Crowd and Safety Management Essay Example | Topics and Well Written Essays - 2000 words

Crowd and Safety Management - Essay ExampleHowever nowadays with the developing world come new problems which should be addressed. The sports being compete today are made as safe as possible for the people. The measures of safety are of such importance that some states are implementing reforms in put up to manipulate safety and guarantor while these sports are being played. too this article would further provide a report on all the aspects of security and safety in the stadiums.Cricket is one of the sports which are being played widely in the world these days. Due to its increasing popularity, it is necessary that some measures be introduced to ensure security and safety in the stadiums. Lords is one of the grounds which is quite famous for cricket and is based in England. Thomas Lord is known to be the founder of this stadium. This stadium has a huge history and is considered one of the biggest stadiums in the cricketing world. This ground is non only being used for internatio nal matches these days plainly another form of cricket i.e. county is also being played here. The boards which manage this stadium are the board of England & Wales also known as the ECB. Similarly to ensure the status of a ground with such a stature the board has abbreviaten some important measures. As the increasing cases of Hooliganism are disaster these days the board is very careful in determining the policies for this stadium. The board has maintained strict rules if their policies are not followed by. Safety in the stadium is ensured by not letting some(prenominal) fan to enter the premises of the ground without the ticket. The ticket factor has been playing a major role in the effort of sports and thus the board of cricket is monitoring this issue very closely. Legislations in the United Kingdom have been introduced which do not allow any self-appointed personnel to sell tickets of a sporting event without the consent of the concerned authority. Similarly the cricketing board has carried out steps to ensure that ticket touting does not take place. The board has tried to improve its internal system of selling the tickets so that fans directly contact the concerned authorities and do not go for any other middle person. This makes sure that the people who come in the stadium are known and remove any chance of mishap in the stadium. Similarly the cricketing board also reserves the right to remove any one from the ground of Lords if he/she does not obey the instruction manual given to them. This removes the threats of hooligans in the stadium. For e.g. if a person is trying to create an irritating environment for others he may be kicked out before any mishap occurs in the stadium. The board does not allow any unauthorized person from entering the area where the cricketers play i.e. the ground where they are playing. The amount of alcohol bought into the stadium is also closely reviewed. solely the actions taken by the board members are through the wa y of setting up check points wherever necessary. These check points are given special instructions by the board members to check every fan which comes into the arena. There are strict rules on the amount of alcohol brought into the ground. There is a certain touchstone maintained by the board members for the amount of alcohol brought into the cricket ground. And if any person is found with an amount of alcohol more then

Screening America in Hollywood Film Essay Example | Topics and Well Written Essays - 5000 words

Screening America in Hollywood Film - Essay ExampleBesides, post-war cultural changes affected the society as a whole and this is evident in the portrayal of young-begetting(prenominal) and female protagonists in general. Similarly, anxieties around grammatical gender identicalness resulted in the change in traditional gender roles, and it ended up in the formation of realistic role specimen for the working woman.Within this scenario, it is evident that post-war cultural changes and anxieties around gender identity forced the directors to portray the images of gender in post-war Hollywood cinema with difference. Thesis statement The close examination of the images of gender in post-war Hollywood cinema, considering the ways in which films of this period illustrate both post-war cultural changes and anxieties around gender identity proves that post war cultural changes resulted in the ideal image of professional male and suburban housewife, change in traditional gender roles, the i mage of working-class masculinity, the desire for sexual passivity, portrayal of weak male sexuality, female dissatisfaction, anxiety everyplace changing nature of masculinity, unacceptability towards war-time masculinity, and the portrayal of gender roles as social constructions, and anxieties around gender identity resulted in the change in traditional gender identity, portrayal of tensions between male and female members, changing female role (sexual sluttishdom), conflict with disrupted gender roles, change in gender roles related to free education and loans for loans for homes and businesses, portrayal of the influence of consumerism over female gender role, the general urge to link femininity to domesticity, disrupting home life, and emergence of realistic role model for the working woman (special references to the post-WWII films related to post-war cultural changes and anxieties around gender identity).One can see that the WWII resulted in the mass migration from urban are as to suburban areas within the divergent states in US. To be specific, this can be

Trademark Dilution Assignment Example | Topics and Well Written Essays - 1500 words

Trademark Dilution - Assignment ExampleAs a result brand individuality is an important part of the company. There comes a time however, when newer companies secure trademarks that are almost identical to those that are already more established. Think of a scenario for congressman where two or more schools share the same uniform. This interference with trademarks can be called by different names but the most relevant to the proposition we are about to discuss is dilution.Dilution was the subject if great controversy at the time of its founding. The idea is that there are large companies that wish to protect their already established trademarks. Therefore the best thing for them is to support the passing of dilution clauses into law to deny newer entrants the opportunity to try and make money from establishing their trademarks along the standards already institute by the established brands.This paper shall seek to study the history and current state of trademark dilution. There sha ll be case studies that are analyzed so as to show how trademark dilution has evolved through rulings and also legislation. Another important aspect of trademark dilution is whether or not in reality, trademar4ks prevent such roughhewn behavior as the industry is trying to prevent. Of course it is one thing to cry foul about trademarks and quite another to establish their effectiveness. The reason wherefore this is the case is primarily because creative departments in companies develop novel means to reciprocate the efforts and products of other companies.Trademark dilution is the United States for instance is a fairly recent phenomenon bearing in mind that the necessary legislation was passed in 1995. That was the year that the Federal Trademark Dilution act was passed. It sought to protect large companies against the gradual whittling international of renowned brands by new entrants1. This was an effort to protect big business at the expense of upcoming businesses.This, as the more fashion conscious leave alone note, is a famous fashion brand. The

NAZI (symbol Swastika ) Essay Example | Topics and Well Written Essays - 1000 words

NAZI (symbol Swastika ) - Essay ExampleIt wasnt until the 1930s that the Swastika began to denote evil implications. For example, the swastika was worn as a shoulder patch of a World War I U.S. Army Division and was a common decoration found on a unnumbered of objects.As Germany was behind other countries of the region in forming a formal nation (1871), its people felt susceptible to military and societal invasion from extracurricular its borders. As an instrument to promote unification and national pride, German nationalists began to use the swastika from the mid 1800s to represent the history of the Germanic and Aryan people. The swastika could be found on nationalist German volkish publications by the end of the 1800s and by the turn of the twentieth century, the swastika had grown in popularity end-to-end many German organizations. It was frequently used as the symbol for German nationalism. The Nazi Partys aspiration to appeal to a wide German audience led them to chose the s ymbol in 1920. Because of the Nazis flag, the swastika soon became a symbol of hate, anti-Semitism, violence, death, and murder (Rosenberg, 2006).As the industrial age swept across atomic number 63 in the mid-1800s it brought society new opportunities but also inadvertently served to increase the individuals feeling of remoteness and a loss of personalised belonging (Mosse, 1964, p. 13). As Germany became modernized, its people began to feel alone in their own culture and began to desire closer association to their community. Joining the Volk (the people of Germany) was a focus to intellectually rebel against this new, modern world. The Volk was an intermediary between the extremes of individuality and the quest for cosmic identity (Mosse, 1964, p. 15). The effect of this National Socialist movement was that it served to replace the capitalistic philosophy and ended chances for personal upward mobility. Third

Eating Style Essay Example for Free

Eating Style EssaySince the time people lived on earth, most of them had the wildest dream of having a obedient life in a wonderful world close to utopia. What is utopia? Why do people like it? Utopia, which means a perfect world, community or society, is a book which describes a fictional island in the Atlantic Ocean. The island is said to be without war, law, poverty, and misery, and the people of the island have equality among themselves, pacifism, and happiness. In The Ohlone Way, a book write by Malcolm Margolin in 1978, he described the appearance of San Francisco Bay subject field about 6000 socio-economic classs ago. Ohlone, who is the first human who migrated from Asia many centuries ago, settled and inhabited the richest innate(p) wildlife refuge in North America. There were only over 10, 000 people who were said to be muscular and vigorous they divided themselves into 40 different tribelets. each tribelet has its own chief, language and rules. These 10,000 people were c bothed Indians, whose lives were peaceful and happy, like those people who lived in Utopia. During the colliery Age, peoples eating style was very simple. Their computer address of food all came from the internal world such as acorns, insects, beers, rabbit, fish, and most animals.In comparison with the modern societys eating style, their eating style was better for the ecosystem in many ways. Ohlone described that during the Stone Age, wildlife and forests were extremely rich and consisted of countless natural resources that provided ample and regular food for the Indians. Beside the other food sources, acorns were the most important and basic meal for the Indians the whole year round. Boy climbed the trees to shake the branches, men knocked the acorns down with long sticks, and everywhere there were people stooping and picking over the acorns on the ground (Margolin, 1978, p.42). An incalculable union of oak trees stood and spread around the hills and valleys. In the b ay area, trees such as black oaks and tanbark oaks grew. Trees grew many sweet and big acorns because of the rich soil and great weather. When all the acorns mellowed from the trees, the Indians would get together to pick up the acorns as much as they could. When picking the acorns, an Indian family would gather 1000 to 2000 pounds of acorns to produce sufficient supplying of food for the whole year. They employ acorns to make many kinds of food such as a soup, porridge, bread that were delicious and healthy.The acorn harvest, which was the biggest event of the year, was highly anticipated of by Indians. They did not adopt agriculture as their food source because of the richness of other resources. Moreover, under their ancient eating culture, the Indians accepted most animals as their food except those animals related to their religion. They ate insects, lizards, snakes, moles, mice, gophers, ground squirrels, wood rats, quail, doves. Song birds, rabbits, raccoons, foxes, deer, e lk, antelopes-indeed, the wildest conceivable variety of both small and large game (Margolin, 1978, p.24). Their ingestion of insects was surprising since it is a digusting thing among modern people. However, Indians enjoyed eating insects which consisted of the richest proteins. Insects such as grasshoppers were described as their common food and the yellow jacket grub was their favorite food. They were not exceptional eaters for they eat whatever they catch. Their eating habit did not harm the ecosystem and it preserved the natural world. In addition, during the Stone Age, animals were easy to see and hunt because a passel of different animals lived in the Bay Area.They did not hide in hiding places. It is impossible to estimate how many thousands of bears might have lived in the Bay Area at the time of the Ohlones (Margolin, 1978, p. 7). Besides the bears, there were many other animals, both large and small, who lived in the Bay Area. In hunting different kinds of large animals , Indians used a variety of hunting skills bears, deers, elks, or antelopes. Indian hunters were very proud of themselves whenever they succeeded in hunting a large animal, which they brought back to their tribelet to be shared at heart their group.The animals skin was given to the hunters wife for her to make a beautiful cloth. When everybody got their share of meat, some of the meat left were hung to dry for later use. Then, bones were used as tools such as awls, wedges, or tule saws. No part of the animal was wasted. Furthermore, rabbits were also countless in the Bay Area, so they were commonly hunted by Indians. Rabbits (jackrabbits, cottontails, and swing out rabbits) were an Ohlone mainstay, and were caught in great numbers (Margolin, 1978, p. 25). In hunting rabbits, Indians used their sticks, snares, slings, and bows and arrows .They greatly enjoyed the tastiness of rabbit meat. Rabbits spread around and were not scared of humans, so at times, Indians caught rabbits using their bare hands. After catching rabbits, they used the rabbits skin to make blankets or clothes and they used rabbits meat for food. The sea was also an important source of food for the Indians. In the Bay Area, water was abundant and contained a variety of seafoods. From so much water the Ohlones gathered an immense harvest of fish and waterbird (Margolin, 1978, p. 36).During the summer, they would use nets, harpoons, weirs and so on to fish salmon, sturgeon, and mussels. During the fall and spring, they would use nets or decoys to lift up ducks and geese. And during the winter, they would go to beaches to collect shellfish, clams, oysters, abalones. The shellfish was available the whole year. Living in the Bay Area, Ohlone had rich natural resources, which were good enough for their life. They did not need to grow plants or domestic animals for use in their family. What they only needed was to collect food from nature.On the other hand, one should look upon the modern society. Due to the expanding production of industrial agriculture today, people eat a lot of virulent foods containing chemical substances from pesticides, insecticides, and herbicides. Subsequently, the nutrients needed by plants were absorbed by wild grass. Farmers growing various kinds of plants use methods to shorten the growth period of vegetables and crops. This process reduces the food prices precisely it harms the body and environment. Also, during crop plantation, farmers clear the land through burning.A large amount of carbon dioxide goes into the air, causing pollution. This process contributes to global warming that can drastically change the worlds climate. The environment is being damaged more and more as time passes by. Another matter to consider is the farm industry. People who are compound in this industry keep animals such as pigs, cows and chickens confined. There is not enough lieu for animals to move. Animals live, eat, defecate and sleep in that tiny space for lif e. At times, these animal were not taken care of properly.There are some instances when these animals bring diseases to humans due to their waste products being drained in bodies of water and their breeding places which are not properly cleaned. Though animal foods were developed to make them more healthy, its sole purpose is for food processing. When comparison is do between the two mentioned period of society, it can be said that people from the Stone Age illustrate a more environment-friendly way of living and eating, man modern people should be more concern in the environment and their eating styles.People have to utilize natural resources more such as solar power, wind power, biomass energy, and geothermal energy. If this is not done, many lives might be destroyed when nature strikes back, for example, many cities nearby oceans would be flooded because of the melting of the poles. The adjacent generations would suffer the consequences of the modern worlds actions and they wo uld have less space to use. References Margolin,M. (1978) The Ohlone Way Indian Life in the San Francisco-Monterey Bay Area. Berkeley, Ca Heyday Books.

Great Pacific Garbage Patch Essay Example for Free

swell Pacific Garbage Patch EssayEverything that we throw into the environment as waste will always come blanket to haunt us in a larger form than we ever expected. With the level of consumerism that the society today have enjoyed because of the goods available in the market today, wastes in any case abound and with step forward proper disposal mechanisms, it has led to the degradation of the environment. More so, the convenience of producing commodities in the form of plastic has led more and more wastes to be move out in the environment. A great number of which has found their way into the oceans to become what is now termed as The Great Pacific Garbage Patch. It is noted for its relatively large size, the contents it has, and the area it has occupied. The Great Garbage Patch is an accumulation of plastic non-biodegradable wastes which have been dumped in the ocean or found its way to the ocean from the land. The bottom line is that there is a great amount of garbage foun d in the ocean that is brought about by human activities. It affects marine bread and butter and will later on impact on the health of human beings. Interestingly, it has been noted that the ratio of plastic wastes in the water to that of sea life is 6 is to 1 (The Great Garbage Patch, n. d. ).In light of this information, it is no longer a surprising fact that there are indeed a meaningful volume of plastics that have been accumulated in the ocean because of the amount of materials dumped in it. The area which this garbage occupies is around 500 nautical miles from the coast of California up to Japan (Jacquot, 2008). The impact it has over the quality of life in the ocean is devastating as it grew more than the zooplankton and affects life within it (Kostigen, 2008). It is indeed proven that the Great Pacific Garbage Patch has taken over a large area of the ocean.Knowledge of this term leads people to an informed judgment next cadence plastics are used and results to a heightene d consciousness in terms of their behavior. Moreover, private organizations should adhere to the use of biodegradable plastic or a similar engine room in order to help the environment. In the future, the efforts of the individuals and organizations will greatly help in saving the environment.ReferencesJacquote, J. (2008). The Great Pacific Garbage Patch Out of sight, of out of mind. Retrieved march 9, 2009, from http//www. treehugger.com/files/2008/02/great_pacific_garbage_patch. php. This site provides scientific and factual information regarding the Great Pacific Garbage Patch. Kostigen, T. (2008). The worlds largest dump The Great Pacific Garbage Patch. Retrieved March 9, 2009, from http//discovermagazine. com/2008/jul/10-the-worlds-largest-dump. It is an account of the authors experience in relation to the Great Pacific Garbage Patch. The great garbage patch. (n. d. ). Retrieved March 9, 2009 from http//www. greatgarbagepatch. org/. It basically provides information in order to persuade the readers to take action.

Business Analysis of Honeywell International

Business Analysis of H unityywell InternationalHoneywell International is a Fortune 100 global diversified engineering and manufacturing leader with revenues to the tune of $30.9 billion. The company has four strategic furrow units, videlicet Aerospace, Access and Control Solutions (ACS), Transportation transcriptions, and Specialty Materials. Honeywell employs almost 123,000 employees in more than 123 countries of which everywhere 10,000 ar employed in India. The organizational structure of Honeywell India is illustrated in )This thesis aims to formulate a design and implementation plan for a formalized onboarding curriculum for two of the Strategic Business Units (SBUs) of Access and Control Solutions (ACS) namely Honeywell gage Group (HSG) and ADI.Honeywell Security Group (HSG)Honeywell Security is an international supplier and distributor of electronic security systems and solutions. Honeywell Security is a business unit of Honeywell International, $34 billion diversi fied technology and manufacturing leader, serving clients worldwide with aerospace products and services stamp down technologies for buildings, homes and industry automotive products turbochargers and specialty materials. (Honeywell, 2010)Honeywell Security has an extraordinary range of solutions crossways intrusion detection, Video surveillance, access control technologies foundation net systems and invests everywhere $50 million a class in research and development. It has its engineering centers of excellence in the U.S., Canada, China, Korea, India, Scotland and France and leverages technologies that are developed elsewhere in Honeywell and brings them to the security business.Honeywell Security South Asia opeproportionns spans across Sri Lanka, Pakistan, Bangladesh, Nepal and early(a) South Asian countries with HQ in India. Headquartered at Gurgaon, Honeywell Security has gross revenue offices in Mumbai, Bangalore and Kolkata catering to any four corners of the country. An exponenti totallyy growing business unit of Honeywell International, Honeywell Security caters to all electronic security needs for Industrial, G overnment, Defense, Transportation, Commercial, Retail, Hotel, Hospital, Corporate Buildings, IT, ITES, Banking and withal the Residential market.Lines of BusinessVideo SystemsProducts range from basic camera systems to amply integrated systems cap sufficient of beting on LAN and over internet.Access Control SystemsSingle door applications to integrated enterprise level access control systems.Integrated Security SystemsUse of access control, alarm monitoring, video badging, digital video, CCTV, visitor management and perimeter intrusion detection on vindicator platform to provide a comprehensive security management solution integrated with process control, building management control and other enterprise level systems. infringement Detection SystemsIntrusion detection products ranging from the simplest door contact to the central st ation receiver.Home SystemsSophisticated end to end technology solutions for comfortable, secure informed living.In India, HSG employs around 61 employees constituting of about 33 sales employeesADIADI is a $1.8 billion leading distribution business encompassing security, fire, sound and low voltage products, with over 219 set-backes across North America, Europe, Mid-East Africa. ADI globally represents more than 700 leading vendors and is a global distributor for more than 80,000 products. ADI also partners with customers by providing business tools, products and services they need to erect their capabilities and grow their business. (Honeywell, 2010)Beginning 2006, ADI launched its distribution business in Asia with first three branches in India at Gurgaon, Bangalore Mumbai. ADI also has a team of sales professionals in cutting Delhi, Chandigarh, Lucknow, Jaipur, Pune, Ahmedabad, Chennai, Cochin and Hyderabad. ADIs goal in India is to build a successful distribution model to satisfy the burgeoning need for quality and cost-effective security, fire, sound and other low-voltage electronic products in the rapidly growing Indian economy.ADI in India represents over 40 leading industry brands in 7 product categories over 2000products and offers its customers a one stop shop value proposition at convenient branch locations, with multiple brands, local stocking, competitive pricing, training technical support and customer business centre all under one roof. In India, ADI employs about 120 employees constituting of about 82 sales employees.Lines of BusinessCCTVFixed Cameras, Speed attic Cameras, Digital Video Recorders (DVR), Monitors, Lens, Accessories.Intrusion AlarmWired Wireless Control Panels, Keypads, PIR, Panic Switch, Magnetic Contacts, Gas-leak detectors, Sounders, Sensors, Speech Dialers, Accessories.Home AutomationVideo Door Phones, Multi-apartment solutions, Home Systems, Accessories.Access ControlSingle Multi-door Controllers, Readers, Card s, Locking devices, Accessories.Fire AlarmConventional Addressable Control panels, Sensors Detectors, Call points, Notification Appliances, Initiation Devices, Accessories.SoundSpeakers, Amplifiers, Microphones, Intelligent PA Systems, Professional Audio, Accessories.Chapter 8 Problem StatementThe time taken for a sales employee currently to become productive, that is, start contributing effectively to the business at HSG and ADI divisions is about 6 months to a year. This trouble has been even more consistent in ADI since its entry into the Indian market in 2006. This has a direct concussion on productiveness and revenue generation. Productivity is defined by an employees doing of their key result areas (KRA) with a firsthand focus on address revenue achievement. Retention of employees is another concern especially at ADI. The attrition level is 13% at HSG and 31% at ADI year-to-date (YTD).This Management Research Report aims to actualise the key reasons for attrition in th e two divisions and the delays in productivity.Chapter 9 HypothesisAccording to a study conducted by the Aberdeen Group, 90% new hires make their finish about whether to stay in the company within 6 months of joining. Inspite of this and 88% of companies require onboarding programs of duration less than 6 months (Refer to ). Another research reveals that over 50% of new hire sales people leave voluntarily or are terminated before they even become productive.The above statistics evince the correlation amid a formalized onboarding program and the productivity of an employee thereby leading to the hypothesis that investing in a formalized onboarding program and other engagement initiatives improves productivity and retention of an employee and increases revenues. It is a cost that needs to be incurred by a company so that the employees become productive assets by generating poise revenue streams on a regular basis.Chapter 10 Approach and MethodologyApproachThis project is approac hed through a combination of primary and secondary researches. The primary research piece includes interviews with the business leaders, sales employees and human resource managers. The heading is to analyze the problem from the business, employees and the process owners perspective.The secondary research was conducted via published reports and white document about onboarding best practices. Once the results of the research were tabulated, an onboarding framework was designed averaged on the gaps identified between the current and desired state. A cost-benefit analysis is also conducted to estimate the effectiveness of the onboarding program.Lastly, through the use of Six Sigma tools, a Failure Modes and Effects Analyses (FMEA) study is undertaken for the proposed onboarding framework to identify, prioritize and mitigate potential risks associated with the program. At the end, both(prenominal) priority fill points are suggested for the implementation of the program.Research Met hodologyTwo questionnaires were rolled out for the research based on the initial inputs from the Human Resources team, namely for the business leaders and the sales employees.The questionnaires were sent to heads of the two SBUs and based on their availability, they were interviewed. The questionnaire for the business heads was designed with the intent of identifying the core issues in processes which might impede employee productivity (for example, recruitment policy, onboarding/training employees, performance evaluation or engagement) and to understand the desired state of a productive employee from the business leaders perspective.The second questionnaire was sent to a few of the sales employees at both of the SBUs. The sample employees selected for the interviews consisted of new sales employees who were about 6 months old in the organization. The others included some who contain been with Honeywell for over a year. The intent of the interview was to identify the key challenge s faced by the new employees in getting adequately oriented to the business.The secondary research was conducted with the intent of understanding onboarding best practices. Some of the published reports and white papers consulted were taken from Corporate Leadership Council (CLC), Aberdeen Group, Kaiser Associates, Bersin Associates and Gallup Consulting.Chapter 11 AnalysisEmployee Profile at ADI exercise Employee break-up by function in ADI Figure sales v/s Non-sales employee mixAs displayed in Figure 14 and 15, the sales function forms a study portion of the employee population in Honeywell ADI. Understanding that ADI is in the distribution business and the presence of numerous players, both organized and unorganized, makes the market extremely competitive and explains the sales driven nature of the organization.Figure conglomeration work experience of employees in ADI gross revenue DivisionThe division employs more skilled employees than fresh graduates (Figure 16). The max imum sales employee work force has a total work experience between 2-4 yearsFigure Work Experience in ADI Sales Division (in months)ADI has a fairly new workforce most employees have spent only about 6 months in the organization (Figure 17). This signifies that there is a high employee turnover in the ADI and people are being hired more frequently. Additionally, the loyalty of ADI employees seems to diminish over the years spent in the organization.Figure ADI Sales Employee sedulousness Experience ProfileMost sales employees have a background in security or IT. This implies that Honeywell aims to recruit as many people with a background in Security, although due to a lack of forthcoming skilled talent, they prefer to recruit from the IT industry, followed by distribution (Figure 18). A need for technical noesis is the reason for IT and security taking precedence over distribution. Other industries include telecommunications, computer hardware, FMCG, chemicals, dish television providers etc.Employee Profile at HSGFigure Employee break-up by function in HSGFigure Employee break up Sales v/s Non Sales HSGAs displayed in Figure 19 and 20, just kindred the ADI division, the sales function too forms a major portion of the employee population in the HSG division as well.Figure Total work experience of employees in HSG Sales DivisionThe division employs more skilled employees than fresh graduates (Figure 21). The maximum sales employee work force has a total work experience between 2-4 years. However this variation is less in HSG as compared to ADI.Figure Work Experience in HSG Sales Division (in month)Figure Composition of employees by land tenure in organization Comparative view HSG vs. ADIWhile experienced in the industry, HSG has a workforce new to Honeywell most employees have spent only about six months in the organization (Figure 22). However a comparative look at the composition of employees by tenure in the organization (Figure 23), suggests tha t there are a greater number of employees hired at a faster rate in ADI than HSG. In ADI. 37% of the employee population has spent six or less than six months in the organization as compared to 27% in HSG. Also there are a greater number of older employees in HSG than ADI. This suggests that employee retention is better in HSG than in ADI for employees who spend more than 36 months in the organization.Figure Sales Employee Industry Profile HSGMost sales employees have a background in IT or Security. This implies that Honeywell aims to recruit as many people with a background in Security, although due to a lack of available skilled talent, they prefer to recruit from the IT industry, followed by System Integration. A need for technical knowledge is the reason for IT and Security taking precedence over System Integration. (Figure 24)Interview ResultsInterviews with Business Leaders Challenges and Findings(Please refer to and for the details of the interview)This section summarizes th e key findings from the interviews conducted with the business leaders of the ADI (Harish Vellat) and HSG (Anil Mehra) Divisions respectively.ADI To enable the sales employee to have an intelligent conversation with the customer. action both product and category wise targets To get a good knowledge about both Honeywell and competitor products Understand the customer and preempt his expectations. distinctly state objectives and desired outcomes of the onboarding program to the employeesHSG Low awareness about the industry and hence lack of relevant talent. Lack of a formalized onboarding/ training register Challenge to administer employees based in remote locations No formalized feedback process to gauge the effectiveness of the onboarding program To bring the employees on board at the earliestInterviews with new-fangled Sales Employees FindingsADI Most respondents have relevant work experience. A lot of them have worked in the profile of a System Integrator. previous(prenominal ) employers Godrej, Vodaphone, Voltas, Sony Ericsson. The aggressive fast paced nature of work is a challenge. The product portfolios that the employees were handling at Honeywell are much larger as compared to their previous roles where it was much smaller. Employees smack a lack of in-depth knowledge about the products. Lack of limpidity of role/ processes Control measures implemented in case of lack of clearness Technical team, branch manager, colleagues. Most employees said that they prefer contacting their immediate colleagues first due to easy reach. Other employees supported the idea of having a buddy/mentorship system in mooring since it would serve as a platform for potential employees to take on higher rolesHSG Induction winded up too fast. Too much schooling in very little time Lack of clear understanding of the business models. People based in remote locations face a problem in reaching out to their RMs directly Changing the mindset of people to open up to a niche pr oduct/market Lack of clarity on processes especially order and collection processes Products are priced at par/high priced compared to competitors and the challenges are in justifying the product to them.Ideal versus Current State of New employee productivity at HoneywellCurrent State Time to Productivity Currently it takes about 6 months to a year for an employee to reach productivity selling Skills Employees sell skills is currently based on their previous work experience. They lack selling skills specific to Honeywell and the distribution model. Industry/ company knowledge Employees come from similar industries and have a fair understanding of the industry. However they lack the understanding of the impact of their contribution to Honeywell objectives. Product Knowledge Employees do not smack confident about their understanding of the products as they think the product trainings wind up too fast and the product portfolio is large. A few respondents also felt that Honeywell products are priced at par or higher than a few competitors and they find it challenging to justify the product to the customers. Learning internal processes (order, booking, preparing bill of quantities etc.) Employees do not feel comfortable with the processes and utilize previous work experience to comply with processes Build relationships with various functions (commercial, marketing, technical, supply chain etc.) Lack of interaction with marketing team, inadequate technical support strife in day to day selling activities (prospecting/ meeting customer) Employees selling skills is currently based on their previous work experience. Lack of clarity on everyday process which increases follow ups with managers/colleagues.Ideal State Time to Productivity Desired state would be to reduce the time to productivity to 3-4 months Selling skills Employees should be able to make an intelligent conversation with the customer. They should possess employee good prospecting skills and sh ould continuously communicate with the customers by asking questions, listening to them and collecting the information and thereby draw an action plan to approach the same. Industry/ company knowledge Productive employees should possess a thorough knowledge of the various products offered not only by Honeywell but also the competitors. These employees should be able to connect individual objectives to Honeywell objectives. Product knowledge The employees should have a deep understanding of the products. They should be able to bring out the strengths of each product to the customer to justify the price and add value. Learning internal processes (order, booking, preparing bill of quantities etc.) A productive employee should adhere to all internal processes from the start to the closure of an account customer evaluation, payment, order taking, billing Build relationships with various functions (commercial, marketing, technical, supply chain etc.) A productive employee needs to wor k in coherence with other functional teams to get better market information and tune the companys environment to market conditions (competitor moves, changing market trends, forecasting demand) Engagement in day to day selling activities (prospecting/ meeting customer) A productive employee consistently follows up with the customer, is extremely responsive to customer demands and prepares a plan of action from themselves.Summary of Ideal versus Current StateFigure Summary of Ideal versus Current StateThe current state of Actual versus Target Sales achievement and support Payouts is summarized below.Actual versus Target Sales and gain Margin deedMarket ShareTotal Market Size ($)349,000,000Market Share ADI%5%ADI Annual Revenue ($)17,450,000Total market size ($) quantify market share of ADI (%)ADI Gross Margin ($)13%Actual Gross Margin for ADIEmployee Targets Total Sales Employees in ADI82 New employees (not rated)32Revenue Target per employee per day (Rs.)80,000Revenue Target pe r employee per day ($)1818(1 USD = Rs. 44) working days23152 weeks times 5 working days per week minus 21 paid days off + 8 national holidaysAnnual Revenue Target per employee ($)420,000Sales target per employee per day times of working daysAnnual Revenue Target for ADI (all employees)34,440,000Annual Sales target per employee times total sales employees in ADIRevenueGross MarginDescriptionTargetsWeights in Sales Incentive Program75%25%Target per employee per day ($)1818N/AGross adjustment for ADI is 20%Annual target per employee ($)420,000N/AAnnual target per employee times of working daysAnnual target for the ADI division34,440,00020%Annual target per employee times total sales employees in ADIActual versus Target MismatchActual as a % of Target51%65.00% burthen (Actual as % of Target)38%16%75%25% weight to Revenue Gross Margin in SIPFigure Target Sales AchievementFigure 29 shows the actual versus target achievement by the sales employees at the ADI division. The total marke t size as mentioned before for the Electronic Security Market is USD 349 million. ADI accounts for about 5% of the total market share and its gross margin for FY2010 was recorded at 13%. There were 82 sales employees as of June 2010 of which 32 were new (less than 6 months old) and were not rated for performance. The Key Results Area (KRA) set for each sales employee includes Billing of Rs.80,000 (USD 1818) per day and meet weekly targets. For details of the all the KRAs please refer to . Assuming an employee has 5 working days in a week and there are 52 weeks in a year of which there are 21 paid leaves and 8 national holidays, the total number of working days is 231. The annual revenue per target is thus USD 420,000. For a typical sales employee at ADI the sales incentive program is split between individual revenue target achievement and ADIs gross margin target achievement. The gross margin target for ADI was set at 20%. The Individual revenue and gross margin SIP components are s plit in the ratio of 7525. Knowing the divisions annual revenue achievement in FY2010 was USD 17.45 million and the target revenue is USD 34.44 million, we can infer that the actual revenue as a percentage of target revenue was only 51%. Additionally the actual versus target gross margin achievement is calculated as 65% (13%/20%). Assigning the respective weights based on the SIP, the actual as a percentage of target achievement is 38% and 16% for the revenue and gross margin components respectively.These figures clearly suggest that the division is way behind achievements of its targets. A closer look at Figure 30 also supports the possible reasons for this mismatch.Bonus PayoutsBonus Payout (Actual versus Target)Payout % of target payout Planned exertion at 75% of target50%Performance at 100% of target100%Performance at one hundred thirty% of target200%Actual bonus payoutWhat % of target was bonus paid out Actual100% Sales employees who exceeded target performance (bonus payout 100%)25Honeywell Performance Development (HPD) 9 block rating (1,2,4) New employees who were not rated32Potential population at risk25 total sales employees in ADI ( of new employees not rated + sales employees who were paid bonus)Potential attrition rate30%Current attrition rate31%YTDFigure Bonus PayoutsFigure 30 illustrates the actual bonuses that were paid out in FY2010 to the ADI sales employees. The sales incentive policy distinguishes the payout at different levels of performance as followsFigure Sales Incentive PolicyPerformance LevelsPerformance Target Achievement %Payout (% of target payout)Threshold75%50%Target100%100%Maximumcxxx%200%Based on the limited data available, the number of employees who exceeded their performance and got a bonus payout of greater than 100% was estimated based on the performance ratings. Honeywell follows a 9-block performance rating matrix called the Honeywell Performance Development (HPD). The matrix is based on two parameters results an d behaviors with three rating scales namely Exceeds Honeywell Standards, At Honeywell Standards and Below Honeywell Standards. Additionally, the base salary to incentive is pay mix is in the ratio 6535. Refer to for the matrix. Based on the matrix, ratings 1, 2 and 4 signify exceeds standards ratings in one of the two parameters at least or both. There were 25 employees who received an HPD rating 1, 2 or 4, while the number of employees who were not rated since they were new is 32 in number. This means that the remaining 25 employees form part of the potential employees who are the risk of leaving the organization. This accounts for an attrition rate of around 30%. As per the data provided by the Human Resources team as well, the attrition rate was indicated as 31% YTD.