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Surabhi - 1164 - Individual Assignment II

The document discusses Ureed.com, an online marketplace for freelance translators founded by Nour Al Hassan. It started as a small Arabic translation firm with two employees working from home. It grew significantly by hiring more full-time staff and freelancers who worked virtually through the Ureed.com portal. The company established high quality standards and ensured freelancers were properly trained and certified. It faced challenges in scaling up while maintaining standards but addressed this through online testing, training courses, and a focus on developing employee skills.

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Aashutosh Bharre
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35 views

Surabhi - 1164 - Individual Assignment II

The document discusses Ureed.com, an online marketplace for freelance translators founded by Nour Al Hassan. It started as a small Arabic translation firm with two employees working from home. It grew significantly by hiring more full-time staff and freelancers who worked virtually through the Ureed.com portal. The company established high quality standards and ensured freelancers were properly trained and certified. It faced challenges in scaling up while maintaining standards but addressed this through online testing, training courses, and a focus on developing employee skills.

Uploaded by

Aashutosh Bharre
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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INDIAN INSTITUTE OF MANAGEMENT

BODH GAYA

HUMAN RESOURCE MANAGEMENT

Project Report on:


Ureed.com: A Marketplace for Languages

Submitted to
Prof Remya L.

Submitted By
Surabhi Singh
SEC- A
MBA/1164/07
INTRODUCTION

The lawsuit is about an Arabic translation firm that depended mainly on freelancers
instead of full-time employees. The number of freelancers has exploded. Nour Al
Hassan's leading firm, Tarjama, evolved into a corporation that handled freelancers
through an online portal.
The Arabic translation business was underdeveloped, and a standard, dependable,
and quick-response player was needed. Tarjama, which is owned and controlled by
women, came up with a business plan tailored to the Arabic translation industry. The
proprietor recruited a well-trained housekeeper with a knack for Arabic translation. She
provided outstanding services to her clients with her initial two staff. The working model
was also appropriate for Arab society as a whole. Women typically worked indoors,
and Tarjama allowed them to work from home full-time. The owner also admired the
work-from-home approach because it reduced office space costs.

ABOUT THE OWNER

Nour Al Hassan founded her first company with a friend, but it failed since all members
left. She continued to handle the company and began over. Raja 'a Abdelaziz, an ex-
legal translator, was employed by her. The company began operations in Amman, with
most of the first projects focusing on corporate translations and brochures. Al Hassan
compensated the employees once the client cleared the payments because the
company needed funds.
Al Hassan established a corporation in the United Arab Emirates to establish
accountability by hiring full-time staff and renting office space. Due to client concerns,
Tarjama guaranteed that the work produced was of the most excellent quality, and
clients noticed the difference between the work they received from the market and the
work they received from Tarjama.

HIRING

For Arabic translation testing, a test was created. The roles of senior, junior, and intern
were assigned. The pay scale was determined by geographical region and level of
skill.

FREELANCER

Employees at Tarjama were able to work from home. Aside from that, Ureed.com was
a marketplace where freelance and full-time writers could sell their writing services.
Ureed.com compensated its freelancers decently, which pleased the freelancers.
To strengthen the trustworthiness of freelancers, they also permitted translators to
keep a badge that showed they were certified by ureed.

CONNECTING THE CLIENTS

Clients came in all shapes and sizes, but they all offered stiff competition.
Disputes

Tarjama paid through an escrow account in case of payment conflicts, then examined
the promised work and asked clients to pay if there were no issues with the supplied
work. Marketing was carried out in order to attract more employers and keep
freelancers busy.

BRIDGING THE GAP

Ureed.com also opened an academy to provide MOOC to train the freelancers to get
better at their work.

FINAL CHALLENGES

To make more money, economies of scale were needed. People who want to run a
business need to speak a lot of different languages and work in a lot of different places.
Adding and managing more freelancers will help Al Hassan's business grow more
quickly with more clients, which is why he's afraid. The success of Tarjama is based
on how well they keep their standards up.

Besides the online test that checks the skills of freelancers, this is a good place to start.
The MOOC also helps freelancers work on their skills, which is good because they
need to improve. They should set up a separate department for training and
development at Tarjama. The department will be in charge of coming up with more
courses that Tarjama needs to take. To help amateurs who work for clients pick up the
growth that they want, there should be a standard course that they can follow. Also,
relying on just one person to teach new employees could backfire or put too much
pressure on AbdelAziz. AbdelAziz should be in charge of overseeing the training with
the help of other employees who work in the new department.

Training and development makes employees happier because it gives them better
chances for the future. People who work as freelancers will be happy to work more for
ureed.com if they see new things being added to their skills on a daily basis.

Al Hassan's goals aren't too high because there is a lot of demand for translations of
niche languages, and if they don't meet that demand, someone else might come in
and take the market.

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