TABLE OF CONTENT

SI.NO CONTENT PAGE NO

1 Chapter 1:

Introduction about Organization and Industry

2 Chapter 2: Organization Profile Background
Nature Of Business

Vision, Mission and Quality Policy

Work Flow Model

Service Portfolio

3 Chapter 3:

McKinsey 7s framework and Porter’s Five Force Model with

special reference to Organization under study
4 Chapter 4: SWOT Analysis

5 Chapter 5:

Analysis Of Financial Statements

6 Chapter 6:

Learning Experience
Bibliography

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 EXECUTIVE SUMMARY
The company which I have chosen to do organization study is “Project People Pvt. Ltd”. The
organization report consists of six chapters and every chapter explains different aspects related to
the company. All of the details are collected through company official website and records like
financial statement, balance sheet and so on are collected through same means.
First chapter consists about Introduction about the Organization and Industry.
Organization Profile, which is the second chapter, concentrates on the company's history, nature
of the business, vision, mission, and quality policy as well as future growth and prospects.
The third chapter focuses on McKinsey's 7S framework, which covers the "Soft Ss" of "Style,
Staff, Skills, and Shared Values" as well as the "Hard Ss" of "Strategy, Structure, and System."
This chapter also focuses on Porter's five force model, i.e., Threat of New Entrants, Threat of
Substitute Products, Rivalry among Existing Competitors, Bargaining Power of Buyers, and
Bargaining Power of Suppliers. All these 7S are studied on the basis of the organisational frame,
and it is very useful to analyse where the company is heading with respect to overall
performance in the industry. These five elements influence how fiercely a market is competitive
and how profitable it is.
SWOT analysis, which outlines the company's strengths, weaknesses, opportunities, and threats,
is covered in the fourth chapter. Our ability to exploit our strengths and chances to lessen our
weaknesses and threats is aided by the SWOT analysis.
The fifth chapter focuses on the analysis of financial statements, which enables us to understand
the company's financial situation.
And Sixth chapter provides an opportunity to share my learning experience that I gained doing
the period of organization study “Project People Pvt. Ltd”.

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 CHAPTER - 1

INTRODUCTION ABOUT ORGANISATION AND

INDUSTRY

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1.1 PROJECT PEOPLE SERVICES PVT.LTD
As a specialized division of Project People, our consulting division was established in 1998 and
has built a solid reputation as a world-leading provider of talent acquisition and management
solutions to the ICT sector. Project People is a leader in the RPO industry.

With 22 years of experience recruiting the world's best people with clients working at the
forefront of technology, Project People is a leading international recruitment agency.

According to the Recruitment Outsourcing Association, recruitment process outsourcing (RPO)

is a type of business process outsourcing (BPO) in which an employer transfers all or part of
their recruitment processes to an external service provider (RPOA). An RPO provider may
provide its own resources or take over a company's personnel, technology, work practices and
reporting. In each case, an RPO differs significantly from service providers such as recruiters
and contingent/retained search providers in that it takes ownership of the planning and
management of the hiring process and accountability for results.

As a trusted advisor to many of the most famous and successful companies, we contribute to:

Unique talent supply chain. Greater transparency of cost models. Reorganization of market
pricing and cost control. Reducing the risks of cross-border co-operations. Improving operational
efficiencies in resource management. Supplier participation and optimization. Preparing global
reports at enterprise level. Clarity of the "Employer of Choice" brand. Improve the quality and
speed of recruitment. Outstanding employee and candidate experience.

1.2 INDUSTRY INSIGHTS

In 2019, the recruitment outsourcing (RPO) market was valued at $5.48 billion. During the
forecast period of 2020 to 2027, the market is expected to grow at a compound annual growth
rate of 18.5%. The market is expanding due to factors including the desire to reduce overheads
and efficient recruitment procedures. RPOs fulfill a variety of responsibilities, including
applicant selection and quality employment assurance. Service providers have automated CV

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screening and interview scheduling using the latest technologies such as machine learning and
artificial intelligence. Service providers also focus on interacting with top applicants using
assessment tools and chat bots.
Increasing attrition rate in all organizations is one of the major factors supporting market
expansion. Providers will replace an applicant with short notice if they resign. It helps the
companies to maintain the competitiveness of the market. Thanks to advanced education
systems, candidates now have more practical skills and experience than ever before. As a result,
it becomes more difficult for companies to find the perfect applicant. The market is expanding as
companies are increasingly interested in core competencies and personnel costs.
Companies are increasingly focusing on hiring the best people for a particular job. However,
business expansion is adversely affected by issues such as labor shortages and the challenge of
getting the right employees. As a result the need for outsourcing is increasing. Companies are
focusing on providing career counseling training courses as a way to cut talent.

1.3 SERVICE INSIGHTS

According to the data, offsite RPOs held the largest market share (over 65.0%) in 2019. A
standard recruitment process is offered by this company to clients across multiple positions.
Recruitment agencies work with clients in this regard to provide the best staff available
worldwide. For diverse recruitment, recruitment agencies use individual strategies. Recruitment
practices and labor systems differ in many countries around the world. Recruiters are aware of
these laws, which help them find the best talent in a particular area while adhering to the rules.
As a result, international companies increasingly use RPO services in their recruitment
processes.

However, the on-site RPO service category is expected to grow by more than 20.0% between
2020 and 2027. An additional expansion on-site service for the company's existing HR staff. In
this approach, corporate hiring managers collaborate with recruitment service providers. Many
companies use these technologies to simplify their hiring processes. The on-site service segment
makes the number of participating agencies and staffing costs transparent.

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1.4 ENTERPRISE SIZE INSIGHTS
In the recruitment process outsourcing market in 2019, major companies accounted for more
than 68.0%. Many important companies, including pharmaceutical, finance and manufacturing
industries, are increasingly using staff outsourcing strategies. Companies are encouraged to work
with recruitment service providers for mass recruitment as a result of incorporation initiatives
that prevent organizations from setting up a full HR department. High costs and the need for
sophisticated services also contribute to the expansion of this sector.

With dedicated HR personnel handling multiple functions including recruitment, onboarding,

training, etc., SMEs are expected to grow modestly. In addition, small and medium-sized
businesses have very little money for rent. However, difficulties in finding suitable applicants
and constant changes in labor requirements are forcing SMEs to use RPO services.

1.5 END-USE INSIGHTS

The BFSI segment captured over 27.0% market share in 2019. The financial industry is
constantly evolving as a result of changing business models and technological disruptions.
Hence, a large number of financial services companies opt for recruitment outsourcing services
due to difficulties in finding the right candidates and the need to reduce their overall recruitment
costs. Commercial banks, management companies, insurance companies, asset management
companies and cooperatives are examples of BFSI business. Many jobs have been created
directly and indirectly as a result of growth in these sectors. These industries often require
candidates with the required skills and recruiters to make the right decision.

1.6 COVID-19 IMPACT ANALYSIS

The COVID-19 pandemic has had a negative impact on the RPO market. Due to the pandemic
and the need for companies to follow social distancing standards, there has been a major shift in
hiring procedures. For example, Datum RPO, a UK-based recruitment services provider, has
encouraged its resources and clients to be proactive in screening candidates and checking facts
such as their location and recent history of the last 14 days to comply with the COVID-19

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criteria. To further avoid direct personal interactions with candidates when hiring them,
companies use sophisticated recruitment techniques.

1.7 MARKET SHARE DATA FOR OUTSOURCING THE RECRUITMENT

PROCESS
The presence of many regional and international competitors defines the global market. IBM
Corporation, Korn Ferry, and Manpower Group Inc. and Wilson HCG, Sevenstep, People Scout,
and Cielo, Inc. and Pontoon Solutions and ADP, Inc. They are just a few of the top market
participants. These companies deal with a variety of service and staffing requirements. However,
as more competitors enter the market, those already in existence are focusing on expanding their
product line. As per the forecast, the RPO business will change as customized solutions and
integrated services become more prevalent. Market participants also focus on mergers and
acquisitions to differentiate themselves from their competitors. For example, Cielo was acquired
by Permira Holdings Limited in December 2019 to strengthen its market position.

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 CHAPTER - 2
ORGANIZATIONAL PROFILE

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2.1 PROJECT PEOPLE SERVICES PRIVATE LIMITED
Project People Services Pvt Ltd is a private company incorporated on July 28, 2003. It is
registered with the Registrar of Companies, Bangalore and classified as a Non-Government
Business. Its paid up capital is Rs. 100,000, and its authorized capital is Rs. 5,000,000. It is
involved in business and management consulting, market research, public opinion surveys,
accounting, bookkeeping and audits.

As per MCA data, the last Annual General Meeting (AGM) of Project People Services Pvt Ltd
was held on November 30, 2021 and the latest balance statement was submitted on March 31,
2021.

Savita Jayanthilal Correa, Jayanthilal Govind Correa and Pradeep Nair are the directors of
Project People Services Private Limited.

PROJECT PEOPLE SERVICES PRIVATE LIMITED COMPANY IDENTIFICATION

NUMBER (CIN) U74140KA2003PTC032327, AND COMPANY REGISTRATION NUMBER
32327. COMPANY REGISTERED ADDRESS NO.13, PLOT NO. 28/B, 4TH CROSS 2ND A
MAIN, ELECTRONIC CITY, HOSUR ROAD BANGALORE BANGALORE KA 560100 IN
and her email address is [email protected].

2.1.1 RECRUITERS:
Accounting & Finance Recruiters
Engineering Recruiters
Contact Staffing Recruiters
Permanent Staffing Recruiters
Sales & Marketing Recruiters
Healthcare Staffing Recruiters
Banking Recruiters
Administrative Support Recruiters
Government Recruiters

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2.1.2 BENEFITS OF HAVING RECRUITMENT PROCESS
OUTSOURCING PARTNERS:
Customized recruitment options to suit each individual's needs
Access to large groups of experts from diverse backgrounds for tough jobs
Get superior company performance
Get reliable alternative solution for critical jobs
The time zone feature allows you to work around the clock to fill emergency positions.
A dedicated project manager simplifies the entire business at no cost and acts as a bridge
between the client and the RPO service provider.
Good coordination with internal staff of client business.
Secure and reliable infrastructure is used without any investment strategy.

2.2 BACKGROUND
The recruitment situation these days is somewhat complicated. You will need to negotiate a
competitive job market, gain knowledge of a range of relevant technologies and effectively
manage and develop managers and applicants to successfully recruit senior staff. Acquisition of
talent is a fundamental skill for RPOs who are subject matter experts. They have the resources to
increase staffing capacity to meet staffing needs, are familiar with the recruitment landscape, and
stay abreast of staffing techniques. Organizations RPOs integrate metrics, process, people and
technology in the talent acquisition process.
John Younger, co-founder of RPOA and an expert in talent acquisition, states, "The single
most important factor in determining whether a company succeeds, struggles or fails is
directly related to who it hires."
An RPO solution can provide various benefits, including control of seasonal hiring changes
based on what the employer is looking for.
Reduce the time required to fill out applications, enhance the applicant experience and
improve job branding.
Reduce total hiring costs, reduce reliance on recruiters, and increase hiring manager
satisfaction.

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 Other benefits include speeding up or simplifying the hiring process and saving time for
other tasks.

2.3 NATURE OF BUSINESS

RPOs are experts in finding the right applicant for a job by recruiting both passive and active
candidates. The supplier acts as the face of your brand, drives a unified marketing message,
conducts interviews, conducts salary negotiations and maintains strict quality control.

(RPO) Employer's assignment to a third-party service provider includes responsibility for

identifying appropriate personnel. Finding the perfect candidates is the main goal of the
Recruitment Process Outsourcing (RPO) process to help your company reach its full potential.
Our strategy is straightforward: after listening to what you want, we develop a talent acquisition
method that can transform and grow your company. For over 20 years, we have worked with
clients from various sectors of society and created custom staffing solutions for needs of varying
sizes and complexities.

Local experts in our global staff teams analyze the latest RPO industry trends, understand the
unique needs of your business, and select people who are the best fit with your team. We
understand the subtle differences that are critical to attracting the best candidates.

2.4 VISION AND MISSION, QUALITY POLICY

Vision –
Reinventing RPO (RPO Outsourcing) through continuous innovation, solid quality and long-
term relationships. A "business vision" must be practical and achievable because it expresses in
concrete terms how the company envisions the future.
The vision should unify the organization and provide a strong and comprehensive mission. The
focus should be on straightforward vocabulary rather than fancy jargon or jargon. A vision
statement can also be illustrated using short phrases. A great vision statement sets out an elusive
but challenging goal.

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Microsoft's early vision, for example, called for "a computer in every office and every home."
According to Katie Trout Taylor, CEO of writing firm Untold Content, "A business vision
statement represents, at the highest levels, what the organization wants to achieve and achieve in
the long term."

Mission –

To provide our partners with attractive, high-quality, fast and affordable recruitment solutions
that improve financial profitability by helping them to improve productivity, increase efficiency,
deliver excellence and manage profits better. A mission statement provides a brief description of
the organization's purpose. It sets the overall goal and objective of the organization. A mission
statement aims to communicate purpose and direction to stakeholders, including workers,
customers, suppliers, and consumers, and it supports the vision. A mission statement provides a
brief description of the organization's purpose. It sets the overall goal and objective of the
organization. A mission statement aims to communicate purpose and direction to stakeholders,
including workers, customers, suppliers, and consumers, and it supports the vision. For a set of
examples, see SHRM's Corporate Mission Statement Examples. For example, what is the
mission of our organization? Those may be questions to ponder when crafting mission
statements.

Why is our organization the way it is?

2.5 WORK FLOW MODEL

2.5.1 STRUCTURE OF THE PROCESS

1: Setup

Setup is a collaborative phase in which we work closely with clients to set specific, quantifiable
goals and choose the most effective approach to achieving them. Regardless of whether we offer
comprehensive recruitment or a more specialized recruitment service, every project we
undertake begins with an onboarding phase.

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Creating an accurate definition of the target candidate is an important part of most onboarding
activities. Recruitment programs usually focus on the profile of the type of candidate the
interviewer is looking for. We work with clients to refine this profile into a more accurate picture
of the ideal employee. The difference is big. Focusing on a broad interview profile will speed up
the screening process for most candidates. Interviews are ineffective. As staunch proponents of
the LEAN recruitment concept, we feel this is incorrect.

In any case, careful thought throughout the onboarding phase is essential to creating the most
effective hiring process.

2. Source
Sourcing phase is very important. Recruitment efforts that do not begin with a strong pool of
candidates will fail. Seven Step provides the right combination of our sourcing efforts. Each of
our teams is given access to online sourcing experts. Using sophisticated search and social
networking strategies they find amazing people who would never have been found through
traditional methods. However, we consider ourselves very staunch conservatives. One of the
principles that drives our recruitment productivity approach is the idea that the phone remains
the most powerful tool for successful recruiting. All members of the Seven Steps team are skilled
salesmen. Once we find great potential candidates we create excitement and energy around the
opportunity for our clients. Enthusiastic candidates help the process run more smoothly and
quickly.

3: Presentation
To conduct an effective examination, one must be able to take both perspectives simultaneously.
External recruitment screening often focuses on providing a solution. Do we want them? In other
words, it involves removing candidates from consideration. It is most accurate when scanned
using an external call center approach.
However, looking at it only from their point of view misses an important aspect of the situation.
Of course, this leaves out the critical part of the equation. Screening involves taking no action on
the most important applicants: the strong prospects that you think you'll be a good fit for the job.

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4: Schedule
Scheduling interviews can be a difficult and time-consuming process, especially if you're doing
it frequently or trying to meet the needs of a variety of hiring managers. Poor schedule
performance is likely to disrupt the normal outsourcing process. The truth is that scheduling is
not given much attention in our profession, where it is customary to conflate scheduling and
organizing. Each of our recruiting teams has only one dedicated recruiter responsible for
scheduling. With our customized scheduling strategy, we schedule interviews quickly and make
extra efforts to make them happen without unnecessary delays. Each day, schedule actions are
precisely measured, as are each of the seven processes. We will adjust as necessary to prevent
any of our projects from stalling due to scheduling issues.

5: Comments
Sometimes we wonder what happens during interviews with hiring managers in HR and
recruitment. Recruiters must temporarily relinquish control during the interview process as it is
arguably the most critical aspect of the hiring process. Conducting virtual monitoring of the
interviews you have booked will make things run smoothly. Effective note-taking is more than
note-taking. Feedback is used by trained and diligent recruits to spot inconsistencies and identify
trends that slow things down. We often have interview training tips and materials because of
what hiring managers tell us. Or, if necessary, we may make subtle changes to the hiring process
to ensure that qualified people are not left behind. The stronger the relationships of cooperation
and trust we build, the more closely we work with hiring managers. With each iteration, the
process becomes faster and more flexible because of collaboration and trust.

6: Presentation
In Step Seven, offer acceptance rate is an important metric. Currently we have an average of
95%. Monitoring the acceptance rate of job offers by hiring manager, department and
management positions enables better forecasting, which fuels continued productivity growth. In
addition, it leads to the happiness of managers, job seekers and recruiters HR staff. The most
sensitive and important aspect of our recruitment productivity process is supply management. It
requires a thorough understanding of a mix of information, perspectives and feelings. Our well-
trained recruitment professionals can handle this process expertly.

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7: Ascension
Perhaps the most important step in our hiring productivity process is the last one. Until the new
employee orientation report is issued, recruitment is not effective. But we do more than just
make sure they do.
Are they ready to handle the demands of day one? Did we contact them after they accepted our
offer? Do we have the benefit of developing a lasting and productive relationship between
employee and work?
Ensuring that the onboarding process is efficient and successful can improve job satisfaction for
new employees, reduce employee turnover, and reduce ongoing recruiting stress.
Creating an ongoing and successful recruitment process requires effective and highly
communicative preparation.

2.6 PRODUCT/SERVICE PROFILE

BPO Services:
You should choose Project People as your BPO partner because of your pool of capabilities,
proven software management talent, and ability to integrate technology with business processes.

KPO Solutions:
At Project People, we investigate potential outsourcing opportunities and demonstrate our
capabilities as a technology and process outsourcing company that can meet all of your
company's needs.

Increase in foreign workers:

We have a large pool of educated people who are interested in working for free or offering their
skills.

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Development of programming
To complete the entire lifecycle program, Project People provides a rich repository of tried and
true technologies, approaches, tools and infrastructure.
Network Development:
We build truly powerful websites and give you the tools you can add to your existing business to
increase revenue. In addition, we help you develop effective marketing plans that attract visitors
to your website.

QA Checks:
Technical quality assurance and testing services are provided through the Project People
Development headquarters in Bangalore, India, which also has the resources to support large-
scale and customized customer initiatives.

Application Management:
We provide application management for the profitable goods and critical business solutions we
build for our clients.

2.6.1 BPO SERVICES

Managed IT Support
Business Process Outsourcing
Offshore Staff Augmentation
Research – Data Harvesting

2.6.2 BUSINESS PROCESS OUTSOURCING:

• Forms Processing Account Opening
• Invoice Processing Accounts Payable
• Mail Processing
• Cheque Remittance Processing
• Customer Interaction Services
• Document Imaging Archive

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 • Accounting HR Services
• Content Development
• Network monitoring and Management
• Data Management conversion Services
• Web Based Services
• Web Design- Application Development

2.6.3 MANAGED IT SERVICES

Support for managed IT We are capable of serving as a partner for short-term or long-term
development and maintenance because we have experience developing desktop products.

2.6.4 RESEARCH – DATA HARVESTING:

Build a large pool of experts with extensive experience in collecting data from the web for
directories and database project people. This expertise underpins our leadership in
developing, maintaining and updating databases and directories, along with the noted
accuracy and timeliness of project people.
Web data capture service, online data entry and online search, catalog/database management,
email extraction and custom listing setup, portal management support, e-
newsletters/electronic clippings, secondary research/market intelligence are all areas in
which we enjoy high skills. .
Our knowledgeable online researchers search the internet for relevant information, collect it
and then provide it to you the way you want. We provide you with accurate information that
you can use to take action.

2.7 KPO SERVICES

KPO is a recent development gaining momentum in India. That is the process of outsourcing
knowledge. Simply put, it is an upward movement of the BPO value chain. In the past the value
chain was moved by dated outsourcing firms that provided little background or customer care
assistance. In KPO, unlike traditional BPO, the focus is on cognitive ability rather than practical
experience.

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India has a large pool of knowledge workers employed in KPO across various sectors including
training, engineering, analytics, design, animation, research development, paralegal content and
intelligence services. KPO offers services including investment research and evaluation, patent
application, legal and insurance claims processing and more.
Legal Aid: Our firm provides exceptional client care. Their ability to withstand the test of time,
geography and economics are key attributes on which we build our client relationships. We are
honored that they recognize our dedication to providing excellent customer service.
India is a country that outsources KPO services.
• Training Consultancy
• Business and Technical Analysis
• Research & Development
• Animation & Design
• Learning Solutions
• Writing & Content Development
• Business & Market Research
• Intellectual Property (IP) Research
• Legal Services
• Network Management
• Data Analytics

2.8 OWNERSHIP PATTERN

One of the most important practical considerations an owner makes when starting a business is
determining its legal structure. The advantages and considerations of each structure type depend
on the size of the organization, number of owners and employees, industry and other factors. Not
all states allow every type of corporate structure, and each state enforces its own rules governing
business formation. This implies that different countries have different rules for establishing a
particular type of company.

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A partnership can be created when two or more people form a company together. General
partnerships, limited partnerships, and limited liability partnerships are just a few of the many
types of partnerships. Joint ventures also share some characteristics with partnerships.
Depending on the type of partnership created, there are many factors that affect financial
contribution, control of the company and legal obligations.

Most countries require partners to register their company with the Secretary of State before
forming a partnership. Partnership agreement, which is an agreement that covers important
aspects of the business, such as how it will be run, how profits will be divided and what will
happen in case of dissolution, is another important step to be formalized by the partners. their
relationship.

2.8 FUTURE GROWTH AND PROSPECTS

It assesses the company's performance and reveals how the market perceives its potential for
future expansion. A high P/E ratio shows that market participants expect the company's profits to
continue to grow. Business opportunities are generally favorable if revenue increases year over
year and fixed costs such as labor costs are stable or decreasing. Also examine the company's
debt and access to capital. Growth potential is the company's ability to make more money, hire
more people, and produce more in the future.

2.9 REVENUES AND EARNINGS:

The first numbers investors should consider are sales and profits. If a company isn't seeing at
least some revenue growth — a steady increase in the amount of money its business operations
bring in through sales — it's impossible for it to continue to expand in any field. The next area
to look for growth beyond the core revenue figure is the company's revenues, or the revenue left
over after all expenses have been met.

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Operating expenses, financing, assets and liabilities, among others, affect a company's earnings.
One of the primary measures of profitability by which analysts monitor growth is earnings per
share (EPS). Investors generally pay more for a company with higher earnings if it has higher
EPS because they see it as more profitable.

2.9 P/E RATIOS

One of the most common indicators for evaluating stocks is the price-earnings ratio (P/E ratio).
It assesses the company's performance and reveals how the market perceives its potential for
future expansion. A high P/E ratio shows that market participants expect the company's
earnings to continue to grow.

The price/earnings and growth ratio is the stock's P/E. (Price, Earnings and Growth Ratio)
provides a more in-depth analysis. By dividing a company's P/E ratio by its trailing 12-month
growth rate, the P/E ratio provides a more comprehensive view of earnings and growth. The P/E
ratio, like the P/E ratio, can be calculated on a post- or prospective basis using actual growth
data or projected growth data. While other investors challenge the value of ratios in investment
research, many investors consider P/E ratios a tried and true part of rigorous core research.

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 CHAPTER – 3

MCKENSY'S 7S FRAMEWORK

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The McKinsey 7S model is a tool for testing an organization's organizational design by
examining 7 critical internal elements: strategy, structure, systems, shared values, style,
employees and skills, to determine whether they are effectively aligned and enable the
organization to achieve its goals.

3.1 UNDERSTANDING THE TOOL:

The McKinsey Model 7s were developed in the 1980s by McKinsey consultants Julian Phillips,
Richard Pascal, and Tom Peters with assistance from Anthony J. Athos and Richard Waterman.
This model has been widely used by academics and professionals since its inception and is one
of the most widely used strategic planning tools today. Instead of the traditional analogies of
mass production of capital, infrastructure and equipment, it aims to emphasize people resources
(soft S) as key to improving organizational performance. The aim of the model is to demonstrate
how aligning a company's seven components—structure, strategy, skills, employees, style,
systems, and shared values—leads to effectiveness in a company. The main idea of the model is
that all seven areas are interconnected and for an organization to function effectively, changes in
one area require changes in another.

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McKinsey's 7s model focuses on how "soft Ss" and "hard Ss" elements interrelate, suggesting
that changing one element can have a cascading effect on other elements to maintain an effective
balance. Placing shared values at the center highlights how important it is to consider how
changes in foundational values affect other factors.

3.2 STRUCTURE OF THE MCKINSEY 7S MODEL

Components of "hard Ss" include overall structure, strategy and systems, while other
components are referred to as "soft Ss".

1. STRUCTURE

An organization's organizational structure, represented by its organizational chart, chain of

command and accountability links, is referred to as its structure.

2. STRATEGY

A strategy is a well-crafted plan of action that allows an organization to design a course of action
to achieve a long-term competitive advantage supported by the organization's goals and values.

3. SYSTEMS

Systems represent the business and technical foundation of an organization that defines the
operations and decision-making process.

4. SKILLS

An organization's employees can achieve its goals because of the skills that make up its abilities
and capabilities.

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How to operate

5. STYLE

Through their communication and symbolic decision-making, an organization's senior personnel

create a code of conduct that shapes the management style of its leaders.

6. STAFF

Employees are involved in talent management and all aspects of human resources related to job
selection such as training, recruitment and incentive programs.

7. SHARED VALUES

The purpose, goals and values of every organization are its cornerstone and key in achieving
harmony between all the important components and maintaining an effective organizational
structure.

USE THE TOOL

As we have indicated, the McKinsey 7s framework is often used when organizational design and
effectiveness are an issue. A template is easy to understand, but it can be difficult to apply to
your company due to the widespread misunderstanding of what constitutes a well-designed
piece.

Below mentioned methods will help you to use this tool:

Select the areas that were not properly aligned in step 1

Your goal in the first step is to check if the components of the 7S are really compatible with each
other. If you don't already know how to align the seven elements of your business, you can use
WhittBlog's checklist to learn. After answering the questions asked there, you should look for

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any gaps, inconsistencies or weaknesses in the connections between the components. For
example, if your strategy based on rapid product launch is hampered by a matrix structure with
competitive links, a change in strategy or structure is required.

Step Two: Ensure the perfect organizational structure

The second step is to define what you want to achieve with effective organizational design with
the help of top management. Knowing the exact fit makes setting goals and creating action plans
much easier. For several reasons, this step is more challenging than figuring out how your
organization's seven strategic areas are currently connected. This requires more than just
answering questions or gathering data because you first need to identify the largest precise
alignment that you currently don't know about. Second, you cannot use any well-established
organizational templates or designs; Instead, you should do extensive study or benchmarking to
see how other companies with similar tasks have faced organizational transformation or the
organizational models they have used.

Step 3: Determine the areas and adjustments to be made.

It essentially serves as your action plan, outlining the areas you want to reorganize and the best
course of action. If you find that your organization's structure and management style do not
reflect your company's values, you must decide how to restructure the hierarchy and senior
executives, or how to persuade them to change their management style to improve productivity.

Step 4: Make the necessary changes

More important in the analysis is the implementation of any action, modification or step, and
only well-executed changes will have a positive impact. Therefore, you need to identify the most
qualified employees to make changes in your organization or hire consultants.

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Step 5: Repeat pass in seven

The seven dynamic and ever-changing components are strategy, structure, systems, skills,
personnel, style and values. Changes in one element always affect other components, which
necessitates the adoption of a new organizational structure. Therefore, it is important to conduct
a continuous assessment of each area.

An example of the McKinsey 7S model:

To illustrate how the model can be used with an existing organization, we use a simplified
example.

Current major

We start with a small company that provides internet services. The main objective of the
company is to increase its market share. Because the company is small, it has a simple
organizational structure with few supervisors and lower-level employees performing specialized
duties. There aren't many formal systems, because the company doesn't do it anymore need many
of them.

Alignment

The seven factors are currently in alignment. Because the business is small, there is no need for
elaborate business systems, which are very expensive to develop.

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Examples of Porter's Five Forces that apply specifically to the organization under study are:
When positioning a company within its industry and measuring its competitiveness, Porter's Five
Forces model is often used as a starting point. This framework is universal and applicable to all
industries, but is only useful when used in the specific situation of the organization performing
the assessment.

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3.3 INTRODUCTION:

Through his model, Porter identifies five basic competitive factors that affect all markets and
sectors. These factors affect the level of competition in the market as well as the profitability and
attractiveness of the company. The company tries to turn these forces in its favor through a
strong corporate strategy to increase the company's position in the industry.

This model defines industrial attractiveness as a sector's potential for overall profitability. An
industry is attractive if the potential for profitability increases with the combined strength of its
competitors. An unattractive industry is a combination of factors that reduce the likelihood of
profitability.

These factors, which Porter refers to as the microenvironment, affect a company's ability to serve
its target market and generate profits. If the factor changes the company will have to reassess its
environment and reorganize its business practices and strategy.

A desirable market does not guarantee that all firms will experience the same level of success.
Instead, a company stands out from the competition because of superior selling propositions,
strategies and processes.

3.3.1 PORTER’S FIVE FORCES:

Porter's five forces are grouped into the following categories:

• Horizontal forces: the danger of substitutes, the threat of new competitors, and
intercompany competition
• Vertical forces: Purchasing power and consumer purchasing power

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1. Competitive Rivalry

Porter identifies the level of competition among firms already operating in the market as one of
the important factors. Price, profitability and strategy are all affected by the competitive pressure
created by more companies competing with each other.

If a wide range of high-quality goods are made available in the market and are in direct
competition with each other, a firm will have little or no influence in its own sector. Customers
are likely to switch to another company quickly. Conversely, in the absence of competition, a
firm can set its own prices and profit margins, regardless of what the consumer finds attractive.

When is it so competitive?

When firms of similar size compete in the same market, these firms use similar technologies, and
the products offered have similar characteristics and serve similar benefits, competitive rivalry
may be strong.

have high barriers to exit or low barriers to access;

The industry is growing slowly.

2. Threat of new Entrants:

A company's business may face threats from competitors in the form of existing market
participants and potential new entrants. An industry attracts new firms if it is profitable or
attractive from a long-term strategic perspective. Without entry barriers, new firms can easily
enter the market and change the dynamics of the sector.

Barriers to entry are specific industrial characteristics that prevent entry into them. A situation
where a prospective market faces high barriers to entry, but low barriers to exit is most attractive
to a new business. The difficulties you will face while seeking to enter this market will depend
on the economics of the sector.

P a g e | 28
Patents and proprietary information, access to specialized technology or infrastructure, scale or
government-driven barriers, high initial investment requirements, high transfer costs to
customers and loyal customers, difficulties in sourcing raw materials and difficulties in obtaining
distribution channels are just some of the factors that limit business growth.

3. Threat of Substitutes

According to Porter's framework, substitute products already exist in a different industry but can
be applied to meet the same need. The more intense a firm's competitive environment and the
more likely it is to make a profit, the more substitutes there are for a particular product. Bottled
juice, fresh juice, water and soft drinks for the same manufacturer are all acceptable alternatives
but fall into different categories.

A firm's ability to set desired prices is affected by the high threat of substitutes. If a substitute is
offered at a lower price or better fulfills a need, it may lure customers away from the existing
business and hurt their sales.

When are substitutes a threat?

Factors such as brand loyalty, switching costs, relative prices, as well as trends and fashion affect
the threat of substitutes.

4. Bargaining Power of Buyers

When consumers have the power to influence industry prices, it is imperative that businesses
take this into account.

When does consumer power peak?

Customers can influence a sector if they are important to the business, if they can easily switch
between suppliers, or if they make large purchases in that sector. A small group of powerful
buyers has great influence over the seller. Additionally, if the product is nearly identical to its
competitor with little or no uniqueness, the supplier needs to be allowed to set the terms if it
wants to retain the customer.

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5. Bargaining Power of Suppliers

Raw materials needed to produce a good or service are provided by suppliers. This suggests that
strong, long-term relationships with suppliers are often necessary. Suppliers may have the ability
to define terms, pricing and delivery windows based on business dynamics. Powerful suppliers
can reduce the quantities they supply or increase costs without compromising their sales volume.

When are suppliers authorized?

The smaller their number, the more power the supplier has. There are no alternatives, or going to
one is expensive. Additionally, a supplier may be the sole source of a particular raw material.
This may be the case if the service provider has access to proprietary or confidential information.
They can cut numbers or increase costs without losing customers because there are no
alternatives.

3.3.2 PORTER’S FIVE FORCES MODEL | STRATEGY FRAMEWORK

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Michael E. Porter developed the Five Forces Model to help companies identify the nature of
industry competitiveness and formulate an appropriate corporate strategy. The framework
enables the company to identify and evaluate the critical factors affecting the profitability of the
industry.

We will examine Porter's Five Forces model for industry analysis in this post. We have an
introduction to the model, Porter's five forces, how to leverage them, dos and don'ts of the
model, the critic's model and an example with IKEA.

Employers make 4 quick decisions after checking your resume

Introduction:

Through his model, Porter identifies five basic competitive factors that affect all markets and
sectors. These factors affect the level of competition in the market as well as the profitability and
attractiveness of the company. The company tries to turn these forces in its favor through a
strong corporate strategy to increase the company's position in the industry.

This model defines industrial attractiveness as a sector's potential for overall profitability. An
industry is attractive if the potential for profitability increases with the combined strength of its
competitors. An unattractive industry is a combination of factors that reduce the likelihood of
profitability.

These factors, which Porter refers to as the microenvironment, affect a company's ability to serve
its target market and generate profits. If the factor changes the company will have to reassess its
environment and reorganize its business practices and strategy.

A desirable market does not guarantee that all firms will experience the same level of success.
Instead, a company stands out from the competition because of superior selling propositions,
strategies and processes.

P a g e | 31
Power Composition:

Different pressures have different effects in different sectors. For this reason, even when a
company competes in several markets and sectors, it is necessary to build this model specifically
for each of them. For example, two manufacturers, Airbus and Boeing, compete fiercely in
aviation. All airlines, which are buyers, have a fair amount of negotiating leverage. On the other
hand, due to high levels of private information and large costs, the risk of new entrants to the
market is almost non-existent. Additionally, there is no risk of substitutes, as suppliers often have
benign strengths. However, there is a significant risk of substitution from various forms of
entertainment in the film industry. In addition, suppliers such as filmmakers have significant
influence, as they provide the majority of inputs required by the industry.

Regardless of industry, one or two drivers can guide the development of each strategy. Finding
the most important strength is not always easy. Factors affecting profitability are not always
obvious.

Michael E. Porter, a professor at Harvard Business School, established the Five Forces Model in
1979. His first research paper for the Harvard Business Review was Strategies for Building
Competitive Forces. Later, in his book on competitive strategy, it is fully covered. The aim of
this model is to provide a new approach to use effective technology to identify, assess and
control environmental impacts in an organization.

In this area, Porter's work has been recognized as particularly important. It remains one of the
most popular industrial analysis methods despite complaints about its use in the often changing
reality.

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Five Forces of Model:

Porter's five forces are divided into the following categories:

Horizontal forces: threat of substitutes, threat of new competitors and competition between firms

Vertical Powers: Consumer purchasing power and purchasing power

1. Anti-competitiveness

Porter identifies the level of competition among firms already operating in the market as one of
the important factors. Price, profitability and strategy are all affected by the competitive pressure
created by more companies competing with each other.

If a wide range of high-quality goods are made available in the market and are in direct
competition with each other, a company will have little or no influence in its own sector.
Customers are likely to switch to another company quickly. Conversely, if there is no
competition, the company can set its own prices and profit margins, regardless of what the
consumer finds attractive.

When is it so competitive?

When companies of similar size compete in the same market and use comparable business
practices, competitive rivalry may be more intense.

• Available products offer similar features and benefits.

• have high barriers to exit or low barriers to access; The industry is growing
slowly.

2. Risks of New Entrants:

companion y Business may face threat from competitors in the form of existing market
participants and potential new entrants. An industry attracts new firms if it is profitable or
attractive from a long-term strategic perspective. Without entry barriers, new firms can easily
enter the market and change the dynamics of the sector.

P a g e | 33
Barriers to entry are specific industrial characteristics that prevent entry into them. A situation
where a prospective market faces high barriers to entry, but low barriers to exit is most attractive
to a new business. The difficulties you will face while seeking to enter this market will depend
on the economics of the sector.

When are there many obstacles for newcomers?

Patents, proprietary information, access to specialized technology or infrastructure, economic

systems, or government-imposed restrictions are some examples of factors that act as barriers to
entry.

Requires large initial investment. Loyal customers have high switching costs; Access to raw
materials and distribution networks is a challenge;

3. Threat of substitution

According to Porter's framework, substitute goods that already exist in a different sector can be
used to satisfy the same demand. The more intense a firm's competitive environment and the
more likely it is to make a profit, the more substitutes there are for a particular product. Bottled
juice, fresh juice, water and soft drinks for the same manufacturer are acceptable alternatives
even if they belong to different categories.

A firm's ability to set desired prices is affected by the strong threat of substitutes. If the substitute
is offered at a lower price or better serves demand, it can lure customers away from existing
businesses and hurt their revenues.

When are substitutes a threat?

Factors including brand loyalty, switching costs, comparable pricing, as well as trends and
fashion affect the risk of substitutes.

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4. Bargaining power of buyers

When consumers have the power to influence industry prices, it is imperative that businesses
take this into account.

When does consumer power peak?

Customers can influence a sector if they are important to the business, if they can easily switch
between suppliers, or if they make large purchases in that sector. A small group of powerful
buyers has great influence over the seller. Additionally, if the product is nearly identical to its
competitor with little or no uniqueness, the supplier needs to be allowed to set the terms if it
wants to retain the customer.

5. Bargaining Power of Suppliers:

Raw materials needed to produce a good or service are provided by suppliers. This suggests that
strong, long-term relationships with suppliers are often necessary. Suppliers may have the ability
to define terms, pricing and delivery windows based on business dynamics. Powerful suppliers
can reduce the quantities they supply or increase costs without compromising their sales volume.

When are suppliers authorized?

The smaller their number, the more power the supplier has. There are no alternatives, or going to
one is expensive. Additionally, a supplier may be the sole source of a particular raw material.
This happens if the service provider has access to proprietary or confidential information. They
can cut numbers or increase costs without losing customers because there are no alternatives.

Form application

When positioning a company within its industry and measuring its competitiveness, Porter's Five
Forces model is often used as a starting point. This framework is universal and applicable to all
industries, but is useful only when used in the specific situation of the organization being
audited.

P a g e | 35
Porter also emphasizes the value of using this concept at the primary industry level. If a company
operates in multiple markets it must develop a five-forces model specific to each of its industries.

INSTRUCTIONS FOR PERFORMING THE ANALYSIS

When conducting an industrial study, an organization may adhere to three main steps:

1. Total data for each force.

In the first step the company should obtain data about its industry and rank it according to the
five forces for reference.

2. Observe the results and display them on a graph.

After obtaining a large amount of data, a team meets to discuss the impact of each component on
the industry. Different factors affect each sector differently. It is necessary to compare different
sectors and avoid using data from one industry.

3. Create strategy based on results.

Now, detailed plans can be made to advance the company's interests by examining the factors
affecting the industry.

Do's and Don'ts for Model:

There are a few ways to use the success of this framework Careful, same with everyone else.
Porter's five forces of inquiry should be conducted in this order:

It is applied to an entire industry rather than just one company. The results can be used to
develop company-specific strategies.

Use it when there are three or more competing firms in a market, taking into account government
influence, the stage of industry development, and the dynamic nature of markets and industries.

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Criticisms:

Over time, people developed the guiding ideas that formed Porter's Five Forces Model.
These criticisms include, among others:
They have raised concerns about three problematic assumptions of the model, including
academics Stuart Neill. And he:
Assuming that customers, suppliers and competitors are independent parties who do not
communicate with, cooperate with or directly affect each other.
Assuming that there is always some ambiguity, market actors are always able to plan ahead
and avoid competitive activities. Assuming a structural advantage or building entry barriers
is a source of value.

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 CHAPTER – 4

SWOT ANALYSIS

P a g e | 38
4.1 SWOT ANALYSIS
Strategic planning typically uses the SWOT analysis method, which was created at Stanford in
the 1970s. SWOT stands for Strengths, Weaknesses, Opportunities and Threats and refers to a
systematic planning process that assesses the four aspects of a company, project or business
endeavor. SWOT analysis is an easy-to-use and effective framework for analyzing an
organization's strengths, weaknesses, improvement opportunities, and

threats.

The management team identifies the internal and external factors that affect the company's
performance through the process of SWOT analysis. It allows us to learn about internal and
external events, allowing us to plan and manage our business in the most effective and efficient
manner.

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When to Use SWOT Analysis?

Part of a SWOT analysis is to discover the company's strengths and weaknesses as well as the
opportunities and threats in the market in which it competes. It can be used to analyze various
business scenarios, such as:

A company can conduct a SWOT analysis of each of its goods, services and markets when
deciding how to achieve future growth.

Before starting a project, it is necessary to assess the current conditions. By assessing your
strengths, studying opportunities, finding weaknesses and identifying risks, you can start your
startups on the right track.

Basic principles of SWOT analysis

By using a SWOT analysis to better understand the company's position, you can maximize
strengths, take advantage of opportunities, eliminate weaknesses, and protect against threats.
Here are four benefits of conducting a SWOT analysis for your business:

Choose your core competencies – This will help you identify your strengths and allow you to
leverage them to achieve your company's goals.

Identify Weaknesses – Knowing your company's weaknesses is one of the first steps to
improving them. It draws attention to your flaws and gives you an opportunity to improve them.

Check your options – This will help you consider the options available to you. You can use it to
create your own strategic growth strategies based on your strengths and weaknesses.

Identify potential risks – After analyzing potential threats to your company, you can make
appropriate policy changes and other moves. In addition, it facilitates the development of
additional, alternative, contingency and other plans. SWOT Assessment Checklist and Question

For each of the four components, we can conduct a SWOT analysis by answering a series of
comparable questions (depending on the situation or the type of problem you are trying to solve):

P a g e | 40
STRENGTHS

What distinguishes you from your competitors?

Identify the talents and skills you possess.
What do experts think your greatest strengths are?
Do you have a solid reputation or brand?
What assets do you possess?

WEAKNESSES

What are your competitors better at than you?

What causes the greatest customer complaints and dissatisfaction?
What are you bad at?
What procedures and tasks can you enhance?
What causes the greatest employee complaints and dissatisfaction?

OPPORTUNITIES

How are your customers' needs changing, and how?

Where can your skills be used?
What changes is technology making in your company?
Are the clients of your competitors unhappy?
Are your strengths being used in new markets? Exist new methods for producing your
products, e.g. foreign ones?

THREATS

Are the needs of your customers shifting away from your product?
Can customers find alternative products to satisfy their needs?
Are your competitors raising their prices or their product offerings?
What are your rivals creating?
Are your debt and cash flow situations stable?
Is your product becoming outdated due to new technology?

P a g e | 41
 How high is turnover?
Are your staff members content?
Are sales increasing less quickly than the industry standard?
Will there be new competitors?

4.2 SWOT TEMPLATE

Based on some inquiries, analysis, interviews and research on the current situation and the
external management environment, you can create a list of priority strengths, weaknesses,
opportunities and threats.

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How to Conduct SWOT Analysis?

SWOT stands for Strengths, Weaknesses, Opportunities and Threats, as we discussed earlier. It
serves as a tool to capture the current state of the organization and help formulate future strategy.
Regardless of whether you or your team are planning ahead for some aspect, your job, your
personal life or any other field, you can conduct a SWOT analysis method with the help of the
following steps:

Step 1: Make a list of all your current strengths. Make a list of every vulnerability that exists
now.
Step 2: Make a list of all upcoming opportunities. Opportunities are likely to turn into
strengths in the future. List each risk that may occur in the future. Threats are foreseeable
future failures.
Step Three: Develop an action plan. To develop an action plan to address each of the four
categories, review your SWOT matrix.

Summary:

Strengths must be maintained, expanded or used.

Weaknesses should be removed or corrected.
It is necessary to set priorities and maximize opportunities.
Threats should be neutralized or reduced.

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Example 1 SWOT analysis for a new small business online

Action Plan

When you use your SWOT analysis to plan, positives are aligned and negatives are identified
and closed or managed to help you take advantage of opportunities. Overcoming the implications
of SWOT requires us to move strategically, looking for connections across categories (eg, a
strength helps us mitigate a threat), as well as looking holistically for trends.

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 Strength: By adjusting the pay structure to balance base pay and performance-based bonuses,
you can keep your overhead low.

Adherence to study, research, implementation and project planning system is the weak point.
Opportunity: Start testing a new market with an existing product.
Inclusion of a business partner in a performance-based incentive program is a threat.

SWOT Analysis Example 2: Starbucks

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 CHAPTER - 5
ANALYSES OF FINANCIAL STATEMENTS:

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5.1 FINANCIAL ANALYSIS
Reviewing and evaluating a company's financial accounts in order to make wise financial
choices and maximize future earnings is called financial statement analysis (or financial
analysis). These statements include (if possible) the income statement, the balance sheet, the
statement of cash flows, the notes to the accounts and the statement of changes in equity.

How to analyze financial statements?

I do an annual financial inventory including my expenses and budget.

I asked some financial advisors for advice on how to develop a risk-free budgeting strategy for
2022.

They suggest taking a look at your behaviors, paying attention to the long term, stop using credit
cards, and more.

Why Study Financial Statements?

Business performance. It is difficult for a company to predict the success of a large number
of transactions at any one time.
Benchmarking and strategy. Managers examine other companies' financial accounts and
compare them with their own. ...
Investment Opportunities. ...
Credit Risk Management. ...

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Trial Balance of Project People Company. for the year-end 2022:

Particulars Debit (Amount in $) Credit (Amount in $)

Cash Account 45,000 –

Bank Account 35,000 –

Investments Account 100,000 –

Equipment Account 30,000 –

Outstanding expenses – 15,000

Prepaid Expenses 25,000 –

Debtor Account 40,000 –

Creditor Account – 25,000

Shareholders’ Equity – 210,000

Long term debt Account – 50,000

Plant & Machinery Account 45,000 –

Retained Earnings – 20,000

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Total 320,000 320,000

Balance Sheet of Project People Company. for the year-end 2022:

Assets

Cash 45,000

Bank 35,000

Prepaid Expenses 25,000

Debtor 40,000

Investments 100,000

Equipment 30,000

Plant & Machinery 45,000

Total Assets 320,000

Liabilities

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Outstanding expenses 15,000

Creditor 25,000

Long term debt 50,000

Total Liabilities 90,000

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 CHAPTER- 6
LEARNING EXPERIENCE:

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As an intern in the recruitment department of the project I have a daily to-do list. To initiate the
recruitment effort. I also created lists of potential clients to contact for displaying ads and
worked to conceptualize employment.

Among the functions it performs are:

creating understandable tables, graphs and reports; use of statistical tools to analyze data;
Convert complex data into clear formats;
Completing and preparing reports for delivery to clients and senior management.
Giving presentations to senior corporate employees and clients. Meeting and communicating
with clients. Writing, distributing, and conducting surveys to leverage research. Conduct
population research.
I was able to gain a better understanding of the process and impact of the recruitment sector
through an internship at Project People. I love developing different recruitment methods and
putting them into practice with the Project People recruitment team. I still need to learn more
about the psychological aspects of recruiting and also improve my public speaking abilities.
I generally enjoyed the internship experience and know that I will use the skills I have picked
up in the future.

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 BIBLIOGRAPHY
Sources
Primary and Secondary data collected by interacting with the Manager and the staff members of
Project People Pvt. Ltd.
Analysis of Financial Statement

Other sources.
www.projectpeopleservices.com
www.Google.com
www.intershipproject.com

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