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RELIANCE – ADA GROUP
The Reliance – Anil Dhirubhai Ambani Group is among India’s top three private sector business houses on all major financial parameters, with a market capitalisation of Rs.100,000 crore (US$ 22 billion), net assets in excess of Rs.31,500 crore (US$ 7 billion), and net worth to the tune of Rs.27,500 crore (US$ 6 billion). Across different companies, the group has a customer base of over 50 million, the largest in India, and a shareholder base of over 8 million, among the largest in the world. Aman
HRM refers to practices and policies framed for the management of human resources in an organization, including Recruiting, screening, rewarding and appraising.” For any business to run one needs four M’s namely Man, Money, Machine and Material. Managing other three resources other than men, are easy to handle. Men are very difficult to handle because no two human beings are similar in all way. Handling humans is more important for any business because human being have crucial potential that may be very profitable for the business. And these potential can be developed to an unlimited extent if they are provided with proper environment. Aman
HR IN RELIANCE
This presentation is meant for giving a complete idea as to how the Reliance HR handles and manages the Human Resources i.e. its vast pool of talent at Anil Dhirubhai Ambani Group. Proficient HR management consulting can enhance the efficiency of business houses and result in considerable savings, in terms of both time and money. HR consulting supports businesses in refinement their human resource processes. Thus, this report gives an overview of how the company works as a proficient HR consultancy house. Harpreet
PRESIDENT HR CEO
ENTITY HR CIRCLE HR
1. CORPORATE HR : Activities taken up: Policy making • Implementing suggestions - HEWITT CONSULTANT • Strategic planning • 2. ENTITY HR: Activities taken up: Execution of policies and practices • Targets for recruitment of Circle HR • 3. CIRCLE HR: Activities taken up: Recruitment • Appointment • Training • Payroll • Employees issues • Harpreet
HUMAN RESOURCE PRACTICIES
It implies Customary way of operations and behaviour, translating idea into action, and knowledge of how something is usually done. In simple term, it is to apply principles or policies.
• • • • • • • • • • Safe, Healthy & Happy Workplace Open Book Management Style Performance Linked Bonuses 360-Degree Performance Management Feedback System Fair Evaluation System for Employees Knowledge Sharing Highlight Performers Open House Discussions & Feedback Mechanisms Reward Ceremonies Delight Employees with the Unexpected
1. Safe, Healthy & Happy Workplace Creating a safe, healthy and happy workplace will ensure that your employees feel at home and stay with your organization for a very long time. Capture their pulse through employee surveys. 2. Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data, etc., ensures that the employees are as enthusiastic about the business as the management. 3. Performance-linked Bonuses Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. 4. 360-Degree Performance Management Feedback System This system, which solicits feedback from seniors (including the boss), peers and subordinates, has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feedback for self development. 5. Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well-defined reporting relationships. Self-rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counselings and achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross-functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager is another tool for fairness of evaluation. Normalisaion of evaluation is yet another dimension of improving fairness.
6. Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas (implemented at the work place) are good to be posted on these knowledge sharing platforms. However, what to store and how to maintain a knowledge base requires deep thinking to avoid clutter. 7. Highlight Performers Create profiles of top performers and make these visible though company intranet, display boards, etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements. 8. Open House Discussions & Feedback Mechanism Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents Diaries are the building blocks that can help the Managers to identify and develop talent. 9. Reward Ceremonies Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum. 10. Delight Employees with the Unexpected The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.
HUMAN RESOURCE POLICIES
Human Resource Policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning. Purposes:• HR policies allow an organisation to be clear with employees on: • The nature of the organisation • What they should expect from the company • What the company expects of them • How policies and procedures work at your company • What is acceptable and unacceptable behaviour • The consequences of unacceptable behaviour BHUPENDER KUMAR
• Manpower Planning • Recruitment & Selection • Compensation Structure • Leave Policy • Induction and Placement • Coordination • Employees Issues • HR Audit • Training • Performance appraisal • Motivation • Transfers • Labor welfare Depti N anuja
MANPOWER PLANNING • adequate supply • Proper quantity & quality • Effective utilization of HR Recruitment • Linking function • searching prospective employees • Stimulating employees to apply Selection • Picking up individuals with competence and qualification Placement • Assigning a specific rank and responsibility Induction • Welcoming process employees • Sense of belongingness Training • Act of increasing knowledge and skill Motivation • Energizes for effectiveness HR Audit • Checking performance of human resource Coordination • Orderly arrangement of group efforts. • Brings Unity of Action
Compensation • Money received for performance • Addition benefits Performance Appraisal • Evaluating & judging performance Leave Policy • Criteria of taking leave Transfer • Change in job assignment Labor Welfare • Moral and economic betterment Employee Issues • Maintaining employee - employer relationship
BIBLIOGRAPHY & REFERENCES
For the purpose of the preparation of the project and giving it the valuable paper form, with an intention that this information can be used by other also, a helping hand is taken from the most precious reserve of the knowledge i.e. the books • • • • • • • The websites concerned are gm.relianceada.com www.reliancecommunications.co.in www.relianceadagroup.com www.google.com www.scribd.com www.dhirubhai.net www.reliancehrservices.com