Project by: Ravina Kuttikar

Roll No: 1331

Goa University



Qyster Diagnostics & Services (P) Ltd

Facts:
1. Qyster Diagnostics and Services Pvt Ltd (QDSPL), is a Reagent manufacturing
company with a national wide market presence and operating with a large range of
multi utility product ranges.
2. Qyster is growing and diversifying into various businesses,
3. Qyster is one of its kind which is into multiple business lines in the chemical industry
4. Management issues for 8 companies under one umbrella handling almost similar
products in the same markets while selling them under different brands.
5. All the products of the companies enjoy a national wide market presence.
6. Total workforce of Qyster is 338 people of whom 250 of the workforce belong to the
sales and marketing department.
7. It has grown from 20 lakh turnover in the year of its inception to 200 crores.
8. Operating in a market that grows over 15% in the last 5 years, QSDPL has been
consistently growing at 20% annually.
9. Retention of employee
10. They have eight products selling under different brand
11. There has been no formal structure that has been set up since the time of the inception
of the company
12. There has been no structured and systematic performance appraisal system that has
been adopted by the organisation
13. There has been a very weird method of assigning designations to people and also
promoting them

Analysis:
Qyster is a goan based firm was started by three directors. Three of them belonged to sales
production and R & D departments. It has grown from 7 people Company to 300 People
Company. Currently it employs 338 people out of which 250 employees belongs to sales
team. It has very big and strong sales team. Its turnover has increased from 20 lakh to 200
crores over the years. QSDPL has 8 divisions. QSDPL, Oral, Spasm, Ph2, Remko, Orzin,
Criza, Power are 8 divisions producing and selling various product lines in the chemical
reagent industry. All the products of the companies enjoy a national wide market presence.
Tax holiday was the reason why it came up with new product each time under different
brand. In these cases performance management and competency mapping can be used.
Because there was no proper career growth for employees at Qyster, there are cases where
people were in same position for 10-11 years performing similar kind of job and role.


Another thing is that irrespective of the designation all employees had to do sales right from
trainees to directors. These clearly shows that job responsibilities, Roles, job description,
KRAs, KPI, related to job were not properly identified. Qyster were not able to retain their
trained employees and lost most of their trained staff to the competitors because they were
not able to offer them same salary as their competitor was offering for the same position.
Their HR system is not in place even to date, the appraisals, recruitment and grievance
handling is typically done by the functional heads. They dont have proper parameters for
performance appraisal system department heads come up with their own parameters every
time while appraising their subordinates which is not fair. There has been no formal structure
since organization has been set up. there has been a very weird method of assigning
designations to people and also promoting them theres a case where a person asked for
higher designation and he was given a designation these clearly shows that there is no proper
system or grounds on which person will be given higher rank in the organization they didnt
check whether he was ready to take up that job and handle responsibilities associated with
that designation.

Problem:
Method of assigning designations to employees.
No formal organizational structure.
Solution:
Entire system needs to be updated.
There should be clarity in roles/job.
Justification:
There should be different departments to handle different activities. There needs to be
clarity in who is supposed to do what tasks. HR should be in place Hr policies and
systems should be in place.
There should be clarity in roles / job. Competencies which are required to perform
should be identified. Job and roles and responsibilities associated with that job should
be identified.