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With special reference to ADITYA BIRLA GROUP GRASIM I DUSTRIES
R.M.C Division Head Office - MUMBAI
Submitted To TILAK MAHARASHTRA U IVERSITY, PU E Submitted by SATISH PRAKASH GOYAL MBA- H.R (2007-2009)
I STITUTE OF BUSI ESS STUDIES & RESEARCH
IBSAR Navi Mumbai (email@example.com) Page 1
Table of Contents CHAPTER O.
1 2 3 4 5 6
Acknowledgement Executive Summary Company Profile Organizational Chart Introduction About the project Recruitment Selection Performance Appraisal Training & Development Talent Management Job Analysis Organisation Structure Human Resource Information System Company Philosophy Exit Interview
3 8 9 16 18 20 22 25 28 34 40 42 47 51 56 58
7 8 9 10 11 12
Learnings Observations & Findings Recommendations Nomenclatures and Abbreviations Limitations & Bibliography Annexure
65 66 67 68 69 71
IBSAR Navi Mumbai (firstname.lastname@example.org)
It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception. On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages. Without their active guidance, help, cooperation & encouragement, I would not have made headway in the project. I would like to express my sincere thanks to Major P.K.Das (GM-HR,Grasim Industries) who gave me the opportunity to work with such an esteemed organization. I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR) who has continuously guided me & supported in all the tasks by giving me valuable insight into issues like the meaning of HR practices, its uses, objectives and tools as well as steps to be considered in developing and studying an organizational structure. I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me enough support & cooperation to me by finding time from her hectic schedule. I also thank her for guiding me, clearing the doubts & advising me in the right time to make this project a real learning experience. I am thankful to the entire employee at Grasim Industries (RMC Div.) for their cooperation during the internship. Last but not the least, I would thank Dr.M.L.Monga,( Executive Director), Dr.Ginlianlal Buhril, (Director, Navi Mumbai) , Mr.Anurag Shrivastava,(Asst.Dir.) & all my lecturers for giving me an opportunity to work with such an esteemed organization ,guiding& encouraging me throughout.
Thanking You: Satish P.Goyal
IBSAR Navi Mumbai (email@example.com)
: : IBSAR Navi Mumbai (satishpgoyal@yahoo. Satish P.a candidate for the MBA June (2007-2009) Examination of Tilak Maharashtra University.in) Page 4 .Goyal . avi Mumbai.co. worked under Aditya Birla Group ( Grasim Industries ) is a bonafide work carried out by Mr. ame : Dr. Pune under my guidance and direction.Ginlianlal Buhril Designation : Director Address Date Place : IBSAR.CERTIFICATE FROM THE FACULTY GUIDE This is to certify that the project work entitled “Study of HR Practices & Process of Performance Appraisal ”. Signature of the Guide.
in) Page 5 .co.CERTIFICATE FROM THE U IVERSITY This is to certify that the project work entitled “Study of HR Practices & Process of Performance Appraisal ”. a candidate for the MBA June (2007-2009) Examination of Tilak Maharashtra University. The project report has been approved as it satisfies the academic requirements in respect of project work prescribed for the Masters of Business Administration Degree. Satish P.Goyal . Pune. worked under Aditya Birla Group ( Grasim Industries ) is a bonafide work carried out by Mr. Head : Internal Guide : External Guide: Date Place : : IBSAR Navi Mumbai (satishpgoyal@yahoo.
its implications & the benefits. based on the primary research in Ultratech Cement Limited. With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle functions. The project is aimed to cover maximum knowledge of the HR practices followed in the organization and how the performance is evaluated of employees. how data is maintained and finally the evaluation done. what primary factors are considered . So with this reference the project titled Study of Study of HR practices & process of Performance Appraisal has been conducted. what does compensation & cost to company means and the steps of performance appraisal.R. and helping them to both continuously grow and contribute their best to the organizations. The realization has come about because of increasing complexity of the task of managers and administrators.Executive SummaryThe importance of personnel management is being increasingly realized in industrial and nonindustrial organization both in India and abroad. retaining them. are now viewed as the most critical problems.. Here the HR practices of the company have been explained to understand how the company follows these practices and the performance appraisal process adopted. Selection done. In most organizations the problems of getting the competent and relevant people. The practical knowledge has been gained mainly by observing all the activities taking place in the H. Training Calendar prepared.in) Page 6 . IBSAR Navi Mumbai (satishpgoyal@yahoo.R. It emphasizes on the importance of a clear cut organization structure and culture to avoid any confusion in order to achieve maximum result with minimum resources. department. RMC Division has been prepared to get a better insight into the management practices adopted by UTCL with reference to HR Policies prepared by the HR department in organization. how it is practically implemented.co. keeping up their motivation and morale. This is a brief study done to have understanding of the subject H. why it is necessary.
• Among the top 5 mobile telephony companies. China. Philippines. The group has an annual turnover of US$ 24 billion and has over 1. USA. Luxembourg.00. Australia.000 employees belonging to over 25 different nationalities on its rolls. France. as well as India's leading copper producer. Canada.co. Germany. IBSAR Navi Mumbai (satishpgoyal@yahoo. is a Fortune 500 Company. Hindalco: It has established been in 1958. It is also the largest aluminium rolling company and one of the 3 biggest producers of primary aluminium in Asia. Aditya Birla Group has its presence in 20 countries – India. Its copper smelter is today the world's largest custom smelter at a single location.Company Profile Aditya Birla Group is India's first truly multinational corporation.in) Page 7 . Globally the Aditya Birla Group is: • A metals powerhouse. In 2007. Hungary. Indonesia. Malaysia and Korea. Hindalco acquired Novelis and in the process became the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Egypt. Laos. • The 2nd largest player in viscose filament yarn. Italy. • The 2nd largest in the Chlor-alkali sector. Brazil. Thailand. In India: • A premier branded garments player. Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Switzerland. Hindalco. Hindalco deals in Aluminium and Copper and is an industry leader in both. from its fold. UK. among the world’s most cost-efficient aluminium and copper producers.
Grasim acquired the well-known Dharani Cements Ltd situated at Reddipalayam. IT services. It is the country's largest exporter of cement clinker. Soon after the acquisition. branded garments. carbon black. Its export market includes countries around the Indian Ocean. Now a day the cement division of the Grasim industries Limited works under the banner of the Ultratech Cement limited (UTCL). GRASIM I DUSTRIES LIMITED is the flagship company of Aditya Birla Group. Africa. textiles and insulators. Portland Blast Furnace Slag Cement and Portland Pozzolana Cement. telecom. Grasim itself is a multi-product company with cement being the major area of focus. through its subsidiaries and joint ventures has made forays into life insurance. Grasim embarked on a most prestigious project of one million top capacity cement plant at the existing locations. asset management and other financial services.in) Page 8 . Aditya Birla Nuvo. In August 1998. READY MIX CO CRETE IBSAR Navi Mumbai (satishpgoyal@yahoo. fertilizers. Perambalur District.co. business process outsourcing (BPO).Ultra Tech Cement manufactures and markets Ordinary Portland Cement.Aditya Birla uvo: Aditya Birla Nuvo is a diversified business conglomerate with interests in viscose filament yarn (VFY). Together the two companies under the group account for a substantial share of the cement market in India. UltraTech cement comprises the erstwhile cement business of L&T which was acquired by the group. Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech cement. Europe and the Middle East.
The secret of good concrete lies in the degree of quality control and technical parameters of the mix. factories. Today. aggregate (generally gravel and sand). To ensure quality. This type of concrete is sometimes transported in an agitator truck and is also known as transit-mixed concrete. water and admixtures. each and IBSAR Navi Mumbai (satishpgoyal@yahoo.Concrete is a hardened building material created by combining a binder i. maintains a high level of precision in its quality assurance procedures and produces world-class concrete that comes in a package of highly reliable durability.co. it acquires a stone-like consistency that makes it ideal for constructing roads.in) Page 9 . it is only one of several components in modern concrete. And an art because it is not just the accurate proportioning which determines the quality of concrete. Concrete is used more than any other man made material on the planet. Shrink-mixed concrete is partially mixed at the central plant and its mixing is then completed en route to the site. when Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement came into existence. compacted. As concrete dries. strength and performance. railroads. which makes good concrete better. when several large docks and bridges were constructed. cement (commonly Portland cement). UltraTech Concrete makes good concrete better because the company takes extra care to make sure it is perfect both ways — proportion wise and handling wise. the Aditya Birla Group Company. Ready or pre-mixed concrete is batched and mixed at a central plant before it is delivered to a site. airports. UltraTech. different types of concrete are categorized according to their method of installation. waterways. mass transit systems. it was not widely used until World War II. It was in 1824. water supply and sewage systems. The making of concrete is a science as well as an art. Science because the right proportions of all the ingredients as per the standard Bureau of Indian Standards (BIS) code assures the desired strength and durability.e. However. Although people commonly use the word cement as a synonym for concrete. bridges. but the way it is mixed. placed. cured and protected also play a great role.
To maintain the correct water-cement ratio. moisture etc. transportation. shape. sugar. impact value and crushing value etc. it's all about putting together the right ingredients for that perfect recipe. organic materials is IBSAR Navi Mumbai (satishpgoyal@yahoo. clay. alkalies.every sample of concrete passes through stringent tests in fresh and hardened state to ensure strength. protected from weathering conditions and influence of external environment such as air. salts. gradation. free from impurities such as oil. acids. UltraTech Concrete directly purchases sand from selected and approved suppliers tested for moisture content.in) Page 10 . which affect the concrete quality and durability. weeds and other organic materials. These coarse aggregates are a vital ingredient of good concrete. salts and organic materials to prevent shrinkage cracks.co. durability and performance. Clearly. is an important ingredient of concrete. UltraTech Concrete plant uses fresh cement directly procured from the cement plants through cement bulkers. Coarse aggregates Coarse aggregates — free from clay. tested as per BIS for size. UltraTech Concrete directly sources the aggregates from selected and approved suppliers. Fine aggregate Sand. placing of concrete till testing of concrete — UltraTech ensures flawless operation in every stage. Water Potable water. cubical or rounded with a combination of different sizes and not elongated or flaky — ensure proper strength of the concrete and make it non-porous.. which in turn pump it directly into the concrete silos thus protecting it from the external environment. Cement Fresh cement. How does UltraTech Concrete make good concrete better? Right from selecting the raw materials to batching and mixing. UltraTech Concrete plants use moisture sensors and an automatic water correction procedure. the fine aggregate used in concrete must be free from silt.
It uses a computerized recipe for the raw mix design (cement : sand : coarse aggregate : water : admixture) and quantities of raw materials are weighed automatically as per the design mix. Placing the concrete is expedited scientifically by specialized delivery trucks. Admixture Admixtures used in concrete during mixing ensures its workability (the ease of placing of concrete in moulds) and the setting time is carefully chosen from reputed companies. Mixing is generally done through high efficiency pan mixers (machine mixers / turbo mixer) to ensure uniform and consistent quality concrete. IBSAR Navi Mumbai (satishpgoyal@yahoo. The workability is measured for every batch through the slump cone and is controlled using a scientific method of dosing. is pre-designed through a scientific mix design as per the BIS standards and kept constant throughout to maintain the consistency in quality for a particular mix. Transportation The transport of concrete from its place of mixing to the delivery point is very critical. as there is possibility of the concrete drying out and losing its workability and plasticity. UltraTech Concrete transports concrete from its ready mix concrete plants to the site through transit mixers. Qualified and experienced engineers monitor the entire operation. the concrete is pumped to the actual point of concreting using high efficiency concrete pumps. Further. thus maintaining the homogeneity of the concrete throughout the transit till the final deposition. UltraTech Concrete uses water tested at frequent intervals and uses water purifiers whenever necessary.in) Page 11 . very important to satisfy the strength and durability criteria of concrete. UltraTech Concrete is equipped with computerized batching and mixing plants to strictly monitor the quality of the concrete.ideal for concrete. The water-cement ratio.co.
In India. sustainable livelihood. Over 50 per cent of its revenues flow from its overseas operations.000 employees.700 villages Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development.co. belonging to 25 different nationalities. spearheaded by Mrs. Rajashree Birla Focusing on: health care. infrastructure and espousing social cause. the Group has been adjudged “The Best Employer in India and among the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal Study 2007. IBSAR Navi Mumbai (satishpgoyal@yahoo.It is anchored by an extraordinary force of 100. education. Beyond business — the Aditya Birla Group is: Working in 3.in) Page 12 . .
Vision of the company: To be a premium global conglomerate with a clear focus on each business. Passion. Commitment. Seamlessness. Integrity. Mission of the company: To deliver superior value to the customers. of beliefs. it requires leadership of principles. when they understand the organization. People understand an organization through its values by experiencing the culture that values create and by using the systems and processes that values define. of conviction.About Ultratech Cement Ltd Ultratech Cement Ltd is having its own vision. In large organizations. such shared understanding cannot be created through leadership of individuals alone.co. Speed.in) Page 13 . Values of the company: People contribute when they relate to an organization and they relate. employees and society at large. These together constitute what they call their “Value”. IBSAR Navi Mumbai (satishpgoyal@yahoo. shareholders. mission and values.
co.Organizational Chart RMC Central IBSAR Navi Mumbai (firstname.lastname@example.org) Page 14 .
Service Head Operation Head F&C Head SCM Head Projects Head Sales Head Mktg Head O&M Head IT Head Aggregate Head logistics IBSAR Navi Mumbai (email@example.com) firstname.lastname@example.org) Page 15 .Head RMC Head HR Head Mktg & Sales Head Tech.
Development MS/PM S Training School Zonal Coordinators North/East/West/South City HR/IR & Safety IBSAR Navi Mumbai (satishpgoyal@yahoo.RMC HR Head HR Recruitment specialist Assistant Poornat a/MIS Org.co.in) Page 16 .co.in) satishpgoyal@yahoo.
• Employees’ clarity on HR policies • Employees’ clarity on roles. and to gain the competitive advantage of a workforce strategically aligned with the organization’s goals and objectives. well-communicated. fairness) • Measurement of HR policy violation • Average time required to fill vacancies • Proportion of training programs resulting in productivity improvement • Staff attrition rate • Understanding / Clarity of the Organizational philosophy • Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects IBSAR Navi Mumbai (satishpgoyal@yahoo. good planning and the development of effective practices make regulatory compliance much easier.co. effective. KPI's For HR PRACTICES Some of the key performance indicators for Human Resources include but are not limited to the following. HR practices helps in increasing the productivity and quality. HR and business practices as it depends on meeting the requirements of mandated laws and regulations.in) Page 17 .Introduction HR PRACTICES The success of any business depends as much on appropriate. In fact. responsibilities and expectations • Development of qualitative staff • Number of HR issues arising for which there are no clear policies and guidelines • Competitiveness of compensation structure relative to industry benchmark • Usefulness and accuracy of compensation survey • Lead time to respond to staff welfare issues • Employees’ assessment of promotion criteria and process (clarity.
• Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy • Develop KPI's for each of the strategic objectives. The success of company motivates the employees of organization to continue relationship with it. As The Transparent HR practices can reduce attrition. • Track and measure performance Human Resources Best Practices The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done.co. We should know that these figures put the company in a good light while also presenting themselves as engaging and competitive for company’s recruitment efforts. By following this. It gives the suitable working environment to the employees. As all the employees Perks chart has been mentioned according to their designation in the HR practices. the organization does its whole work process. So it creates a transparency. and to gain the competitive advantage of a workforce strategically aligned with the organization’s goals and objectives. OBJECTIVE OF HR PRACTICES:The main objective of HR Practices is to differentiate the organization from its competitors by effective and efficient HR Practices. but also ensure a greater level of efficiency. Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the company’s budget while remaining attractive and competitive enough to pull in the very best talent possible. timeliness and quality as it accomplishes increases productivity overall.in) Page 18 . The objective of HR Practices is to increase productivity and quality. BecauseTransparent HR practices ensure continuous business growth in every organization. it helps the employees to know what their perks charts are. IBSAR Navi Mumbai (satishpgoyal@yahoo.
It helps the organization to manage not only the people of the organization but to manage all the working processes in it also. So the study of the HR Practices means basically the brief study of all HR functions in the organization. All companies are having their HR Practices but the company who is having the best. The HR management is done according to the HR Practices of the company.in) Page 19 . To understand the work culture of the organization. It also helps the organization to achieve the target of the organization. effective HR Practices. is the most successful company among its competitors. The HR policies of the organization have been mentioned in the HR Practices. All the rules & regulations for the employees have been also mentioned in this. How these HR Practices help any organization to know its stand in the market and to be competitive by implementing good HR Practices for their employees. I believe the HR Practices is a vital part of an organization. To understand how the organization would achieve its goals by implementing good HR Practices. Which things to be done and which things should not be done depend upon this only. The main objective of the project is To understand the HR practices followed & Process of Performance Appraisal. To know what are the uses of HR practices for any organization.OBJECTIVE of the PROJECT As we know the whole function of HR department depends upon the HR Practices of the organization. So the company can get success within its competitors by applying best.co. HR function is very important in every organization. HR is IBSAR Navi Mumbai (satishpgoyal@yahoo. All the welfare of the employees’ processes is also mentioned in this. which helps the organization to achieve the goal of the organization.
integration. Since every organization is made up of people.co. revisit. and activities designed and carried out. organizing. train and develop members for an organization. development. This is effectively done with the help of alignment & integration of HR policies & strategies with business goal & objectives.management function that helps managers to recruit. So. select. compensation. functions. maintenance and separation of human resources to the end so that individual. HRM is planning.in) Page 20 . developing their skills. organizational and social objectives are accomplished. Human Resource Management initiatives in any Organization endeavor to change. HR practices of ULTRATECH Cement Ltd (RMC Division) Effective and Efficient HR practices are very much important for every organization. motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential for achieving organizational objectives. acquiring their services. revitalize & restructure the Organization architecture. redefine. The HR practices of Ultratech Cement Ltd (RMC Division) are as follows: IBSAR Navi Mumbai (satishpgoyal@yahoo. UTCL has also its HR Practices. Definition of HRMHRM is concerned with the people dimensions in management. HR refers to set of programs. directing and controlling of the procurement. which helps it a lot to achieve the targets. Obviously HR is concerned with the people’s dimensions in organizations. reinvent. renew.
• To search for talent globally and not just within the company. • To design entry pay that competes on quality but not on quantum. • To develop an organisational culture that attracts competent people to the company.co. Flippo has defined it as “ the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment and Selection: RECRUITME TIt is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. IBSAR Navi Mumbai (email@example.com. “ OBJECTIVES of RECRUITME T • To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies. • To infuse fresh blood at all levels of the organization. • To anticipate and find people for positions that do not exists yet.in) Page 21 .
PROCESS • Finding out the requirement (hiring vs. kind of employees needed.in) Page 22 . Governmental factors IBSAR Navi Mumbai (satishpgoyal@yahoo. • Developing suitable techniques to attract suitable candidates. • Stimulating as many candidates as possible. services Role of trade unions Cost of recruitment Company’s name & fame. exit).co. EXTER AL FACTORS Socio-economic factors Supply & Demand factors Employment Rate Labour market conditions Political. upcoming vacancies. Legal. FACTORS affecting RECRUITME T I TER AL FACTORS Employer’s brand Company’s pay package Quality of work life Organisation culture Career planning & growth Company’s size Company’s products.
it is important to have a well-defined recruitment policy in place.SOURCES of RECRUITME T I TER AL SOURCES Present employees Retired employees Dependent of present Employee Referrals Trade Unions Walk-ins Head Hunting Mergers & Acquisitions E-Recruitment EXTER AL SOURCES Campus Recruitment Private employment consultant Data Banks Casual Applicants It helps in translating Business Strategy into people requirements.in) Page 23 . Hence. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. organizations have to respond quickly to requirements for people. campus recruitment.co. which can be executed effectively to get the best fits for the vacant positions. and executive search is leveraged to meet up to the changing needs of the organization In today’s rapidly changing business environment. IBSAR Navi Mumbai (satishpgoyal@yahoo. A combination of internal recruitment.
in) Page 24 . Interviewing can be carried out by individuals (e. The form on which the applicant is to apply (personal appearance. selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. those who recruit and select should be well trained to judge the suitability of applicants. the 'cost' of poor selection is such that. even for the mundane day-to-day jobs. by panels of interviewers or in the form of sequential interviews by different experts and can vary IBSAR Navi Mumbai (satishpgoyal@yahoo. i.g. race. to attract staff with high reputations from existing employers to the recruiting employer. supervisor or departmental manager). an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess. number and time.co. letter of application. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection. Effectively. antidiscrimination legislation either directly or indirectly.e. Recruitment of staff should be preceded by: An analysis of the job to be done (i. Equally some small organizations exist to 'head hunt'. etc. However. Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex.Selection It is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best result. completion of a form) will vary according to the posts vacant and numbers to be recruited. what qualities and attitudes are desirable and what characteristics are a decided disadvantage. Outsourcing is also done through consultancies by mentioning the requirement.e.
HR Department takes the candidates IBSAR Navi Mumbai (firstname.lastname@example.org) Page 25 . prospective potential.from a five minute 'chat' to a process of several days. motivation. leadership abilities etc. (according to the needs of the post). Then they tell to the HR Department. intellectual levels. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience. Training in interviewing and in appraising candidates is clearly essential to good recruitment. physical/mental capabilities. knowledge. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to rate the candidates. Application of the normal curve of distribution to scoring eliminates freak judgments The Recruitment Process of UTCL- The recruitment process of UTCL Cement Ltd starts from the requirement of different departments as per to the org chart.co. Ultimately personal skills in judgment are probably the most important.
Poornata etc.in) Page 26 . Poornata E D Scheduling the interview Induction Joining Offer Letter Selection & egotiation Short Listing IBSAR Navi Mumbai (satishpgoyal@yahoo. Then the company arranges the Induction Program for the employee. The employee then joins in the organization. After this the recruitment process ends with this. then does the scheduling for the interview.co. Data bank 2.from Data bank of company. The Chart of Recruitment & Selection Process has been given here. Req Agency 3. HOD Requisition for Vacancy to be as per Org Chart HR 1. then does the short-listing. Then offer letter is been given to the selected candidate. After this the selection and negotiation process occurs.
motivate. An effective Performance Management System should achieve the following: Review the employment cycle of every employee. Beginning with the recruiting process.2. Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success. Employee development. Furthermore.in) Page 27 . Performance Management System It is a structured method of formally and objectively evaluating employees’ performance with respect to their objectives. the Performance Management System helps an organization identify. Most organizations focus on an annual evaluation process for employees and call that Performance Management. annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behavior. continuously monitoring performance and evaluating it. which in turn. and abilities with the organization's human capital needs and business objectives. recruit. and retain key employees. It addresses the issue of an employee’s development by providing them with structured and in-depth analysis of strengths and areas of improvement. For an organization the aim should not be just to have the best people. Ending with effective exit interviews. Employee’s knowledge. It provides with input for annual increments. IBSAR Navi Mumbai (satishpgoyal@yahoo. developing the capacity to perform. a Performance Management System is essential to the success of any organization because it influences the effort expended by employees. training and development. However. Simply putting.co. skills. but also to retain them and get best out of them. drives bottom-line business results. Employee Performance management includes planning work and setting expectations.
strength & weaknesses. • Identify individual skills. Decide need for training Decide salary & related issues. • Assist employees in setting goals. and adapting to.Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance. Determine transfer & change in job assignments. • Identify training needs. Promote a work climate that requires employees to remain flexibly focused. For Development• Provide performance feedback to all concerned. HR Performance Management System can be performed in three steps: Needs Analysis Identifying Competencies Development of effective Performance Management System. Determine retention or termination. For instance. • Improve communication. Decide on layoffs. employees can manage current tasks and unit goals while keeping pace with. Determine increment in pay of employees. core competencies. change in the work environment.co. IBSAR Navi Mumbai (satishpgoyal@yahoo. Determine promotion of employees.in) Page 28 . PURPOSE For Administration• • • • • • • • Document HR decisions with regards to performance & its related issues.
way back in 1954. Follow up. If not achieved identify reasons for deviation. Drucker. SYSTEM of Performance Appraisal – a) b) c) d) e) f) g) Establish Performance Standard. IBSAR Navi Mumbai (satishpgoyal@yahoo. Suggest changes in job analysis & standards if necessary. Measure actual performance. by following instructions. During performance appraisal period the superior & subordinates update & alter goals as necessary due to changes in business environment. verifiable & measurable. During last decade about 50 organisations have adopted MBO in work settings.Method employed • Rating & Contribution Management by Objectives (MBO)- • Advanced by Peter F.in) Page 29 . The superior & subordinates jointly determine goals to be considered during appraisal period & what level of performance is necessary for subordinates to satisfactorily achieve specific goals. Compare actual performance with set standards & find out deviations. define each individual’s major areas of responsibilities in terms of results expected of him & use these measures of guides for operating the unit & assessing the contribution of its members. Adjust actual performance due to environment influence. The MBO focuses attention on participatively set goals that are tangible. MBO is a process whereby superior & subordinate managers of an organization jointly identify its common goals.co. Communicate standard & expectation to employees.
in) Page 30 . • Recency effect. 2. • Personal Prejudice. 3. Annual goal setting Mid year review Annual performance review IBSAR Navi Mumbai (email@example.com) firstname.lastname@example.org. Mainly the performance management of UTCL is done by online system includes the following basic processes 1.co.PROBLEMS• Rating biases• Halo effect • Error of central tendency.
after the annual planning and budgeting rounds. The manager recommends any changes if required or else approves the goals set in the document. Assigning Weightage and due date for completion of specific goals as already discussed offline. This process occurs by offline. all teams identify their KRA’s and goals for the forthcoming financial year. Goals. listing the KRA’s.Annual goal setting – In the month of April/May every year.1.co. Measurement Criteria. Then they notify the same to their manager/immediate supervisor and await approval. The approval of the goals set by the managers completes the goal setting process.in) Page 31 . The approved documents will be then available to the employees as well as their managers for the reference throughout the year. These documents can also be viewed by manager’s manager (Reviewer) for their indirect subordinates. Then the employees fill their goal setting document in the Poornata system. IBSAR Navi Mumbai (satishpgoyal@yahoo.
The manager also discusses the employee’s performance as well as rating with the manager’s manager (reviewer) and sends the document to the HR department for further processing. 3. Mid Year Review: Mid year review of goals set at the beginning of the financial year held on the months of October/November every year.2. The main focus of the mid year review is to check if the goals set at the beginning of the year are relevant or if they need to be revised or updated. The mid year review does not entail any ratings. The mid year review is also an opportunity for the manager and his team members to identify and discuss about any performance issues and initiate corrective action for the same.in) Page 32 . The mid year review generally initiated by the manager. The employee completes his self-review /appraisal against goals set.co. Annual Performance review: The annual performance reviews against goals set and achieved held during the months of AprilMay every year. online in the Poornata system and submits the same to his manager for review. IBSAR Navi Mumbai (satishpgoyal@yahoo. The manager then discuss the performance of the employee with him/her off-line. give him feedback on his performance and capture his own comments and performance ratings against goals and overall ratings in the manager’s evaluation form.
what the trainees are expected to be able to do at the end of their training. The design of the training program can be undertaken only when a clear training objective has been produced. The company has a strong focus on manpower training according to their requirements. frequency of training and development programs and budget allocation. Selection of trainees is also facilitated by job analysis. Training and Development The needs of individual are objectively identified & necessary interventions are planned for identified groups.3. The programs also cover the identification of resource personnel for conducting development program. Training and development programs can also be designed depending upon job requirement and analysis.co.in) Page 33 . which get rolled out in a phased manner through training calendar. IBSAR Navi Mumbai (satishpgoyal@yahoo. • This includes improving communication • Different skills • E-mail programming • Operation systems. The internal training department aims at improving the skill sets relevant to the work profile of employees. Training objectives assist trainers to design the training program. The training and development program is charted out to cover the number of trainees. The training objective clears what goal has to be achieved by the end of training program i.e. existing staff etc.
knowledge. and attitudes. what could be included. a trainer analyzes his technical. Sequence the contents – Contents are then sequenced in a following manner: • From simple to complex • Topics are arranged in terms of their relative importance • From known to unknown • From specific to general • Dependent relationship Training tactics – Once the objectives and the strategy of the training program becomes clear. Training topics – After formulating a strategy. experience. feelings.in) Page 34 . The method selection depends on the following factors: IBSAR Navi Mumbai (satishpgoyal@yahoo. trainer decides upon the content to be delivered. tone. skills. These topics and modules are then classified into information. The trainer prepares the priority list of about what must be included. etc. trainer comes in the position to select most appropriate tactics or methods or techniques. the trainer translates it into specific training areas and modules.Training DesignThe trainer – Before starting a training program. educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. age. positive perception for training program.co. experience. Trainees’ learning style – The learning style. needs and expectations of the trainees are some of the important factors that affect training design. topics and ad modules. Trainers break the content into headings. Age. interpersonal. judgmental skills in order to deliver quality content to trainers. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Training strategies – Once the training objective has been identified. Training climate – A good training climate comprises of ambience.
• Trainees’ background • Time allocated • Style preference of trainer • Level of competence of trainer • Availability of facilities and resources. etc lities Improve performance IBSAR Navi Mumbai (email@example.com) firstname.lastname@example.org) Page 35 .co.
which will be helpful to employers in higher positions. The Training Inputs are • Skills • Education • Development • Ethics • Problem Solving Skills • Decision Making • Attitudinal Changes IBSAR Navi Mumbai (satishpgoyal@yahoo. management principles and techniques. usually by changing the employee’s attitude or increasing his or her skills and knowledge. Development provides knowledge about business environment. specific industry analysis and the like is useful for better management of a company. Development is not primarily skills oriented. human relations.” MEA I G OF TRAI I G & DEVELOPME T ACCORDI G TO UTCL: The need for Training and Development is determined by the employee’s performance deficiency. computed as follows. Training & Development Need = Standard Performance – Actual Performance Training: Training refers to the process of imparting specific skills.in) Page 36 .“Training & Development is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning.co. Hence we can say that Training is offered to operatives. Efforts towards development often depend on personal drive and ambition. Development: Development means those learning opportunities designed to help employees to grow. No training program is complete without an element of education. Development activities such as those supplied by management development programs are generally voluntary in nature. Instead it provides the general knowledge and attitudes. An employee undergoing training is presumed to have had some formal education.
flexibility and capacity for growth in an organization • Accidents.in) Page 37 .Importance of Training & Development • Helps remove performance deficiencies in employees • Greater stability.co. scraps and damages to machinery can be avoided • Serves as effective source of recruitment • It is an investment in HR with a promise of better returns in future • Reduces dissatisfaction. complaints and turnover of employees eeds of Training Individual level • Diagnosis of present problems and future challenges • Improve individual performance or fix up performance deficiency • Improve skills or knowledge or any other problem • To anticipate future skill-needs and prepare employee to handle more challenging tasks • To prepare for possible job transfers Training given on • Safety aspects • Behavorial aspects • Technical aspects • Communication skills IBSAR Navi Mumbai (satishpgoyal@yahoo. absenteeism.
Identification of Training eeds (Methods) Individual Training Needs Identification 1. 3. Trainers can be informed about the broader needs in advance Trainers Perception Gaps can be reduced between employees and their supervisors Trainers can design course inputs closer to the specific needs of the participants Diagnosis of causes of performance deficiencies can be done. 8. 3. 2. Organizational Goals and Objectives Personnel / Skills Inventories Organizational Climate Indices Efficiency Indices Exit Interviews MBO / Work Planning Systems Quality Circles Customer Satisfaction Survey Analysis of Current and Anticipated Changes Benefits of Training eeds Identification 1. 7. Performance Appraisals Interviews Questionnaires Attitude Surveys Training Progress Feedback Work Sampling Rating Scales Group Level Training eeds Identification 1.co. IBSAR Navi Mumbai (satishpgoyal@yahoo. 2. 4. 6. 4. 9. 6. 5. 2. 4. 7. 3. 5.in) Page 38 .
Talent Management It is a holistic and systematic process. • Succession planning. The talent management process includes HR process for • Recruitment. and has a Talent Identification and Talent Development Strategy for all the 3 levels of management i. across the group. Middle & Junior Management. • Analytics IBSAR Navi Mumbai (satishpgoyal@yahoo. • Compensation. enabling planned succession and career management.in) Page 39 . This is facilitated by Development Assessment Center followed by Individual Development Plan. Senior. It is built on the work done so far on people processes.co.5. • Learning and other capabilities around self-service. • Performance.e.
Talent management is a key business process and like any business process takes inputs and generates output. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source. skills. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. train.e. on the assumption that all people have talent which should be identified and liberated. there is mounting pressure on organizations to deliver more and better than before. select. • To some it is about the management of high-worth individuals or “the talented”. develop. promote.in) Page 40 . This term also incorporates how companies drive performance at the individual level (performance management). The competency set may include knowledge. It refers to the process of developing and fostering new workers through onboarding. experience. Talent management is a professional term that gained popularity in the late 1990s. attract. and personal traits (demonstrated through defined behaviors) IBSAR Navi Mumbai (satishpgoyal@yahoo. and move employees through the organization.• Reporting. The term talent management means different things to different people.co. • To others it is about how talent is managed generally . Talent management in this context does not refer to the management of entertainers.i. developing and keeping current workers and attracting highly skilled workers to work for your company. With businesses going global and competition becoming intense.
5. Job Analysis & Evaluation
It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and disaggregate the activities, competencies and accountabilities associated with the job. It defines and clusters the task required to perform the job. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description.
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STEPS (Process of Collecting Information) “Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and ‘Job Specifications’.” (S ystematic Exploration of Activities) “Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of the job.” (Identifying Job Requirements) “Job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service, provided by the organization. Each job has certain ability requirements (as well as certain rewards) associated with it. Job Analysis is a process used to identify these requirements.” Each job is a unique description of a role that a person can hold in an organization or required to be performed for the business benefit of that organization. When jobs are created, their tasks and requirements are taken into consideration. Jobs are used in the following components: • Job and Position Description • Shift Planning • Personnel Cost Planning • Career and Succession Planning Note: Job descriptions should be as general as possible and as detailed as necessary.
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Jobs are general classifications of tasks performed by employees Examples : Head of Department Buyer Secretary
Head of Department
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Positions are specific to your enterprise More than one position can be based on the same job Each position typically represents one employee.in) Page 44 .Positions Positions Positions are the concrete representation of jobs.co. Position: HOD : Purchasing Position: HOD : Sales Position: HOD : HR IBSAR Navi Mumbai (satishpgoyal@yahoo. but may be partially filled by more than one Job: Head of Dept. They are held by individuals at your enterprise.
or vacant. When we define a position as vacant.in) Page 45 . IBSAR Navi Mumbai (satishpgoyal@yahoo.Once you have created a job. and can also be assigned its own additional tasks. If more than one person must perform jobs. Vacancy is thus a declared feature for a position. A profile matching reports can also be run to review the results of how an existing employee or an applicant fares against the requirements of a position. define the number of positions required the enterprise. Such positions become unoccupied and not vacant. partially staffed. A position inherits the job’s tasks. That is the role of positions. By matching the requirements of a position and the qualifications of the employees. more than one position must be created to meet this requirement. A chief position is a position designated as the leader of a particular organizational unit.co. Positions can fall vacant due to reassignment or Separation as well. Jobs are not staffed by employees. Positions can be 100% staffed. we will be able to do career planning for employees and succession planning for positions. the system prompts us to define the period for which the position will be vacant There will be a central authority that will be designated to declare vacancies and make them available for Recruitment (both internal and external).
Organizational Structure Using the basic object types – constructs of relationships is built to mirror the business edifices and processes.co.in) satishpgoyal@yahoo. it is recommended to l create the appropriate organizational units below it. IBSAR Navi Mumbai (satishpgoyal@yahoo. validations. we can capture complex organizational realities with relative ease. the user must first create a root organizational unit.in) Page 46 . • Jobs may be created after an organizational unit exists in the model.co. By assigning object characteristics.6. • You can assign cost centers to organizational units and Positions. Process Flow: • Before creating all of the other necessary objects and relationships. requirements etc. Once one organizational unit has been created.
Department. The work also depends upon their levels. Position Sub Type. which has been specified to him.in) Page 47 . In RMC business. As per their levels in different departments they will have to do their work. These are: • HR • Marketing • Technical • Commercial and Accounts • IT • Key Accounts • CRM • Quality As for different departments different works has been specified for the different levels of people. Every organization has its organizational structure. It helps in decrease the overlapping of the work.co.Inputs: Organization chart • Root org unit • Additional Org units • Jobs if Required • Positions • Details to where the positions need to be mapped. to avoid the repetition of the work with the other employees. IBSAR Navi Mumbai (satishpgoyal@yahoo. there are different departments so as to organize the work efficiently and effectively. For similar jobs also the work of the employees’ has been structured properly. and Sub department. According to this every employee has some specific work. It helps them to perform their work. • Position Details like Position Type.
The designations which have been given to the employees are based on the skills they have.in) Page 48 .co. knowledge. These designations have been specified as per the standard HR Practices of the organizations. varying experiences. grades. In this way the organization stands in a better position than its competitors in the competitive business. According to their area of specialization.To manage the different levels of work the employees have been separated in to different designations and different depts. so as to make the organization different from other organizations. IBSAR Navi Mumbai (satishpgoyal@yahoo.
Manager Asst.in) Page 49 .co. Officer Sr. /Jr. Manager Sr. Officer Engineer / Officer Asst. Manager Manager Dy. President Sr. Exc. Vice President Vice President Asst. Vice President Sr. Designation (s) Jt. Officer Jr. Supervisor Supervisor Support Staff IBSAR Navi Mumbai (satishpgoyal@yahoo.The different designations given to the employees in UTCL (RMC Division) are given in the following table. / Asst. /Sr. General Manager / General Manager Dy. General Manager Sr. Engr. Engr. Engr. President /Jt.
Poornata helps a lot in the different works of the organization. • It reduces time to note all the databases of the employees. Human Resource Information System POORNATA. • It reduces different mistakes or errors while maintaining the databases • It helps in doing performance appraisal of the employees. UTCL’s People Soft Enterprise Performance Management (EPM) enables it to achieve world-class performance by aligning the right information and resources to strategic objectives. • It also helps in doing the data updation of the employees. helping its managers to formulate strategies for profitable growth. This has resulted in single integrated HR-ERP for all management cadre employees of the group.in) Page 50 . efficient. timely and accurate data availability to Management for decision-making. These automated HR Processes will also aid in faster. IBSAR Navi Mumbai (satishpgoyal@yahoo. • It helps in recruitment and selection of the employees • It reduces the time of the work • It also reduces the no of employees for maintaining the database. and actively monitor day-to-day operations. • It helps in maintaining the job description of employees. Poornata also helps the employees in this way. People Soft EPM offers performance management solutions for every budget and every phase of the management cycle. • It records the compensation details for the employee.co.7. align strategies with operational plans. an ERP (People soft) implementation of Human Resource practices has been introduced in UTCL to elevate HR processes to world class levels and standardize them across Units and Businesses. It helps in the following ways • It helps in entry of all the database of all the employees.
IBSAR Navi Mumbai (satishpgoyal@yahoo. have a specific headcount defined for it and is also tied to the following specific attributes: • Business unit • Department • Company • Job code • Location • Regulatory Region • Job Function • Reporting to position (The position to which this particular position reports to) • Career stages Every time one or more of the above attributes change. They can also fill their problems which they face during their work and send to their departments.co. the employee gets a Poornata ID. Introduction – Poornata helps in creating and updating of the positions of the employees. As it done only through Online. It also helps them to do the reporting to the concerned person. Poornata (ERP) helps UTCL in the following ways Poornata helps in performing day to day roles. or a new position may need to be created corresponding to the new combination of the attributes. In this way Poornata helps not only the managers but the employees also. there is no delay in getting different infomations. Each position will correspond to specific vacancy in the organization. which helps the employees to know about the different policies of Organization.in) Page 51 . the same have to be updated for the position.Once the data of an employee entered in to Poornata (ERP). They can know these policies directly from the ERP system.
Following are the steps that will be used to maintain positions and department budgets • Creating new positions • Updating the information for existing positions as and when required 1. Position Number. as opposed to job codes. A position is thus specific and particular opening in the organization. • It also shows the common error and warning messages that the user may get at the time of hiring. Department etc. Creating a new position A position corresponds to a specific vacancy in the organization. Job codes reflect the job points of the jobs across the organization. where the employee works).e. Updating The information for existing positions IBSAR Navi Mumbai (satishpgoyal@yahoo. • Poornata helps and gives hints and warns the user the important information he must know about the Poornata system. 2. Hence a position should be created in Poornata. Only after the offline approval has been obtained.e. which are more generic in nature.Any individual who occupies a position will inherit the above-mentioned attributes of the position.in) Page 52 . Job code (the job points of the employee). should the position be created in the system. only pre-approved positions should be entered in to the system. i. The Business unit to which the employee belongs to. • It provides the additional information to assist the user & provide key information.co. and the approval for the same has been obtained offline. Company (The legal entity to which an employee /department is attached.). It needs the information about regarding these: Employee ID. whereas a position number reflects a specific job description in the organization. • It also tells the frequently asked questions with respect to hiring employees. only when a new vacancy has arisen in the organization. Location (i.
co. Typical situations are when: • The position attributes or the approved max headcount for the position has changed. The following information would be captured at the time of hiring the employee. • The position no longer exists.From time to time the user should update the information for an existing position. The HR administrator would then hire him into the system by capturing his relevant information with respect to his personal job compensation. There can be either of two reasons for hire: • Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG group directly.in) Page 53 . An employee on joining the group would fill up the joining check list and the related forms as per the unit policy. IBSAR Navi Mumbai (satishpgoyal@yahoo. The hire action will be used to capture the event of the employee’s joining the organization. • Organizational Restructuring. qualifications and dependents’ information. • Joining the acquired company: This will reflect the situation where an employee had joined an organization. which was subsequently acquired by ABG. Going forward the action of joining the acquired company will be used to enter the data of those employees from the non-management cadre moving into the management cadre who had originally joined a company that was acquired by ABG. Introduction: The direct hiring process involves an employee being directly added to the Poornata system that is the situation where his information doesn’t exits as applicant in the Poornata system. Direct Hire Process: It helps in doing the directly hiring an employee by Poornata system.
Broadly the processes that an employee could move through in the course of his life cycle in the organization comprise: • Probation. • Job related information related to hiring. • Promotion • Pay rate change • Transfer • Resignation • Termination • Separation /Retirement IBSAR Navi Mumbai (firstname.lastname@example.org. DOB. religion / caste.• Personal information – Name. address. followed by confirmation. his position a related details. gender marital status. • Compensation information with respect to the break of his CTC Recording personal actions for an employee Introduction: Post hiring as the employee moves through the organization.in) Page 54 . NIN. there would be various kinds of updation in the employee data.
not blindly follow market practices • Compensation structure Tax efficient but compliant Common perk structure but varying amount IBSAR Navi Mumbai (satishpgoyal@yahoo. team and individual results • Compensation increase Pay for the job Internal equity based on contribution to the organization • External benchmarking Relevant industry segment and people market Parameters beyond compensation: head count/ level/ reporting Individual profile and performance To be market aware.8. Health and Accident coverage. Retirement benefit. Club membership. Compensation Philosophy of the companyIt is an outcome of what the Organization would like to pay for. which is determined by external and internal factors.in) Page 55 . All the processes are aligned to reinforce the philosophy. The company views compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company) but also they are concerned about overall employee well being though they may not put any monetary value on items like Scholarships.co. The Group’s approach towards various aspects of compensation focuses on: • Pay for performance (Variable Pay) Rewards stretch performance which is linked to business.
Variable Pay: This is the variable component. 2. Balance amount is paid as special allowance. Unit/Zone and Individual performance. Variable pay based on job band is payable at 18%. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paid on monthly / annual basis. all perks and reimbursements and retrials such as PF. Basic is around 42% of fixed cost without housing. Targets for the year will be fixed and communicated at the beginning of every performance year 3. 15% and 12% of fixed cost without housing.co. Perks and allowances are fixed as per the designations. payout of which is contingent on Business. Cost to Company: This is a sum of Fixed Cost and Variable Pay. Gratuity and Superannuation. CTC is decided based on designation.Three major terms used in the company’s compensation: 1. This includes base salary. qualification and experience. IBSAR Navi Mumbai (email@example.com) Page 56 .
The organization gets to retain a portion of the leaver’s knowledge and make it available to others. conversion or continuation of benefits. Traditionally. what they liked or didn’t like about their employment and what areas of the organization they feel need improvement.co.g. When properly conducted. freelance or contract work.) IBSAR Navi Mumbai (satishpgoyal@yahoo. exit interviews are conducted with employees leaving an organization. the possibility of future re-employment. written questionnaires can even be used in place of a face-to-face meeting. etc. The exit interview is an important learning tool for employers. Whichever format is used. terms of a severance package. Exit interviews are one of the most widely used methods of gathering employee feedback. exit interviews are generally documented. unemployment insurance. the provision of references to prospective employers. while the leaver gets to articulate their unique contributions to the organization and to ‘leave their mark’. the amount of unused vacation. Benefits of Exit Interview Exit interviews can be a win-win situation for both the organization and the leaver. etc. trade secret confidentiality. The interview can follow a structured format or be conducted on an informal basis. the interview provides the employer with the opportunity to: • Discuss and clarify the reasons for the termination • Clarify pay and benefits issues (e. The purpose of the interview is to provide feedback on why employees are leaving.. along with employee satisfaction surveys.in) Page 57 . receipt of the last paycheck..9.) • Explain company policies relating to departing employees (e. EXIT I TERVIEWS An exit interview is simply a conversation between a departing employee (who is leaving the company either voluntarily or involuntarily) and a representative from the organization. Exit interviews offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain.g. restrictive covenants or non-compete agreements.
Because it knows “Learn of potential changes in policies and practices that may make the company more competitive (e.g. security cards. compensation and benefits packages.in) Page 58 ..• Ensure the return of keys..co. constructive discharge) UTCL is doing this interview.e. IBSAR Navi Mumbai (satishpgoyal@yahoo. flexible work arrangements). and company property • Obtain information about improper or questionable management practices connected with the employee's termination • Obtain information about a supervisor's management skills • Obtain information about how effectively a department operates • Obtain feedback about employees' opinions and attitudes about the company • Resolve or defuse any remaining disputes with the exiting employee • Protect itself against subsequent charges that the employee was forced to resign (i.
• Maintaining personal files with updated details. • Clearance certificates. • Local conveyance.EXPOSURE TO OTHER KEY HR OPERATIO S • Approval of loans. • Application form. • Exit interview form. • Making joining letters. IBSAR Navi Mumbai (firstname.lastname@example.org) Page 59 .co. • Joining formalities. • Verifying Mediclaims. • Expense related issues.
” IBSAR Navi Mumbai (email@example.com. satisfied needs do not act as motivators. or hierarchy from the basic to complex. Since needs are many. they are arranged in the order of their importance.Comparison of HR Practices With the MASLOW’S theory- I Self-Esteem Self Actualization Belongingness & Love Safety eeds Physiological eeds MASLOW’S EED HIERACHY THEORY Explanation:According to Maslow “Human beings have wants & desires which can influence their behavior. Only unsatisfied needs can influence behavior.in) Page 60 .
protection from extreme temperature etc. It gives all hygienic factors to the workers (better working environment).Physiological eeds The most basic. so that they will get satisfied at their working place and get motivated to work efficiently. & predictability in one’s environment. In UTCL security needs means the factors like Job security. Safety eedsOnce physiological needs are met. structure.-In workers level it is providing the basic needs (e.co. Salary increments.in) Page 61 . E. gratuity. which are required for them. The primary motivating force here is to ensure a reasonable degree of continuity. It also satisfy the safety needs of employees include Group insurance.g. In UTCL physiological needs are represented by Employees’ concern for salary Basic working conditions. Included in this group are the needs for food. It’s not only providing the physiological needs at working level but at employees’ level also. become motivators. powerful & obvious of all human needs is the need for physical survival. Safe working conditions etc. another set of motives. through wages). It’s also providing uniforms & shoes. order. Provident fund. That means the basic needs. drink. IBSAR Navi Mumbai (satishpgoyal@yahoo. called safety or security needs. sleep.g.
Belonging & Love eeds The belonging & Love needs constitute the third level in the hierarchy of needs. Professional friendship & Friendly supervision in the organization. So there is completely a friendly working environment. That’s why employees are very friendly. IBSAR Navi Mumbai (satishpgoyal@yahoo. There present the peer acceptance. Peer/supervisory recognition. These needs arise when physiological & safety needs are satisfied. Because of these reasons employees can satisfy their safety needs. Self-Esteem eedsNext in Maslow’s hierarchy is esteem or egoistic needs.Safe working conditions. Responsibility etc. System of seniority to govern lay-off etc. Grievance procedure. Job title. merit pay. the chances of retrenchment is very less till the employee has not done any thing misconduct.in) Page 62 . In UTCL the work groups are very co-operative. It’s definitely provides job securities to its employees because once employee get in to the organization.co. The Group fulfils these needs by giving Challenging work assignments. self-esteem needs are. In the work place of UTCL. Here the managers also encourage informal group. That is the reason for low attrition in the organization. Challenging works.
conveyance allowances etc. They are getting all types of facilities like mobile.GM etc. 2. medical. The employees who are in the highest position in UTCL are comes under these needs like: 1. Now they are helping their juniors for the betterment of the organization.Performance appraisals. Self-Actualization eedsFinally if all the above four levels’ needs are satisfied. That’s why the attrition rate is less in the organization. the needs for self-actualization comes. which is one of the reason for the success of the companies.All top level employees. All the five needs of Maslow’s hierarchy are fulfilled by UTCL.So they are in the position that they are satisfied with all the needs. So the employees are getting motivated and performing efficiently in the organization. education.P. IBSAR Navi Mumbai (firstname.lastname@example.org) Page 63 . 4. which impacts directly on the success of UTCL group.President. Performance recognition.V.co. In this way UTCL satisfies the self-esteem needs of employees. Involving employees in goal setting & decision making. 3..
skills. Maintaining files in systematic manner with each & every detail is very important. it might be in terms of knowledge. • I have learned many small. being in the HR department for 2 months. • I have gained some learning from every individual working here.co. which could not be learnt simply by reading books theoretically. which was a very good opportunity I got during my project. • I have also learnt that a HR person should be very polite. • When I saw my senior people doing each & every kind of work I came to know how much important is each & every work. Like here the Seniors were approachable in nature. • Many a times I felt people are not open to new ideas and they are resistant to change.in) Page 64 . • I learned different HR Policies of the organization which were unknown to me before entering to the corporate world. soft spoken & good in handling people. appraisal etc. I felt an open culture. minute things by observations. behavior or personal traits etc. Co-ordination with all departments is very necessary especially with Finance Department. • I also learned how much the values and culture of the organization impacts the employees productivity. IBSAR Navi Mumbai (satishpgoyal@yahoo. The practical experience was totally different. • As I worked with the employees of HR department in the organization during the project they shared their experience and learnings with me.KEY LEAR I GS FROM THE PROJECT • Firstly it was a very good experience to work and learn with a world class for two months as it was my first step into the corporate world. if not done it hinders the work whenever these are required for reference in medical claim formalities.
co. They emphasis on providing proper working environment to their employees. IBSAR Navi Mumbai (satishpgoyal@yahoo. As I worked on the ERP system of the organization.OBSERVATIO S A D FI DI GS During the study of the project I observed different functions of the HR Department. so that the employees can work efficiently & smoothly . I came to know that how they are maintaining the database of the employees for all departments region-wise & its importance. I also got knowledge about how the organization is following their values in a very sincere way. I got the knowledge about different departments in a manufacturing company and idea about the challenges what the employees are facing while performing their work. I also observed how they are doing the Performance Appraisal on basis of the achievement of the targets by the employees in the time given to them through ERP. I got the knowledge about the different types of HR Policies functioning in the organization. I learnt how and what types of facilities are being provided to the employees .in) Page 65 .
structured according to openings in plant. • Training schedule is worked out well here with proper planning schedule.in) Page 66 . Recruitment proper planned. The Key Related Areas are properly designed & clearly mentioned to employees.co. This will enhance the personal productivity. new vacancies. • Organizations must enhance work force motivation to improve productivity. • The employee goals are well studied and structured. giving training. • Organizations need to empower their workers by allowing them greater autonomy and control and to design jobs that are more stimulating. discussing the on job responsibilities. • Interdependency of different departments should be well studied. IBSAR Navi Mumbai (satishpgoyal@yahoo. Workers must be encouraged and motivated to develop a customer satisfaction mind set.RECOMME DATIO S • The company should give the compensation as per to the skills. co-ordinated for effective output. so that the employees could do the efficient work. • Goal Setting programs undertaken with schedule to find potential prospective employees for higher posts.
UTCL: .Own Your Own Car Scheme. 2.Enterprise Resource Planning.House Rent Allowance. RMC: . 3. 8. 5. CRM: .Key Performance Indicator.co.Leave Travel Assistance IBSAR Navi Mumbai (satishpgoyal@yahoo. 11. ERP: . VSF: . VFY: . 4.Enterprise Performance Management.Ready Mix Concrete. OYOCS: . HRA: .Viscose Filament Yarn.Viscose Staple Fibre. EPM: . KPI: . LTA: .OME CLATURE A D ABBRIVIATIO 1. 9.Cement Research Management. 7.in) Page 67 .Ultratech Cement Ltd. 6. 10.
Method of Appraisal unreliable. Actual rating of subjective factors like initiative & personality of employees may not be on scientific lines. which were faced. Sometimes. The process is usually Manager driven and the staff member is expected to be compliant in the interview . The process usually involves the Manager giving their opinion and the staff member having to defend the position. so recollection of events is poor . Results of merit rating are not accurate unless factors in the assessment are relevant. IBSAR Navi Mumbai (email@example.com. causing de-motivation .LIMITATIO S During the project there were various constraints. The opinions of staff and manager are often in opposition.in) Page 68 . The process is usually done in a rushed manner to meet a budget development process and therefore loses its relevance to performance . rather than a positive discussion . Superior may be biased.proper weightage may not be given to different qualities to be rated. The review is done in retrospect and is an average of six months old.
in) Page 69 .grasim.MAMORIA & S.adityabirla.com Text Books: STEPHE S ROBBI S C.GA KAR Personnel Management Himalaya Publication IBSAR Navi Mumbai (satishpgoyal@yahoo.B.BIBILIOGRAPHY: References: Websites: www.com www.bizhrguide.com www.V.co.
of days. KRA No.co.3 OPTIMIZATION OF RESOURCES IBSAR Navi Mumbai (satishpgoyal@yahoo.Karnataka) Description: • To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete. KRA No.:07/01/2007 – 06/31/2008 Section-1 –JOB PURPOSE RMC (Zonal Head.1 SALES & MARKET SHARE • Description: To achieve the Sales Targets as per Budget with increase in market share. Desig. • Ensure achievement of both sales & credit targets. Div.in) Page 70 .X .. optimizing of resources. Section –2 –KRA KRA No. • Develop/ harmonize team operations of plant / marketing for achieving customer satisfaction & maximum output.A EXURE-1 Process of Performance Appraisal Employee Evaluation at Managerial Level Mr. • Focus on future commercial / dedicated expansions.2 CREDIT CONTROL • Description: Reduction of critical o/s . Reducing no. ABG Performance Doc.
in) Page 71 .1 Weight-20% 1.Comments: Market share improved from last year 19% to this year 23% despite construction industry showing trends of slow down. 3.m.Description: Achieve & retain market share as per sales target.STATUTORY COMPLIANCES • Description: Ensuring operation of plants with all legal compliances. Rating: Exceeds-110-117% Goal 2 : Supports KRA No. 2.Description: To achieve the Sales Targets as per Budget. KRA No.1 Weight-5% 1. Rating: Far exceeds Expectation>120% Goal 3: Supports KRA No.4 CUSTOMER SATISFACTION • Description: Ensuring customer satisfaction KRA No.Comments: As against budgeted volume of 49920 u.Measurement: Actual sales achieved every month compared with targeted volumes.5 MARKET EXPANSION • Description: Market expansion for commercial & dedicated plants.co. Section-3.6. 3.• Description: Optimising Manpower resources to generate maximum output. KRA No.Measurement: To be monitored monthly via-a-vis budget. loss due to strike.m achieved 47177 cu.Description: Credit control Weight : 10% IBSAR Navi Mumbai (satishpgoyal@yahoo. 2.EMPLOYEE GOALS Goal 1: Supports KRA No.2 1.
maximizing output forpumps/plant. 1.Comments: Mobile testing facility started at Banglore.2. Outstanding as compared to the budget. Rating: Far Exceeds Expectation>120% IBSAR Navi Mumbai (firstname.lastname@example.org) Page 72 .Comments: Market expansion in Manglore and Mysore achieved with in two months of commercial production achieved market share of 25%.Measurement: Feedback from Customers. 3.Description: Market expansion for commercial & dedicated plants. the sanctioned manpower & Training for maximum .4. Rating: Far Exceeds Expectation>120% Goal 6: Supports KRA No.All major accounts reconciled.output & harmonious operations etc.Measurement: Monitor the same every month for number of days & reduction in critical. Feedback from customers obtained & periodically analysed.Description: Ensure Customer Satisfaction 2. Weight:10% 1.Comments: Harmonius operation was ensured by timely requirement & in house training. 3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.Description: Optimising manpower resources.Measurement: As per expansion plans based on market potential. Rating: Exceeds>110-117% Goal 5: Supports KRA No. Rating: Exceeds Expectation>120% Goal 4: Supports KRA No.Measurement: Availability w.r. Weight:10% 3. 2.t. 3.co.5.3 Weight:20% 1. 2.
• Ensure customer satisfaction: Mobile concrete Training facility introduced.Description: Ensure operation of plants with all legal compliances. • Ensuring legal compliances: All legal compliances are met. Shortfall mainly due to 18 days of strike by sand suppliers.in) Page 73 . IBSAR Navi Mumbai (satishpgoyal@yahoo. • Credit Control: No. 2. of days o/s reduced from 38days to 27days. • Market Expansion through dedicated plants: 1captive plant started & successfully running. Safety norms followed in all plants.6. No. Rating: Far Exceeds Expectation>120% Section 4 – Employee Mid Year Review Comments- Description: • To achieve sales target as per budget : Against budgeted target of 282000 cu. • Achieve & Retain market share: Market share of 22% achieved. Major Challenges: Creating differentiation in product & services to enhance brand premium.co.Goal 7: Supports KRA No.m. 3.m achieved 263000 cu.Measurement: 100% statutory compliance. Weight: 15% 1. • Optimisation of Resources: with in 2 months of operation.Comments: Training programs/Demos conducted in all plants. Of safety trainings imparted to staff & workers. Improvement of 3% onYOY basis.
EMPLOYEE COMME TS Section 7.co.Manager’s COMME TS – • Sales target impacted due to 18 days strike.Career Aspiration A EXURE-2 IBSAR Navi Mumbai (email@example.com) Page 74 . • Cr control has significantly improved but still more needs to be done & focused into. • New products to be pushed & new plants have been well established.VALUES Values Commitment Passion Seamlessness Speed Section 6. Section 5. • BLK project plant.Training eeds Section 8. a good initiative. otherwise would have achieved.
IBSAR Navi Mumbai (firstname.lastname@example.org) Page 75 .co.
Signature of the Employee Date: Signature of HR IBSAR Navi Mumbai (email@example.com) Page 76 .3 EMPLOYEE REFERRAL APPLICATIO FORM (RMC DIVISIO ) E Code No: Employee Name: Department: Location: Contact Details: Position Referred For: Location: Referred Candidate’s Name: I hereby declare that I know the above candidate personally/professionally and he is willing to join RMC business of ABG if found suitable and offer given to him as per his satisfaction.A EXURE.
in) Page 77 .4 TRA SFER REQUEST FORM AME OF TRA SFEREE POSITIO DESIG ATIO / JOB BA D EMPLOYEE CODE PRESE T LOCATIO PRESE T DEPARTME T PRESE T SUPERIOR ( AME & POSITIO ) FU CTIO AL HEAD LOCATIO O TRA SFER EW POSITIO EW DEPARTME T DATE OF TRA SFER EW SUPERIOR ( AME & POSITIO ) EW FU CTIO AL HEAD EW ZO E Zonal / Functional Head (Transferor) Zonal / Functional Head (Transferee) IBSAR Navi Mumbai (satishpgoyal@yahoo.Annexure.co.
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