[Shreyasi Dewan]

<i>We have two posts vacant project manager and functional consultant. Looking at the profiles </i>

<i>SS: is skilled in managing people so project management role. But experience is somewhat low. </i>

<i>SZ: excellent technical skills hence consultant ,but salary is not know </i>

<i>RS: highly experienced    project manager</i>

<i>PP: Highly experienced again and solves both technical and managerial problem salary on the higher side </i>

<i>VR: coding skills and fresher </i>

<i>can be negotiated for a lower salary ?</i>

<i>PR: experienced and suited for consultancy </i>

<i>Now the company has 30lacs but is ready to shell out more later on after the current crisis </i>

<i> </i>

<i>Objective is to sort and fill in the posts </i>

<i>Also not exceed the 30lacs margin And hire more people</i>

<i> </i>

<i>Criteria of evaluation should be to hire an employee that contributes to the growth of the company and does not switch job or leave  lading to loss of asset </i>

<i> </i>

<i>Now looking at the profiles of the candidates hiring PP solves all the problems being ex CTO and he has knowledge and  experience. SZ on the other hand can be an excellent consultant given her certification. Also PR might be a suitable consultant given her technical and functional skills and experience.</i>

<i> </i>

<i>Recommendations</i>

<i>1. The first combination can be SS for project manager and PR for consultancy . Their payment dosent exceed the 30lpa limit and they don’t have a record of switching companies . </i>

<i> </i>

<i>2. Maybe negotiate the salary of the above combination if possible and accommodate VR the fresher. He can be groomed with time and be an asset there after. Also we get to hire more, anyway the company will be ready to pay extra after some time so salaries can be increased.</i>

<i> </i>

<i>3. Instead of VR appoint S Zia along with SS and PR ,and try negotiating a salary within the budget … Her technical skills might come handy. </i>

<i> </i>

 

[Shreyasi Dewan]

The data given is that of Australia and the scenario in India is not necessarily same. So first the BCA (or equivalent organisation) should find out what is the percentage of literacy in women , the workforce ratio and the CEO position held by women with respect to the workforce.

Also one needs to look at what are the domains and job roles women are employed in. If it’s a role where one gets to rise to executive level or further CEO. Next we need to know if women stay in an organisation till the age of retirement or leave at a professional rank way below that of senior officials? Or is it actually the biased bodies that don’t let women rise ?

So our concern here is to empower women and increase the percentage of women on top. And in the long run assure that a proper system is maintained.

What can be done to know to identify the actual problem is appoint a person by a neutral governing organisation who dosent belong to the organization, in the panel that decides the appointment of top level positions at various corporations. This will eliminate the problem of gender biased decision. This neutral body employee can also keep an eye on the day to day functioning and issues raised by the female employees and report the same to the governing body.

Next if it’s personal or family issues that leads to women leaving the organisation. There needs to be proper rules to see to their problems. Also at times it is seen that even if these rules are there to help women join the organisation the peers don’t help the person or back her up or the organisation dosent promote her siting reasons of performance. So there should be proper HR rules that back up female employees and offer flexibility.

Next if the problem is at the grassroot level of unskilled job roles being performed mostly by women that don’t lead to executive positions, then there should be periodic training classes organised for women to give them equal opportunity and opt for better job roles. The senior female employees can be appointed to select the employees fit for better job roles after training to eliminate biased decision.

 

Also if there is a huge gap in the gender ratio in terms of education then the organisation can take up CSR activities seriously and make sure that the women in the society are educated and given equal opportunity. This will further add to the reputation of the company and neutralise any bad publicity in the name of gender biasness .

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