutes The goal of this lesson is to make all employees aware of the safety requirements when working with or around Compressed Gas. Confined Space - Entry Level 15 - 30 minutes The lesson covers the hazards posed by Permit-Required Confined Spaces to employees during entry. It also covers the responsibilities of the Space Entrant, Attendant, or Entry Supervisor before, during, and after the space entry. This training does not qualify employees to enter Permit-Required Confined Spaces.

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Confined Spaces 15 - 30 minutes The goal of this introductory course is to make all employees aware of the potential hazards that may exist in a confined space and understand that special precautions, training, and an approved Confined Space Entry Permit or approved Routine Entry Procedures are required for entry. DOT Hazardous Materials General Awareness 1 hour This course provides general awareness training of the basic requirements of the DOT, including the definition of hazardous materials. Employees who are responsible for the transport of hazardous materials will become familiar with regulations related to packaging, marking, labeling and shipping papers. This course can be used for either new employees or as recurrent training. DOT Training for Drivers of HAZMAT Shipments 1 hour This course is designed to meet DOT requirements to train each hazmat employee who "drives a motor vehicle containing hazardous material." Because more hazardous materials are transported on highways than all other modes of transportation combined, DOT requires that hazmat drivers have highwayspecific training, in addition to the basic hazmat training. This course provides basic hazmat training for drivers plus the highway-specific training in pre-trip safety inspections, general vehicle operation information, vehicle attendance requirements, and safe loading and unloading. This course can be used for either new employees or as refresher training. DOT Training for Officers of HAZMAT Shipments 1 hour This course is designed to meet DOT requirements to train all employees who directly affect the safe transportation of hazardous materials. Such employees include those who load, unload, or handle hazardous materials; prepare hazardous materials for transportation; or are responsible for the safety of transporting hazardous materials. This course provides basic hazardous
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materials training for these employees plus training in DOT requirements for bulk and non-bulk packaging, labeling, loading, and unloading. This course can be used for either new employees or as recurrent training. Driver Safety 15 - 30 minutes The goal of this lesson is to enable drivers to recognize and identify hazardous driving conditions and to minimize their risk of accidents. Drug-free Workplace 15 - 30 minutes Substance abuse is a problem that affects the safety of all employees and the workplace. This lesson details ways to recognize possible substance abuse, how to get help, and the appropriate reporting procedures. Electrical Safety 15 - 30 minutes The goal of this course is to reduce the financial and personnel cost of injuries due to exposure to electrical hazards. It covers general electrical safety in the workplace including the proper use of portable electrical equipment such as appliances and tools, extension cords, and Ground Fault Circuit Interrupters (GFCI). Emergency Response 30 - 40 minutes Each employee will recognize their employer's responsibilities for communicating the emergency action plan, list their responsibilities in the action plan, identify requirements for alarm systems, recognize the elements of the fire prevention plan, and state responsibilities for responding to weatherrelated disasters, natural disasters, bomb threats, fire, workplace violence, and hazardous material incidents.

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Environmental Management 15 - 30 minutes Upon completion of this lesson, the student will be able to identify waste management concepts, the hazards of environmental waste, and the regulations in place to manage waste reduction and waste generation, and actions to take if a spill or release of hazardous material occurs. Fall Protection 15 - 30 minutes The goal of this lesson is to make all employees aware of the requirements for use of Fall Protection, Work Positioning, Fall Restraint, and Fall Arrest systems. Fire Safety 15 - 30 minutes The goal of this introductory course is to reduce the financial and personnel cost of fires. Flammable Liquid Safety 15 - 30 minutes This lesson covers the principles of hazard recognition, general safety requirements, flashpoint protection and inventory inspections in the use of flammable and combustible liquids in the workplace. Forklift Operator Training 2.5 hours Learners will demonstrate awareness of safe forklift operation principles by identifying basic key features on the lift, recognizing the technical components of forklift operation, listing safe load handling and driving practices, stating general safety rules, and inspecting and maintaining lift equipment.

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This program consists of six separate modules: Fundamentals Stability and Capacity Load Handling Safe Driving Practices Safety Standards Inspection and Maintenance

Hand and Power Tool Safety 15 - 30 minutes Each employee using hand and power tools will recognize definitions and types of portable tools, the potential hazards connected with their use, including manual, electric, pneumatic, hydraulic, liquid-fueled, powder-actuated, and abrasive wheel tools, and will demonstrate the proper procedures required for each type of tool. Hazard Communication 15 - 30 minutes The goal of this introductory course is to inform workers of their right to know about chemical hazards in their workplace and to meet OSHA requirements for providing employees information about the Hazard Communication Standard. Hazardous Waste Management 15 - 30 minutes This lesson defines the categories of waste, and describes steps to control or minimize the generation of hazardous waste. It also covers the purpose for regulating hazardous waste, which regulatory standards apply, and the three classifications of waste generators under RCRA. Container labeling and storage requirements for hazardous waste are also addressed. It covers requirements for implementing a hazardous waste inspection program. It also covers transportation and disposal requirements, as well as emergency preparedness
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and contingency planning requirements. The requirements for training personnel, reporting, and recordkeeping are covered. Proper management and disposal procedures for examples of typical hazardous, universal, and potentially hazardous wastes. Finally, methods for minimizing the generation of hazardous waste and evaluating those methods are covered. Hazardous Waste Operations and Emergency Response Refresher 8 hours This course provides the basic information needed to meet the annual refresher requirements in OSHA 29 CFR 1910.120 Hazardous Waste Operation and Emergency Response (HAZWOPER) for workers at hazardous waste sites who have already completed their initial 40-hour or 24-hour HAZWOPER training. Specifically, this course provides the refresher training for workers who perform hazardous waste site operations that are subject to the requirements of 29 CFR 1910.120(a) through (p). This course does not encompass refresher training for persons subject to 29 CFR 1910-120(q)--that is, those who engage in emergency response to hazardous substances incidents. Hearing Conservation 15 - 30 minutes The goal of this introductory course is to enable the employee to correctly apply the principles of hazard recognition, risk management, and rights and responsibilities when working in areas where noise is a hazard. Heat and Cold Stress 15 - 30 minutes The goal of this course is to reduce the financial and personnel cost of personal injuries on the job resulting in lost workdays due to heat and cold stress illnesses. Hot Work with Arc Welding 15 - 30 minutes The goal of this lesson is to provide required training in the hazards of hot work and the basic requirements for reducing the risk of injury.

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Incident Investigation 15 - 30 minutes This lesson covers the purpose for conducting an incident investigation, the procedures to follow, and what information should be determined during the investigation. It also covers who to interview, how to properly conduct the interview, and how to complete an investigation report and recommend corrective action following the investigation. Ladder Safety 15 - 30 minutes Learn common hazards associated with ladder work and how to follow safe practices to reduce these hazards. Also, learn the fall protection requirements associated with ladder work and when and how to inspect ladders. Lock and Tag 15 - 30 minutes The goal of this introductory course is for the general worker to understand and comply with the lockout/tag out system of his or her workplace location/facility. Machine Guarding 15 - 30 minutes This lesson covers the mechanical hazards associated with machinery use and the safeguarding requirements for those machines. It also covers methods for machine guarding, types of machine safeguards and safe practices for working around them, including PPE use and training requirements. Overhead and Gantry Crane Safety 15 - 30 minutes The goal of this course is that all employees operating bridge cranes will be able to identify the requirements for inspection, operational testing, proper rigging and lifting procedures, and other safety practices relevant to crane operation.

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Personal Protective Equipment 15 - 30 minutes The goal of this introductory course is to protect employees from work-related illness and injury. The student learns how to determine what personal protective equipment is required to perform a particular job, to inspect this equipment for defects before donning it, and how to determine when this equipment needs to be replaced. Safety Audits 15 - 30 minutes The goal of this lesson is to provide awareness training for managers, supervisors, and general employees on the importance of safety audits and how to plan and conduct an audit. Scaffold Safety 15 - 30 minutes Each employee working around scaffolds will recognize definitions and types of scaffolds, the potential hazards connected with their use, including electrical, structural instability, falls, and falling objects, and will demonstrate proper use of procedures required for working on or near scaffolds. Violence in the Workplace 15 - 30 minutes This lesson covers best practices for keeping the work place free from violence, and how to respond if an incident does occur. Wastewater and Storm Water Management 15 - 30 minutes This lesson covers regulatory background and requirements for industrial wastewater and storm water discharges and their associated permits. It also addresses the basic requirements of a Storm Water Pollution Prevention Plan (SWPPP).

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Services They know that the initial installation of a system is only part of the picture when it comes to satisfying customers. For this reason, Ingersoll Rand Security Technologies has devoted resources to implementing and training a professional service and maintenance staff to respond to customer needs. Ingersoll Rand Security Technologies offers comprehensive services ranging from a toll free 24-hour customer hotline to customized preventative maintenance offerings tailored to meet your specific needs. These are only a small part of the services designed meet our full service solutions commitment. Computerized Service Dispatch System Ingersoll Rand Security Technologies uses a computerized service dispatch system to record:

Problem reported by the customer Date stamp on incoming calls Service technician assigned to the job Time departed Resolution information Person placing the call Time stamp on incoming calls Time arrived Action taken by service technician Billing charges the

All service calls are tracked and monitored for open calls, making a service history available to you at all times.
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Response Time With our quick response time, we can offer faster resolution to your problems:

Service Agreement customers receive a same-day response for service calls depending on plan selected. 24 hour emergency service. Primary and back-up on-call technicians.

Technicians Our qualified service technicians provide you with top-notch professional services. Our technicians:

Are uniformed and carry Integrated Systems IDs. Drive clearly marked Integrated Systems company vehicles. Have had criminal background checks. Is part of a Drug-Free workplace? Have had product training. Participate in Integrated Systems continuing education program.

Parts Availability Each Ingersoll Rand Security Technologies service truck maintains an inventory of parts to reduce the risk of customer wait time pertaining to repairs. Service trucks have an experienced tech support team and are:

Stocked with the most commonly needed parts. Audited quarterly for parts inventory. Equipped with fixed cameras. Connected to network, software, and computer components support by means of access control panels.

Selecting great products is only the beginning of a successfully implemented security solution. Creating and maintaining a safe and secure environment requires a thorough understanding of particular security goals and capabilities.
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Ingersoll Rand Security Technologies' Integrated Systems & Services team brings the knowledge and training necessary to bring their security solution to its full potential. They understand that client system's up-time is critical to their business. They maintain a fully staffed, 24x7x365 Service Scheduling and Dispatch Center to ensure a service technician is just a phone call away.

Compensation The Company and its subsidiaries maintain a number of defined benefit pension plans for their officers and other employees. The purpose of the pension plans is to provide for fixed benefits upon retirement based on the individuals age and number of years of service. These plans include: the qualified Ingersoll-Rand Pension Plan Number One (the Pension Plan)

the Ingersoll-Rand Supplemental Pension Plans; and

the Elected Officers Supplemental Programs

The Pension Plan is a funded, tax qualified, non-contributory defined benefit plan that covers the majority of the Companys salaried employees. The Pension Plan provides for normal retirement at age 65. The formula to determine the lump sum benefit under the Pension Plan is: 5% of final average pay or each year of credited service. Based on the average of their age, service and compensation history, the average replacement income generated by the Pension Plan, expressed as a percentage of pre-retirement annual cash compensation, is approximately 1%.

The Supplemental Pension Plans are unfunded, non-qualified, noncontributory defined benefit restoration plans, i.e., they provide benefits to each individual in the amounts which would have been payable under the Pension Plan had payments under the Pension Plan not been subject to IRS limits on annual compensation recognized to calculate the Pension Plan benefits. Benefits
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under the Supplemental Pension Plans are available only as a lump sum after termination unless the lump sum value is deferred under the EDCP Plans in accordance with plan provisions. Approximately 350 employees are covered under the Supplemental Pension Plans. The EOSP (Elected Officers Supplemental Programs Plans) are unfunded, non-qualified, non-contributory defined benefit plans, designed to replace a percentage of a participants final average pay based on his or her age and years of service at the time of retirement. Final average pay is defined as the sum of the individuals current annual salary plus the average of the individuals three highest AIM awards during the most recent six years. Participation in the EOSP Plans is limited to elected officers of the Company, of which there are currently 19 participants. Unreduced benefits under the EOSP Plans are available at age 62 and benefits are only available as a lump sum after termination unless the lump sums value. The Company also has a non-qualified, defined contribution plan. The Ingersoll-Rand Company Supplemental Employee Savings Plan (the Supplemental ESP). The Supplemental ESP consists of notional Company contributions only. For investment purposes, these notional contributions are deemed to be invested in Class A common shares of the Company. There is no investment discretion in this plan. Approximately 350 employees are covered under this plan. The Company provides an enhanced, executive long-term disability plan to officers and other senior leaders. The plan provides for a higher monthly maximum than the standard group plan, a more favorable definition of disability and has an underlying individual policy that is portable when the executive terminates. Compensation Committee The purpose of the Compensation Committee is to discharge the responsibilities of the Board of Directors with respect to the compensation of the Companys executives and employees. The Committee shall: Establish the Companys executive compensation strategies, policies and programs to enable the Company to attract, retain, deploy and motivate executives necessary to meet current and future needs of the enterprise.

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Review and approve the base salary and executive benefits for the Chief Executive Officer. Review and approve the goals and objectives relevant to the variable compensation of the Chief Executive Officer, evaluate the Chief Executive Officers performance against those goals and objectives, and set the Chief Executive Officers variable compensation awards based on this evaluation. Review and approve compensation, including salaries, annual incentives, long-term incentives, equity-based awards and all other executive benefits for all other elected officers. Review and approve executive compensation and benefit programs including the Companys executive incentive compensation plans, equitybased plans and executive pension and welfare plans. Review broad-based employee benefit programs, (e.g., major pension plans, employee savings plans and employee health and welfare plans), and recommend to the Board of Directors proposals for adoption, significant amendment or termination of such plans. Exercise all powers and discretion vested in the Board under the Company's equity compensation plans, including the authority to grant awards. Approve the content and issuance of change in control agreements to employees.

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Recognition and Rewards At Ingersoll Rand, their long history in business has taught them that success only comes when employees strive to be the best. So it is appropriate that their commitment to the environment, innovation, and their communities has been recognized by several parties. However, they know that this can only be achieved when all their employees are working together and constantly challenging themselves to improve on yesterday's results. That is why they have several awards within the company that celebrate the sites, teams, and individuals that aim for the stars.

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Conclusions

The works on the Human Resource Management term paper was a wonderful experience in my life. The study has been extremely useful in developing my professional skills and personality. The helps term paper helps a lot that how can I adapt myself to actual working environment and to work in coordination with the other team members. There are the following conclusions that I come up with after writing this term paper:

Different hierarchal level has different responsibilities towards planning of human resource due to various priority factors.

HR department has following priorities for HR planning: o Goal oriented o Responsibility o Relationship o Working environment

Also different hierarchal levels shows different interests: Top management-: Motivation & Learning & Growing Opportunity, job challenges, power & authority, designation in the organization. Middle management- growth opportunity rewards 7 achievement, nonmonetary benefits, and quality of work life, career planning & recognition. Executive level- working conditions, growth opportunities, monetary & non-monetary benefits & communication.

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