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Human Resource Management of Price Waterhouse Coopers.

Human Resource Management of Price Waterhouse Coopers.

Discuss Human Resource Management of Price Waterhouse Coopers. within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; PwC (officially PricewaterhouseCoopers) is a global professional services firm headquartered in London, United Kingdom.[2] It is the world's second-largest professional ...

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Netra Shetty
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netrashetty
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Human Resource Management of Price Waterhouse Coopers. - January 27th, 2011

PwC (officially PricewaterhouseCoopers) is a global professional services firm headquartered in London, United Kingdom.[2] It is the world's second-largest professional services firm (after Deloitte) and one of the "Big Four" accountancy firms.[5]

It has offices in 757 cities across 154 countries and employs over 161,000 people.[4][6] It had total revenues of $26.6 billion in 2010, of which $13 billion was generated by its Assurance practice, $7 billion by its Tax practice and $6 billion by its Advisory practice.[4]

The firm was formed in 1998 by a merger between Price Waterhouse and Coopers & Lybrand.[1] The trading name was shortened to PwC in September 2010 as part of a major rebranding exercise.[7]

As of 2010[update] it was the seventh largest privately-owned organisation in the United States.[8]

DESIGNING A SALARY SURVEY INSTRUMENT

Survey instruments are designed to ensure that useful and accurate data
are obtained, and that completing the survey is not an undue burden on
respondents. Surveys may be conducted in writing, by telephone or by fax (see
Appendix L, Sample Salary Survey Format).

Types

Surveys typically are in written form if the number of jobs or the number
of surveyed employers is large.

Telephone surveys may be used if the number of jobs and employers is
small and the study must be completed within a short timeframe. Additionally,
telephone surveys are preferred in instances where the jobs are unusual or
complex because two-way communication assists in ensuring appropriate job
matches.

Facsimile (FAX) transmissions and electronic mail (E-mail) are especially
useful when time is limited.

7

Format

There is no prescribed format for salary surveys. Rather each survey
should be tailored to meet the specific purpose of the survey. There are
several points that should be considered when designing the format of a survey:

• Assign a code to each company surveyed and assure prospective
respondents that their data will be kept confidential;
• Identify each surveyed job by a Salary Reference Title that is likely to be
understood in the private sector or in other public agencies;
• Do not include salaries of state jobs in the survey instrument since this may
lead some respondents to match salaries rather than jobs;
• Obtain matching job title and the number of employees in the job from the
respondents to assist in determining if it is an appropriate job match; and
• Obtain from the respondent the degree of job comparison by indicating
whether their job is “similar in complexity”; “somewhat more” (or) “less
complex”; or “considerably more” (or) “less complex”.

Capsule Job Description

The salary survey should include “capsule” descriptions of the work
performed by the employees being studied (see example in Appendix L, Sample
Salary Survey Format). Some important points include:

• The capsule should include the nature and level of the work.
• The organizational level of the job should be indicated, particularly for
management jobs, and the reporting relationships should be clearly stated.
• The capsule should be specific enough to enable the respondent to
determine a reasonable match to the job. However, it should not be so
detailed that it excludes reasonable matches.

Salary Data Elements

Salary surveys typically ask respondents for the salary range and average
(mean) salary paid to current employees. However, human resource
professionals should understand the following salary terms and incorporate
them into salary surveys as appropriate.

8

• Salary Range assigned to a job generally indicates its value to the
organization. The spread (or width) between the minimum and maximum
of the salary ranges may vary, depending upon the organization’s salary
structure.

• Minimum Salary is the entry level of pay for a job. It is usually the hiring
rate for applicants with minimum qualifications.

• Hiring Rate is the pay rate used for starting salaries for applicants. The
hiring rate may differ from the minimum salary if market conditions require
the employer to hire minimally qualified applicants above the range
minimum. The hiring rate may be used as the minimum salary for survey
purposes if the employer has no salary range.

• Maximum Salary is the highest salary that an employee may receive in a
given job. The maximum salary is the highest value the employer has
attached to the job.

• Midpoint Salary is the halfway point between the range minimum and
maximum salaries. The midpoint salary is used to compare various salary
range widths and is one of the most helpful salary data elements used in
surveys. Survey instruments usually do not ask for midpoint salary since it
can be easily calculated by adding the minimum and maximum salaries and
dividing the sum by two.

• Longevity Pay is a supplement paid to long-term employees, regardless of
their job performance. Some organizations incorporate longevity pay into
their salary structures. DHRM does not consider longevity pay in analyzing
survey data. Survey instruments should request respondents to exclude
longevity pay from their responses.

• Simple Average (Mean) Salary includes the total salaries of all employees
in a particular job divided by this number of employees. The simple average
(mean) salary is a good indicator of competitiveness because it relates, more
than the range indicators, to the salaries that employees are actually being
paid.

• Median Salary is a measure of central tendency that indicates the middle
value in a range of salaries. The median salary has an equal number of
salaries above and below it. In the case where there is an even number of

9

salaries, the median salary is determined by averaging the two middle
salaries. The median can be used if there is a large number of employers
responding to the survey. An advantage of the median salary is that it
reduces the statistical effect of extremely high or low salaries.

• Percentiles are values on a scale of one hundred that indicate the percent
of distribution. The median is equivalent to the 50th percentile. Percentiles
are useful in determining the agency’s relative standing in the labor market.
For example, if the average electrician’s salary in an agency equates to the
10th percentile of electricians’ salaries in a survey, this means that 90% of the
electricians in the survey are paid as much or more than the agency’s
electricians. This would indicate that the agency should consider ways to
increase their electricians’ salaries. On the other hand, it may be appropriate
for a new, inexperienced employee to be paid at the 10th percentile, just as it
may be reasonable for a highly skilled and experienced employee to be paid,
for example, at the 80th percentile.

• Effective Date of Salary Data should be obtained from all respondents of
the salary survey. If the salaries are not reasonably current, they should be
adjusted by an estimated percentage to account for market movement. This
process is often called “aging” the survey data. DHRM can provide
assistance in locating and applying these estimates.

• Benefit and Pay Supplements such as free housing, uniform allowance
and meal allowances affect total compensation for some jobs and should be
considered in determining market competitiveness for such jobs. For most
studies, however, agencies do not need to include requests for benefits
information in their salary surveys. DHRM periodically surveys employers
to compare and analyze the competitiveness of the State’s benefit package.



Job Function:
Full lifecycle application development

Designing, coding and debugging applications in various software languages.

Software analysis, code analysis, requirements analysis, software review, identification of code metrics, system risk analysis, software reliability analysis


Front end graphical user interface design

Software testing and quality assurance

Performance tuning, improvement, balancing, usability, automation.

Support, maintain and document software functionality

Integrate software with existing systems

Maintain standards compliance


Job specification:
Reporting to: Team leader

Eligibility:- fresher/ experienced candidate with degree in B.E. or B. Tech.(Computer or IT) from reputed University
- Object oriented Design & C, C++ Programming skills
- Knowledge of Windows Application Development
- Familiarity with XML, DHTML & XSLT technologies
- Familiarity with Oracle or any other DBMS


Requirement planning
Money
Method of acquisition- Partly financed by equity and partly by bank loan

Preliminary costs - registration and legal charges, purchase of building, purchase of computers and servers, purchase of furniture, air-conditioners, and other incidental expenses

Day-to-day costs - salaries, electricity and water charges, printing and stationery, conveyance, computer repair and maintenance costs.

Requirement planning
Machine
Main requirement - desktop computers and servers; laptops for senior executives.

Method of acquisition: bulk purchase from well-known companies like IBM, Microsoft, Apple, etc. or on assembly basis

Other assest:
Air-conditioners -for cooling the machines and to maintain a dust-free environment;
UPS and a generator- back up round-the-clock power supply as well

Last edited by netrashetty; January 27th, 2011 at 05:18 PM..
   
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