HR PROJECT MANAGEMENT
Sigma's broad industry experience and expertise in Techincal Staffing
management, enable us to support large HR program requirements in
a variety of ways. The combination or blending of Sigma's diverse
staffing services has supported initiatives such as:
1. Large scale, regular full-time recruitment and hiring needs
2. Divesture and Internal, large-team reassignment processes
3. Seasonal staffing ramp-ups with short planning intervals
4. Development and implementation of complete infrastructures for
start-up or joining-ventures.
4. Administration of large, annual Internship Programs - Organizational
The benefits of Techincal Staffing management and implementation
1. Your ability to continue to focus on critical, day-to-day HR planning
and business needs.
2. Greatly expanded capabilities due to the increased resources and
previous experience of Sigma
3. Less cost due to the temporary nature of increased staff resources
Recruitment and Hiring Projects
American-based automobile company in Chennai launched
a regular full-time hiring initiative with a very compressed timeline
1. The company's HR personal was concerned about meeting the
special hiring needs time line while handling the on-going employment
requirements for the rest of the business.
2. Some portion of the employment process would need to be augmented
to handle the increased work load.
1. After meeting with the employment leadership and assessing
their process, goals and expectations - Sigma proposed a staff augmentation
2. Sigma recruited experienced employment specialists to handle the
processing of resumes and screening of candidates, leaving the final
selection and presentation of candidates to the company's recruiting
1. The six contract employment specialists enabled the company
to reach its goal of hiring, more than 80 additional, regular full
time staff within the compressed two-month time frame.
2. Staffing support to the rest of the company was not diminished.
3. At the conclusion of the hiring period the contract staff went
away negating the possibilities of costly layoffs.
DIVESTURE / REASSIGNMENT PROJECTS
1. A large Engineering firm in Mumbai, India with a high
regard for treating its employees well divested a product division,
creating a reassignment and transition challenges for many key employees
in a different region.
2. Look-alike employee data and processing systems were created in
the new division. This process created work for the HR group.
The General Manager responsible for employee services expected
the service volume and quality levels to remain high, even while
the HR team would also split some making the move to the new division.
2. The divestiture and transition would be accomplished over a five-month
period. With the split of the HR term itself, the project seemed
set up to fail without assistance.
1. Sigma met the management to determine the timelines, goals and
2. The solution called for a team manager to coordinate with the
company while giving oversight to some 20 input and consultants were
contracted to work on the new division until the required employees
transferred to the new setup.
3. Recruited were individuals strong in technical and in functional
areas and from the similar industries. So that they could be flexibly
used during the different stages of the process.
The reassignment and processing of 200 employees were accomplished
2. The contract support team was used in various capacities throughout
the project due to their flexible capabilities and knowledge. Service
expectations were met in both the sending and receiving divisions
without a stoppage in productions and the functions of the company.
A prominent technology firm had begun the strategic planning
for a locally based start-up, joint-venture web development firm.
The new firm would be managed locally and initially staffed with
key, individuals from both technology businesses.
The start-up needed to develop its own HR infrastructure,
processes and policies to allow it to recruit, hire and retain talent
to be competitive in the market space. HR leadership was needed to
guide the infrastructure development and provide support to the organisation
and its launch.
1. Sigma recruited a HR head, which the company hired.
2. Sigma developed appropriate employment and compliance policies,
including a comprehensive employee handbook and safety plan and a
coordinated benefits broker to manage the development and installation
of competitive benefits.
3. Sigma conducted a competitive market and salary analysis, developed
a complete compensation program including the base salary structure,
short and long-term incentives, a bonus plan and executive compensation
The new firm was positioned in its market space to competitively
attract and retain the talent it needs to succeed. Executive pay
was changed to reflect local market conditions and a robust benefits
package will help with recruitment.
2. The company's benefits and policy information were delivered in
a standard format making it electronically available to employees