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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,

Tirunelveli

“IN-PLANT TRAINING ON RECRUITMENT AND EMPLOYEE


WELFARE MEASURES IN SGJ GROUP OF COMPANIES,
TIRUNELVELI”

Submitted By,
Jerince Peter.J
Register No. 08BA128
Under the guidance of
Mr. PETER KUMAR,
ASST. PROFESSOR
Karunya School of Management

Submitted in partial fulfillment of the requirements of Karunya University


for the award of the degree in Master of Business Administration

KARUNYA SCHOOL OF MANAGEMENT


KARUNYA UNIVERSITY
COIMBATORE – 641 114
JUNE 2009

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SCHOOL OF MANAGEMENT
KARUNYA UNIERSITY

IN-PLANT TRAINING REPORT CERTIFICATE

This is to certify that the In-Plant Training on “Recruitment and Employee


Measures in SGJ Group of Companies” is a bonafide work done by
Mr.Jerince Peter, 08BA128, and is submitted in partial fulfillment of the
requirements for the degree of Master of Business Administration of
Karunya University

Dr. Samuel Joseph Mr. Peter Kumar


(Administrative Coordinator) Asst. Professor
(Faculty Guide)

Place: Coimbatore
Date:

Viva-voice examination held on …………………….

Internal Examiner External Examiner


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DECLARATION

I JERINCE PETER.J hereby declare, that the IN-PLANT TRAINING entitled


“RECRUITMENT AND EMPLOYEE WELFARE MEASURES IN SGJ GROUP OF
COMPANIES, TIRUNELVELI” for partial fulfillment of the requirements for the award
of the degree of “MASTER OF BUSINESS ADMINISTRATION”, as a record of
original work done by me under the supervision and guidance of Mr. PETER KUMAR,
Asst. Professor, Karunya school of management, Karunya university, COIMBATORE.

This has not formed the basis for the award of any Degree
/Diploma/Associateship/Fellowship of similar titles to any candidate of any university.

Place: Signature of the student

Date:

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ACKNOWLEDGMENT
I am indebted to the one and only ALMIGHTY GOD for all the blessings
he showered on me and for being with me throughout the training.

I would like to express my sincere thanks to Dr. REVEES WESLY, HOS


Karunya School of management, who provided me an opportunity to do
this training.

I am deeply obliged to Mr. Jeyakumar Jeyaraj (MANAGING DIRECTOR) AND


Mrs. Ragini (HR-MANAGER) for their exemplary guidance and support without
whose help this training would not have been success.

I would like to place on record my sincere gratitude and appreciation to my


project guide Mr. Peter Kumar, Asst. Professor, Karunya School of
management, for his kind cooperation and guidance which enabled me to
complete my training successfully.

I also take this opportunity to express my deed gratitude to my loving parents


and friends who are a constant source of motivation and for their never ending
support and encouragement during this project.

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TABLE OF CONTENTS
CHAPTER NO PARTICULARS PAGE NO
EXECUTIVE SUMMARY
CHAPTER SCHEME

1 INTRODUCTION 1
1.1 INDUSTRY PROFILE 6
1.2 COMPANY PROFILE 8

2 REVIEW OF LITERATURE 13

3 OBJECTIVES OF TRAINING 17

4 METHODOLOGY OF TRAINING 19
4.1 METHODOLOGY USED 22

5 IMPLICATIONS OF TRAINING 24

6 MERITS AND DEMERITS OF TRAINING 42


6.1 MERITS OF TRAINING 43
6.2 DEMERITS OF TRAINING 44

BIBLIOGRAPHY
APPENDICES

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CHAPTER SCHEME
In the Report for the In-Plant training at SGJ Group of Companies, Tirunelveli, under the
topic of “Recruitment and Employee welfare Measures” the following Chapters are
included.
1. INTRODUCTION
2. REVIEW OF LITERATURE
3. OBJECTIVES OF TRAINING
4. METHODOLOGY OF TRAINING
5. IMPLICATIONS OF TRAINING
6. MERITS AND DEMERITS OF TRAINING

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EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY
“The only vital value an enterprise has is the experience, skills, innovativeness and
insights of its people”
Human resource is the pillar for any organization. In order to survive in the current
competitive environment it is mandatory for every company to recruit people with
requisite skill, qualifications and experience. Beyond recruitment, retaining the
employees in the organization is a major issue. For retention of the employees for a
perpetual growth of the company the company needs to meet the various needs of the
employees. The company must ensure a healthy and a beneficial environment to the
employees. The welfare of the employees in various perspectives have to given priorities
to satisfy them.
As a HR student merely learning about the Recruitment and Employee welfare measure
is insufficient. A full fledged training on these topics would give a pragmatic knowledge
to the student. It also reveals the various hurdles in the company that serious affect these
important functions of a HR manager and the various internal and external factors that
affect the HR policies of any company.

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1. INTRODUCTION

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1. INTRODUCTION
“Human Resource Management is the design of formal systems in an organization to
ensure the effective and efficient use of human talent to accomplish the organizational
goals”

The policies and practices involved incurring out the ‘’people’’ or human resource
aspects of a management position, including recruiting, screening, training, rewarding,
and appraising.
The following are the brief description about the functions of the human resource
department in any company.
PLANNING:
Establishing goals and standards, developing rules and procedures, developing plans and
forecasting.
ORGANIZING:
Giving each subordinate a specific task, establishing department, establishing channels of
authority and communication, coordinating the work of subordinates.
STAFFING:
Determining what type of people should be hired, recruiting prospective employees,
selecting employees, setting performance standards, compensating employees, evaluating
performance counseling employees, training and developing employees.
LEADING:
Getting other to get job done, maintaining morale, motivating
subordinates.
CONTROLLING:
Setting standards such as sales quotas, quality standards or production level, checking to
see how actual performance compares with these standards taking corrective action as
needed.

All these functions are interlinked and mandatory for effective running of any kind of
business. The fore coming chapters deals with the Recruitment process of the company

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and the Welfare measures inculcated by the corporate players with the sample of HR
practices followed in these functions.

RECRUITMENT
Definition
Recruitment is the process id locating and encouraging potential applicants to apply for
existing or anticipated job openings. It is actually a linking function, joining together
those with jobs to fill and those seeking jobs. Recruitment, logically, aims at (i) attracting
a large number of qualified applicants who are ready to take up the job it it’s offered and
(ii) offering enough information for unqualified persons to self-select themselves out.
Constraints and Challenges
In actual practice, it is always not easy to find and select a suitable candidate for a job
opening. The recruiter’s choice of a communication medium may not be appropriate.
Some of the bright candidates may bein to view the vacancy as not in line with their
current expectations.
The most suitable ones may not have been motivated to apply due to several other
constraints
 Poor Image: If the image of a firm is perceived to be low, the likelihood
of attracting a large number of qualified applicants is reduced

 Unattractive Job: If the job to be filled is not very attractive, most


prospective candidates may turn indifferent and may not even apply.

 Conservative internal Policies: A policy of filling vacancies through


internal promotions based on seniority, experience, job knowledge etc.
may often come in the way of searching for qualified hands in the broader
job market in an unbiased way.

 Limited budgetary support: Recruiting efforts require money,,


sometimes because of limited resources, organizations may not carry on
the recruiting effectively for long periods on time.

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 Restrictive policies of government: Government policies often come in
the way of recruiting people as per the rules for the company on the basis
of merit/seniority etc.

Sources of recruitment
The sources of recruitment are broadly classified into two categories: internal and
external sources.
INTERNAL SOURCES
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted
EXTERNAL SOURCES
External sources lie outside the organization. Here the organization can have the services
of (a) Employees working in other organizations (b) Job aspirants registered with the
employment exchange (c) Students fro reputed educational institutions (d) Candidates
referred by unions. Friends, relatives and existing employees (e) Candidates forwarded
by search firms and contractors (f) Candidates responding to the advertisements, issued
by the organization and (g) Unsolicited applications/Walk-ins.
EMPLOYEE WELFARE
Labour welfare work is undertaken by various groups within and outside an organization
to improve the living of workers. The objective is to make the employees happy, healthy,
committed and loyal.
Employee or labour welfare is a comprehensive term including various services, benefits
and facilities offered to the employees by the employers. Through such generous fringe
benefits the employer makes life worth living for the employees. The welfare amenities
are extended in addition to normal wages and other economic rewards available to
employees as per the legal provisions.

Importance
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The significance of welfare measures was accepted as early as 1931, when the Royal
Commission on labour stated: The benefits are great importance to the worker which he
is unable to secure by him. The schemes of labour welfare may be regarded as a wise
investment because these would bring a profitable return in the form of greater efficiency.
Labour welfare thus serves the following purposes:
 Enables workers to have a richer and more satisfying life

 Raises the standard of living of the employees by indirectly reducing the


burden on their pocket.

 Absorbs the shocks injected by industrialization and urbanization on


workers.

 Promotes a sense of belonging among the workers, preventing them from


resorting to unhealthy practices like absenteeism, labour turnover, strike
etc.

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1.1INDUSTRY PROFILE
DEALERSHIP BUSINESS
Dealership Business Model
Automobile dealerships of today are capital intensive business and no less than that of a
level of a big or medium corporate house. Look at the following few factors and you will
realize why they are considered big;
• Initial cost of setting up dealership
• Number of people employed
• Promotions and advertisement costs you incur
• Statutory obligations you that need to be fulfilled (employee benefits,
Taxes)
• Importance of your identity in market place Goodwill and Image in the
market
• Wide Customer base you have
• Policies and Processes you follow
• Inventory Levels you carry
• Your Gross turnovers
• Social or community obligations
All of the above are comparable or at times higher than various professional companies
listed in your local stock exchanges! For that matter there are few automobile groups
whose shares are traded in the stock exchange. It is therefore very important that
automobile dealerships are run professionally befitting to the size of establishment and
turnovers. The fundamental premise when running an automobile dealership is to quickly
create a huge database (both demographic & phsycographic) of current and potential new
segment customers in a cost-effective manner. A comprehensive database would be very
useful both for sales and service department of dealerships, as all activities of customer
relationships would revolve around it. The second key strategy is to establish what is
considered as the dealerships fixed expense (not including direct sales expenses i.e.
discounts, incentives, scheme adverts, specific field visit expenses, inventory holding cost

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etc) per month and calculate how quickly it can be covered by workshop gross profits of
a work shop.
• This is the concept of Service Absorption and the dealership should very quickly
write down a strategy to get 100% Service Absorption.
• A dealership with 100% Service Absorption would not be unduly bothered by
cyclic nature of new vehicle sales and can always keep sales teams focus to work
towards expanding the pond.
Dealerships who are strong in the areas of generating "Prospect Data" and have ensured
100% "Service Absorption" will continue delivering high performances when compared
to dealerships that lag behind in these two areas.
The third key strategy for a dealership is to capitalize on various allied revenue
generation channels that are linked to automobile sales:
• Insurance on new vehicle sales
• Insurance renewals
• Financing of new vehicles
• Accessory sale
• Sub contracting body shop
• Towing services
• Used vehicles sales
• Annual maintenance etc
This complex nature of business offers plenty of opportunities to generate revenue
provided if one is able to create a loyal customer base of people who not only repeatedly
use dealer services, but also is a strong advocate of the dealership to his / her friends and
relatives.

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1.2COMPANY PROFILE
S.G.J Group of companies is a set of dealership companies which is one of the pioneers
in this business in the southern districts of Tamil Nadu. The company is established in the
year 1971 by Mr. Jeyaraj Nadar in tirunelveli district. Now this company has expanded
its business in Tirunelveli, Tuticorin and Nagercoil districts with diversified dealerships.
VISION

SERVE THE PEOPLE OF TIRUNELVELI, TUTICORIN & KANYAKUMARI


DISTRICTS BY PROVIDING THEM WORLD-CLASS AUTOMOBILES AND
RELATED PRODUCTS, PROVIDING TRAINING AND EMPLOYMENT TO LOCAL
YOUTH WHEREBY CONTRIBUTING TO THE ECONOMIC GROWTH AND WELL
BEING OF THE PEOPLE OF TIRUNELVELI, TUTICORIN & KANYAKUMARI
DISTRICTS.

TO BE A PROCESS CENTRIC, PROFIT ORIENTED ORGANIZATION TUNED TO


THE CONCEPT OF CUSTOMER DELIGHT.

MISSION

HUMAN RESOURCE IS SGJ ’s MOST IMPORTANT AND VALUED RESOURCE.

SGJ IS COMMITTED TO PROVIDE AN UNBIASED WORK ENVIRONMENT


THAT IS CONDUCIVE TO MENTAL, SPIRITUAL AND FINANCIAL WELL BEING
OF THE EMPLOYEES.
SGJ IS COMMITTED TO ENHANCING THE SKILLS OF THE EMPLOYEES BY
ENCOURAGING EMPLOYEES TO TRAIN AND STUDY, IRRESPECTIVE OF THE
DESIGNATION AND AGE, IN BETTER MANAGEMENT TECHNIQUES AND
INNOVATIVE INITIATIVES COMMITTED TO

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GROUP COMPANIES OF S.G.J GROUP OF COMPANIES
Table
Name of Company
Sl.No & Authorised Dealership for
Established Year
SG Jayaraj Nadar & Son
 Hindustan Motors Ltd
Tirunelveli
(Ambassador Cars)
Partnership
 TAFE Ltd
1 Estd 1971
(Tractors)
STATUS: Registered Partnership
 Tide Water Oil Co (India) Ltd
Firm
(Veedol Oil)

JR Enterprises
Tirunelveli
2  Indian Oil Corporation Ltd
Sole Proprietorship
Estd 1971
Kodai Automobiles Ltd
 Mahindra & Mahindra Ltd
Madurai & Tirunelveli
3 Mahindra International Ltd
Estd 1985
(LCVs)
Deemed public limited company
 Mahindra & Mahindra Ltd
Kodai Cars (P) Ltd.
(Personal Segment: Scorpio &
Tirunelveli
4 Logan)
Estd 2008
Prosper Segment

 Wheel Alignment
SGJ Auto Care (P) Ltd
 Branch Operations:
Madurai & Tirunelveli
5 Martandam, Sipcot & Tuticorin
Estd 1993
TASS
private limited company

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SGJ Bikes (P) Ltd


 Honda Motorcycle & Scooter
6 Tuticorin
India Private Ltd
Estd 2007

Objectives of the Human Resource Department


The Objectives of the Human Resource Department in SGJ group Companies are.
1. To make a significant contribution in the development of our region
through successful business activities.

2. To provide such support service as are possible to upgrade our region.

3. To be committed to the customer through our employees.

4. To achieve excellence in all our activities.

5. To make our organization one that will provide opportunities to our


employees to realize their full potential.

6. To develop and sustain a participative style of management.

7. To create a friendly yet competitive working atmosphere.

8. To support social causes and help in uplifting the needy.

9. To maintain financial propriety and discipline.

S G J’s Personnel Beliefs

People are S G J’s most important resource. S G J tries to create the type of
organizational climate in which the staff may make the fullest use of their capabilities.
Apart from its salary structure and working conditions S G J tries to promote
achievement, recognize the achievement; encourage advancement and increased
responsibility and thereby help the employee attain his full potential.

Training opportunities for furthering professional development are provided by


SGJ. It also tries to accommodate efforts by staff members to complete part-time
courses.
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Aware that better people make better employees, S G J is committed to build an
atmosphere of trust and harmony for the employees.

Achievements and awards of the group


The clients form a database of around 50,000 satisfied customers spread over 35 years
and the whole of South Tamil Nadu testifying to our constant and consistent growth and
expansion from 1971 till today.
Since 1971, the company have achieved several targets and received acknowledgements
from Hindustan Motors Ltd, including awards for Best Dealer for promotion of Trekkers,
growth in spare parts and sale of vehicles.
The company have received awards from TAFE Ltd for the best tractor, trailer and
implements’ sales ratio.
Kodai Automobiles Ltd has been awarded the Best All-India Service Facility Award and
has received also the All-Rounder Award.
Kodai Automobiles Ltd was awarded CSI Number One in All-India level for F-03 and
again for F-04. Kodai Automobiles were also awarded MDEP Award for Sustenance and
Process for F-04.
 Largest seller of Mahindra LCV (passenger) in India for more than 10
years.
 Tamil Nadu No.1 in Mahindra Pick-ups and Mahindra Cab king & Load
king sales.
 Recipient of Award from TAFE Ltd for the Best Tractor, Trailer and
Implements Sale Ratio in the year 1988.
 Recipient of Performance Award from Tide Water Oil Co India Ltd.
 Recipient of Award from Hindustan Motors Ltd for selling 444 vehicles
in the year 1996.
 Recipient of Best Market Performance Award from Hindustan Motors
Ltd in the year 2003.
 Recipient of Best Dealer in Load Carrier Sales category from Mahindra
& Mahindra Ltd in the year 2003.

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 Recipient of Best All India Service Facility Award and also All-
Rounder Award and recipient of Customer Satisfaction Index Award
from Mahindra & Mahindra Ltd in the years 2003 & 2004.

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2. REVIEW OF LITERATURE

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2.REVIEW OF LITERATURE
Since a developing country like India is still growing through the process of economic
development, it is of great consequence and somewhat easier for here to counteract
effectively the baneful effects of the industrial revolution which have adversely affected
the people all over the world. The need or labour welfare was strongly felt by the
community of royal commission on labour as far back as in 1931, primarily because of
lack of commitment to industrial work among factory workers and also the harsh
treatment they received from employers. This need was emphasized by the constitution of
India in the chapter on the directive principles of stat policy.
Importance of labour welfare measures
Employee welfare is in the interest of the employee, the employer and the society as a
whole. For the employee, welfare measures help to counteract the negative effects of the
factory system. These measures enable the employee and his family to lead a good life.
For the employer, welfare measures lead to higher productivity of labour. Employee
welfare is also in the interest if the larger society because the health, happiness and
efficiency of each individual represent the well being of all, thus, employee welfare
provides the following benefits.
1. Welfare activities influence the sentiment of the workers. When workers feel that
the employer and the state are interested in their happiness, the tendency to grouse
and grumble by the employee will steadily disappear. The development of such a
feeling paves the way for industrial peace.

2. The provisions of various welfare measures such as good housing, canteen,


medical and sickness benefits etc. makes them realize that they have also some
stake in the undertaking in which they are engaged and so they think thrice before
taking any reckless action which might prejudice the interest of undertaking.

3. Welfare measures, such as cheap food in the canteen, free or concessional medical
and educational facilities, also various allowances for travel, education of their
children etc. indirectly increase the real income of the workers. Hence, they will

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try to avoid industrial disputes as far as possible and do not go on strike on flimsy
grounds.

4. Welfare activities will reduce labour turnover and absenteeism and create
permanent settled labour force by making service attractive to the labour.

5. Welfare activities will go a long way to better the mental and moral health of
workers by reducing the incidences of vices of industrialization.

6. Welfare measures will improve the physique, intelligence, morality and standard
of living of the workers which in turn, will improve their efficiency and
productivity.

7. Welfare measures help to improve recruitment. As the job becomes more


attractive, more efficient workers can be recruited.

8. Improvement in material, intellectual and cultural conditions of life protects


workers from social evils like smoking, drinking, gambling, prostitution etc.

9. Welfare measured help to improve the goodwill and public image of the
enterprise. Voluntary efforts for the welfare of workers reduce the threat of
further intervention.

Legal framework of labour welfare in INDIA


The origin of labour welfare activity in India goes back to 1837, following th abolition of
slavery in 1833, the British colonies started improving Indian labour. Labour welfare
activity largely controlled by legislation, the earliest act being the Apprentices act of
1850. The Fatal Accident act of 1853, which aimed at providing compensation to the
families of workmen who lost their lives as a result of any “actionable wrong”. Then
came the Merchant shipping act of 1859, which regulated the employment of seaman and
provided for their health, accommodation and protection.
A review of all these enactments shows that they were drawn up with specific objectives
and that they do not indicate any planned policy or approach to labour welfare. And they
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were aattempts at regulating employment rather than improving the working condition of
the worker.
There was a rapid increase in industrial activity during the First World War, leading to an
increase in the number of industrial workers. The wear also had a tremendous impact on
the attitudes of government and society towards labour. The international labour
organization (ILO) was set up in 1919. For the first time, the importance of labour in the
economic and social reconstruction of the world was recognized
Hiring by private firms may shrink further
India may see a further dip in recruitment in the organized private sector, while salary
hikes given to employees will also be affected due to the economic crisis.
“The next three to five months will be tougher period for companies in terms of
recruitment” HR services provider Ma Foi Group and randstat India Managing director
K. Pandiarajan
Participating in a colloquium on ‘HR trends, global employment environment and the
impact of the current economic crisis on the Indian job market’, he said there would be a
further dip in recruitment in the organized private sector in the country
“The salary hikes given to employees by private companies are also going to be
affected”, he said
A Ma Foi survey had found that the estimated 8.8% increase in salary hike was expected
to come down by 4% this year.

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3. OBJECTIVES OF TRAINING

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3. OBJECTIVES OF THE TRAINING


The main objective of the training is to get a practical knowledge about the various
functions of a Human Resource manager in a company. Mainly the recruitment process
of the company and the various methods of welfare measures of the company are
observed.
The objectives of the training are to learn about the following matters.
 Manpower planning in the company
 Identification of the potentiality expected from employees for different
jobs in the company
 Identification of the potential workforce
 Screening of the candidates for the job
 Post Placement training
 Salary and other allowances fixation
 Meeting the welfare of the employees working in the company
 The various government regulations and their implementations in the
companies in real time

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4. METHODOLOGY OF TRAINING

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4. METHODOLOGY

There are many different ways to train. The method by which training is delivered often
varies based on the needs of the company, the trainee, and on the task being performed.
The method should suit the audience, the content, the business environment, and the
learning objective. Common group training methods include:

Lecture

A lecture is the method learners often most commonly associate with college and
secondary education. Yet, it is also considered one of the least effective methods to use
for adult learners. In this method, one person (the trainer) does all of the talking. He or
she may use handouts, visual aids, question/answer, or posters to support the lecture.
Communication is primarily one-way: from the instructor to the learner.

Demonstration

Demonstration is very effective for basic skills training. The trainer shows trainees how
to do something. The trainer may provide an opportunity for trainees to perform the task
being demonstrated.

Seminar

Seminars often combine several group methods: lectures, discussions, conferences,


demonstrations.

Conference

The conference training method is a good problem-solving approach. A group considers a


specific problem or issue and they work to reach agreement on statements or solutions.

Panel

A panel provides several points of view on a topic to seek alternatives to a situation.


Panel members may have differing views but they must also have objective concerns for
the purpose of the training. This is an excellent method for using outside resource people.

Role Playing

During a role play, the trainees assume roles and act out situations connected to the
learning concepts. It is good for customer service and sales training.

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Case Studies

A case study is a description of a real or imagined situation which contains information


that trainees can use to analyze what has occurred and why. The trainees recommend
solutions based on the content provided.

Simulations

Trainees participate in a reality-based, interactive activity where they imitate actions


required on the job. It is a useful technique for skills development.

Projects

Projects require the trainees to do something on the job which improves the business as
well as helps them learn about the topic of training. It might involve participation on a
team, the creation of a database, or the forming of a new process. The type of project will
vary by business and the skill level of the trainee.

Common individual training methods include:

Self-discovery

Trainees discover the competencies on their own using such techniques as guided
exercises, books, and research.

Movies/videos/computer-based training

Content for the training experience comes primarily from a videotape or computer-based
program.

On-the-job training

This is the most common method of training. The trainee is placed on the job and the
manager or mentor shows the trainee how to do the job. To be successful, the training
should be done according to a structured program that uses task lists, job breakdowns,
and performance standards as a lesson plan.

Mentoring

A mentor can tutor others in their learning. Mentors help employees solve problems both
through training them in skills and through modeling effective attitudes and behaviors.
This system is sometimes known as a buddy system.

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4.1 METHODOLOGY USED


As the training provided by the company is not for an employee it consisted of mixed
methods of training. To point out the methods of training the company has given were
1. Demonstration
2. Projects and
3. On the job Traning

DEMONSTRATION
In this method the HR managers from the company gave demonstrations about the
various processes of HR practices. They explained with samples the Recruitment process
and also the other functions of HR in the company.
They also explained the various employee welfare practices implemented by the
company to ensure the welfare of the employees. The trainee was explained about the
various types of welfare measures that are facilitated to the employees. The trainer
explained about the Employee State insurance scheme and the percentage of contribution
by the employees and the company.
Also the Provident fund scheme was explained to the trainee. The various allowances like
allowances for shoes, uniforms, bike for the sales executives, laptop and education were
also explained clearly with details that have been included in the implications part of the
report.
PROJECTS
The company trained the trainee by providing a short project. “Employee Pulse Survey”
is the project which is used by the company to asses the satisfactory level of the
employees in the company. The company has allowed the trainee to do that survey by
interviewing employees with a set of Pre-defined questions. This helped the trainee to
understand the level of satisfaction of employees for working in the company.
The “Employee Pulse Survey” is a survey that is made among the employees of the
dealership firms under Mahindra and Mahindra. The survey questionnaire has been
formed by the Mahindra company itself and provided the dealership firms. The company
has to do the survey and send the analysis to Mahindra and Mahindra.

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The trainee has allowed to collect the information from the employees regarding the
survey and was also allowed to do analysis of the responses. The trainee was assisted
with various details required for the assessment and the benchmark has been given. The
analysis was then submitted to the company.
ON THE JOB TRAINING
This is the most interesting and easy method of training. This was very helpful for me to
understand the process of the company, and to watch the process closely.
The trainee was allowed to participate in the recruitment process of the firm. The trainee
was permitted to be a part of the recruitment panel along two other managers. Thus the
trainee was explained the recruitment process of the company and how to deal the
candidates appearing for the interview.
The interview process starts with the manpower planning that has to be done by the
respective managers of departments. Then as per the manpower requirement the resumes
that has already came to the company are sorted and the right candidates are called for the
interview. In the interview initially a psychometric test has to be conducted and then start
the normal HR interview. On this stage id over the correspondent manager will test the
candidate for his technical competency and finally the selection is done.Also the trainee
was allowed to shoot out questions to the candidate appearing for the interview for
various categories of job.

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5. IMPLICATIONS OF TRAINING

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5. IMPLICATIONS OF THE TRAINING


During this in-plant training for studying the recruitment process and employee welfare
measures, the following procedures have been observed.
RECRUITMENT PROCESS

Process to be followed for the inflow of applications

 All the applications received at any end by any means shall be collected by the
HRD.
 Applications received with vast experience should be filed separately
 (Function wise)

 Applications received without experience should be filed separately


 (Qualification wise)

 Data Bank files should be labeled suitably

Streamlining recruitment process


The following are the general policies that the company is following to the recruitment
policies.
 Interviews should be held only on Wednesday or on Thursday in order to

streamline the interview process & to avoid erratic time schedules of HR

Department & Interviewers.

 Candidates who approach directly for employment should also be asked to attend

the interview on Wednesday unless it is an exceptional case

 Based on the intensive requirements, interviews may be conducted once in a

week. Later on it may be tapered into once in 2 weeks and subsequently once in a

month and at that point the date of joining should be decided (probably 1st

working day of the relevant month) so that it is constant

 Till that point all selected candidates should be asked to join duty on Mondays.

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Getting started to recruit


Manpower planning is the initial step for recruitment. The managers of individual
departments will assess the performance of their respective departments and if any lack in
service of inadequacy of manpower is identified then the correspondent manager will
request the HR department for recruiting people for that particular department.

Importance of correct hiring


o Over hire
HR department must be very careful with the number of candidates selected for a
particular job. If in the case the number of candidates selected are too high than
the required number then it may lead to
 Loss in productivity
 Idle employees
o Under hire
If in the case the number are employees are less than the required number then it
may cause
 Loss in business opportunity

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FLOW CHART- RECRUITMENT PROCESS

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Identification of vacancies

Types of hires
a. Permanent
b. Temporary
c. contract

Source of candidates
a. Reference
b. Resume database
c. Newspaper ads

Short Listing the resumes

Conducting the interview

Making an offer/
appointment letter

Joining formalities

Induction
process

Flow chart that explains the Recruitment Process in SGJ group of Companies

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Recruitment process
Recruitment process is a series of steps. It starts with the manpower planning by the
company. As the company is a dealership company with sales and servicing as the major
part of business, it is always necessary to have enough manpower to meet the
requirements of the customers.
There are different divisions in the company like
 Mahindra Sales division
 Mahindra service division
 Hindustan motors sales division
 Service division
 Accounts department
 Tafe Tractors Sales and Service division
 Veedol oil sales division
Each division is having its own manager. The manager of each division is responsible for
identification of the manpower. When there is a need of employee in any of the divisions
then the respective manager prepares a requirement list and gives it to the HR
department. And along with that the specification of the qualifications of the employee to
be selected is also sent.

Then the HR manager will consult with the Managing Director and then finalizes whether
the employee to be selected is a
 Permanent
 Temporary or
 Contract worker.

For selecting a candidate first priority is given to the references given by the employees.

The HR department is maintaining a huge database of the resumes that has been colledted
in different times. The resumes are arranged as per the qualification of the candidates.

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The qualified resumes as per the specification of the manager are taken and the
candidates are called for the interview.

If the HR manager cannot able to find a right resume as per the specification then paper
ads are given in the local newspapers. And candidates are asked to attend a walk in on a
specific date.

The next important step is to screen the resumes. Among the various candidates
participating in the interview the necessary resumes with the expected qualification are
selected. After that the selected candidates are conducted a psychometric test, which is
helpful to analyze whether the person is a extrovert, hesitator and also other traits of the
candidate.

The selected candidates from the test will be conducted a personal interview by the HR
panel. The selected candidates from the HR personal interview will be conducted a
Technical interview by the manager of the correspondent division.

Once the candidate clears all the levels of the interview appointment order is given to the
employee. Three days of induction is given to the employee about various functions of
the job. Also Indian Bank, ATM, Account is opened for the new employee also an
employee code is provided to the person.

EMPLOYEE WELFARE MEASURES


The following are the major welfare measures followed in the company
EPF – SCHEME 1952
• The Employees' Provident Fund Act, 1952 is an important piece of Labour
Welfare legislation enacted by the Parliament to provide social security benefits
to the Employees.

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• Benefits of the EPF scheme

o Contributory Provident Fund.

o Pensionary benefits to the employees as well as the family members.

o Insurance cover to the members of the Provident Fund

• Employee Contribution :

For the EPF the employee and employer have to contribute from the monthly
wages of the employee. The rate of contribution of the employee is 12% of emoluments.
Emoluments is equal to addition of Basic wages, dearness allowance, cash value of food
concession and retaining allowances if any.,
Apart from the normal contribution an employee can contribute statutorily over and
above the prescribed rate.
For the contribution of the employee administrative charges are levied. Those charges are
• A/c No-2 : 1.10 %

• Ac No-22 : 0.01 %

This makes Total Contribution to 13.61% on emoluments.


Employees can withdraw advance from the Provident Fund for the following purposes by
submitting Form 31 to EPF office through the Employer.
– Marriage / Education

– Medical Treatment

– Purchase or construction of Dwelling house

– Repayment of Housing Loan

– Purchase of Plot

– Addition/Alteration of House

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ESIC SCHEME
• ESI Scheme is a unique multidimensional self financing social security scheme

• This integrated scheme of health insurance provides comprehensive medical


cover & cash benefits to the employees those covered under the scheme.

• The Act, in the first instance, applies to all manufacturing units and
establishments employing 20 or more persons for wages and falling within the
scope of an implemented geographical area. As of now, employees of factories/
establishments, that fall within the ambit of coverage, and earning wages not
exceeding Rs.10,000/- per month are covered under the ESI Scheme.

• Contribution is the amount payable to the Corporation by the Principal Employer


in respect of an employee and comprises the amount payable by the employee and
the employer.

• Employee’s share – 1.75 % of total Emoluments.

• Employer’s share – 4.75 % of total Emoluments.

• If the employee is drawing up to Rs.70/- as daily average wage, he is


exempt from the payment of his share of contribution. The employer is
however to pay employer's share of 4.75% of the salary
received/receivable by the employee.

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ESIC – BENEFITS
• The Scheme provides full range of medical care to Insured person and family,
through a network of ESI Dispensaries & Panel clinics, diagnostic centers and
ESI Hospitals etc.

• All Insured Persons and members of their family are entitled to free, full and
comprehensive medical care under the Scheme

• Sickness Benefit :

Sickness Benefit represents periodical cash payments made to an IP during the


period of certified sickness occurring in a benefit period when IP requires medical
treatment and attendance with abstention from work on medical grounds.
The maximum duration of Sickness Benefit is 91 days in two consecutive benefit
periods. The sickness benefit rate is roughly equivalent to 50% of the average daily
wages of the insured person.
• Maternity benefit :

Maternity benefit consists of periodical cash payments in case of confinement or


miscarriage or sickness arising out of pregnancy, confinement, premature birth of child or
miscarriage, to an insured woman as certified by a duly appointed medical officer or mid
wife.
• Insured women are entitled to receive maternity benefit for confinement for a
period of 12 weeks for all the days on which she does not work for remuneration.

• Disablement benefit :

Disablement benefit is admissible for disablement caused by employment injury.


At the first instance, temporary disablement benefit is payable as long as the temporary
disability lasts. If the employment injury results in partial or total/permanent
disability, permanent disablement benefit is payable till the death of the insured person.

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Employees Pension Scheme:
 Out of 12% employer’s share, 8.33% is diverted to Pension Fund and 3.67% to
Provident Fund.
 The annual account slip when sent from Sub Regional Office will be distributed
by HRD to individuals.
 Annual account slip is only for Provident Fund and not for pension fund.
New members’ coverage has to get approved from the Managing Partner.
According to PF Act all employees should be covered from the date of joining.
Eligible employees have to give their details in the Nomination/Declaration forms
and the same has to be got signed by the Managing Partner. New PF number will be
allotted by the HRD and the forms will sent to PF office along with monthly PF
returns. Before sending to PF office, a Xerox copy will be taken and filed in the PF
new recruits file.

MEDICAL ALLOWANCES
All the Managers/Asst. Managers/In-charges are entitled for an annual medical allowance
subject to a maximum of one-month salary (Basic + DA) for the financial year (April to
March) as per the rules given below. Senior supervisor are also fixed a certain amount
Medical Allowance every year.
For instance to a person who is joining during the month of January in an accounting
year, the allowances will be credited during February and march respectively. From April
onwards (next accounting year) eligible amount will be credited for the year.
However, only, the amount on credit will be reimbursed at the time of availing the
facility on the basic of the service in our company.
Rules
1. The medical claim will be supported by the actual Bills/Hospitalisation Charges in
original. For the medical claim, family in relation to an individual means
a. The spouse and children of individual
b. Parents, brothers and sisters of the individual who are wholly or mainly
dependent of the individual

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2. Any direct payment or reimbursement of medical expenses regarding the medical
treatment of the employee or member of his family by the employer.

a. In a hospital maintained or approved by the Government of any local authority.


b. In respect of prescribed medical expenses regarding he medical treatment of the
employee or any member of his family by the employer.
3. Any payment made for the purpose of Group Medical Insurance of the employee or
reimbursement of Medical Insurance Premium paid by the employee on his health or on
the health of any member of his family.
4. The unavailed portion of the medical allowance pertaining to the financial year will be
carried to the next year and added with next year medical allowance.
Below in-charge level medical attention needed as a result of injury etc. during working
hours may be compensated for.

SHOE / ATTIRE SUBSIDY (Annual Basis)


Managers, Asst. Managers, Senior Supervisors, In-charges are eligible for shoe allowance
once in a year (or) actual cost of the shoe whichever is less.
For claiming shoe allowance the original bill should be submitted subject to the
maximum allowable limit of Rs. 650.00

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UNIFORMS
Color and style of the uniforms will be selected by the company for all the mechanics. 1
set will be given for the mechanics those who are having less than 2 years experience in
the company and 2 sets for those who have completed 2 years.
Uniform will be issued on the month of June every year to the newly joined employees
- Get employees list from HRD.
- Materials, Sr. Supervisor / Workshop Godown
- Samples & Rates
- Forward to Managing Partner
- Managing Partner Selects

EDUCATIONAL SCHOLARSHIP ON A CONCESSIONAL BASIS (Annual)


Managers, Asst. Managers, In-charges those who have completed 2 years of service are
eligible for the educational scholarships scheme once in a year for their children (per
child per family) or self for higher studies both in diploma’s or professional.(only for
themselves and their own children).
KG to 10 Std Rs. 1000.00 per annum per child or self
+2 (Hr. Sec) Rs. 1500.00per annum per child or self
Diploma and College Studies Rs. 2500.00 per annum per child or self
Professional Course Supported by bills
Records for this are maintained by Accounts Dept.
(Applicable for those who do not have Education Allowance)
For those lower In-charge level and have completed 3 years in the company, can also
avail of these allowance. Their application are forwarded by their Department heads and
examined by HRD and scrutinized by a committee. Recommendation forwarded to
Managing Partner. He fixes amount for that year. While recommending the educational
allowance, the following conditions are to be followed.

1. Those who have completed minimum three years of continuous service.


2. There should not be any absenteeism or LLP during previous accounting
year.

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3. Those who availed more than 24 days leave during the previous
accounting year need not to be considered.
4. There should be no disciplinary proceedings pending and punishment.
5. The explanation not exceeding more than three per annum.
6. There should be no customer complaint.
7. Very good subordination to superiors.
8. Very good coordination with teamwork.
9. Cleanness with neat uniform.
10. House keeping and tools maintenance.
11. Not exceeding four-repeated job per annum.
12. Work efficiency and work performance.
13. Those who covered under educational allowance in their salary structure
need not be considered.
VEHICLE ALLOWANCE

Only for field sales personnel, Managerial cadre company two wheelers can be allotted
with request of the individual in writing along with Driving License Xerox copy and the
same has to be approved and forwarded to the managing partner by the Department head
through HRD.
a. Own your bike scheme (OYBS)
The eligibility, condition, allowances and repayment as per the norms laid down in our
company own Your Bike Scheme rules and regulations.

b. For Company Vehicles


This vehicle allowance can be given only for official (companies) work. Requisition by
indent to company vehicles department.
Petrol Bills, repair charges will be submitted along with log sheet verification for
kilometers covered and then only approved by the concerned manager and entered into
the register maintained for the purpose.

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Two wheelers provided by the company is for official purpose only. All persons who are
given company bike have to park the vehicle in the company after completion of field
work. Out station persons are asked to park their two wheelers in their respective
branches No one is allowed to take company two wheeler to his house under any
circumstances.

CONVEYANCE ALLOWANCE

According to Batta circular,TA & DA Should be supported by bus ticket and for
outstation field staff bus ticket can be claimed weekly once from their home for their
office reporting day. (up & down bus fare)
Field Allowance
i.. TA & DA
ii. Reimbursement of local transport expenses (Public Vehicles)
iii. Reimbursement of local transport expenses (Personal Vehicles)
iv. Business travel within India
Managers have to submit monthly tour program for next month by last week of current
month. Salesman ED for next fortnight should be submitted countersigned by Manager.
Last minute changes such as due to principals’ visit or sales /services campaigns cannot
be avoided.

Reimbursement of Kit expenses


We provide tool kit for service engineers,. Briefcases are given to field staff.
Service engineers and sales staff. Managers are given superior briefcase. If clerical staff
need calculator, they have to submit requisition in its format, signed by superior staff and
then authorized by Internal audit .A copy of the company things given to the individual
for carrying the day to day operations has to be given to HR for his personnel file. The
individual when leaves from the company have to surrender all the company items given
to him.

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As a safety measure wearing HELMET is compulsory for both company and
own two wheelers.

Transfer & Travel Expenses


i. Entitlements during transfers
ii. Travel Expenses
iii. Leave Travel Expenses
iv. Claims for use of Private Vehicles
v. Leave (Vacation) Travel allowance.
Deputation Allowance:
While being shifted to a branch for a short term (1 or 2 months) the batta rules
apply to them up to fixation of revised salary.

THE LITTLE EXTRAS


If a member gets married while with SGJ, the company will provide you with a vehicle
for 12 hours on wedding day. The Taxi/Car should be used only within Tirunelveli
limits.
Senior Management staff may avail of this facility on the wedding day of their children.
Credit facility offered with Pothys, textile shop in tirunelveli, for the purchase of textiles
and with the Diocese Store for provision. Repayment installment amount (Pothys) and
provision full bill amount deducted from monthly wages.
In order to foster good relation among employees, supervisory, in-charges and above are
greeted by their colleagues with sweets etc., on the day before the festival-Christmas /
Deepavali. Colleagues visit their colleagues and so on.

Deepavali Sweets are given to all employee and contract workers.


On New Year Day, the employees who are given tea, snacks and company calendar greet
the Partner. The managers and above will greet the Partner on this occasion along with
sweets and fruits. The Managing Partner will address all staff members extending his
New Year Greetings.

On New Year, sales and supervisory staffs are given diary for their official purpose.

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Like wise on April 1st, the first day of the New Financial year, Managing Partner will
address the staff member before opening new accounts for the current financial Year

An annual feast held to bind Management- employee relationship.

Procedure for celebration of new accounting year


Every year on the 1st working day of April, Company follows the practice of inaugurating
the new financial year by prayer with the help of the Priest from the Cathedral Church.
Managers & all staff members should be requested to assemble at the Sales reception
office around 9.15 am. All formats pertaining to Sales / Service should be made available
at the table for blessings. After prayer & blessings, Managing Partner’s new address
should follow. At the end Tea & chocolates should be distributed. This practice should be
followed at the branches also.

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MARRIAGE GIFT
Guidelines for marriage gift for the employee from the Company
Criteria:
Employee who has completed minimum one year of service may be considered
for the above said benefit
Procedure:
Employees may be given a gift at the time of their marriage. HRD should check the
marriage invitation card and verify. After the process, HRD should request the Accounts
department for the gift cheque and it shall be presented to the employee by the higher
authority of the department
Marriage gift should be calculated based on the following norms
 Above one year of service - Upto 25 % of the salary may be given
 Above two years of service - Upto 50 % of the salary may be given
 Above three years of service - Upto 75 % of the salary may be given
 Above four years of service - Upto 100 % of the salary may be given

Guidelines for marriage gift for the children of the employees


Criteria:
Employee who has completed minimum 7 years of service may be considered for the
above said benefit restricted to 2 nos of children.
Procedure:
HRD should verify the marriage invitation. After the process, HRD should request the
Accounts department for the gift cheque and it shall be presented to the employee by the
higher authority of the department
Marriage gift should be calculated based on the following norms
 Above seven year of service - Upto 50 % of the salary may be given
 Above nine years of service - Upto 75 % of the salary may be given
 Above 10 years of service - Upto 100 % of the salary may be given
This guideline comes into immediate effect

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BOARDING & LODGING EXPENSE


Whenever an employee from the company is sent to other cities or places for the
company purposes then travel allowance would be provided to them. When a sales person
is sent to other areas which are not under his coverage, or any employee from the
company is sent to any other company for training purposes, or managers of the company
are sent for any meeting in different places, the travel allowance is applicable for them.
The allowance is based on the designation of the employee and the place where the
employee is being sent.
The details of travel allowance for the managerial and other administrative officers of the
company are given in the Annexure I
The details of travel allowance for the workmen and staffs are given in the Annexure II

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6. MERITS AND DEMERITS OF


TRAINING

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6.1 MERITS OF TRAINING
 The timing for the training was 9 am to 5 pm everyday including Saturdays, this
was a very good experience and made the trainee to understand the corporate
working hours

 The mangers of all the divisions of the company are so much co-operative and
also taught the trainee a lot and helped in clearing lots of doubts in various
aspects.

 The HR department gave the trainee a full permission to visit all the work areas
and also to converse with any person who is working there. This gave the trainee
a very good experience of knowing the experience of different employees from
various departments.

 The trainee was allowed to make survey on the cleanliness of the premises of the
company and to submit reports on that. This emphasizes the importance of
cleanliness of work environment

 The trainee was allowed to sort out the resumes that were collected in recent
years. This was very useful in understanding the importance of arranging the
collected resumes.

 Regarding recruitment the trainee was allowed to participate in the interview


panel to observe the interview process. The trainee was also allowed to shoot out
questions to the candidates appearing for the interview.

 Induction schedule was allowed to prepare by the trainee. Many times during the
training period the trainee was asked to read out the rules and policies of the
company to the newly joined recruits.

 Opportunity was given to explain the regulations of the company to the new
recruits and also the take around and introduce them to various department
managers.

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 In certain times the trainee was even allowed to listen to the grievances of various
employees of different levels and asked to submit report to the management. This
was indeed a very good experience that helps in knowing the mind set of the
employees and their grievances.

 The HR manager also conducted class room sessions for the trainee and discussed
various procedures and functions. The trainee was also allowed to share his views
and thoughts freely under various issues.

 The trainee was also allowed to take part in the panel that dealt with employee
disputes.

 The trainee was allowed to observe the working of the employees in different
departments like sales division and service division. Also the trainee was asked to
submit reports on the observation. This was very much helpful to look over the
working of the employees very closely.

 The accounts division head of the company explained clearly about various
benefits and allowances that are given to the employees.

 The various employee welfare measures that are taken in the company are clearly
explained.

 The EPF, ESI and other schemes are explained clearly with relevant figures.

 All the employees in the company interacted freely with the trainee.

 The trainee was treated as an employee of the company itself that gave a lot of
hope and experience.

6.2 DEMERITS OF TRAINING


Since the company allowed the trainee to interact with anyone in the company
and made comfortable and also allowed in various functions of the HR manager no
demerits were found in the training process.

Jerince Peter B.Tech, M.B.A 54 7/4/2009


Copyright@2009
Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli

Jerince Peter B.Tech, M.B.A 55 7/4/2009


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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli

BIBLIOGRAPHY

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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli

BIBLIOGRAPHY
Text books
 C.B.Mamoria. Personnel Management, 2nd edition, Himalaya Publishing House,
New Delhi, 2008

 L.M. Prasad. Organizational Behaviour, 4th Revised Edition, Sultan Chanda &
sons, New Delhi, 2008

 V.S.P Rao. Human Resource Management, 2nd Edition, Excel Books, 2008,

Journal Articles
 Ma Foi survey, News Roundup, HRM Review, May 2009

 S. Krishnamoorthy, Organization restructuring and downsizing in “Hard times”,


HRM Review, may 2009

Websites
 http://www.wordreference.com/definition/labourwelfare.html

 http://citehr.com/welfarearticle

 http://wikipedia.com/labourwelfare.html

 http://www.search.epnet.com

Jerince Peter B.Tech, M.B.A 57 7/4/2009


Copyright@2009
Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli

APPENDICES

Jerince Peter B.Tech, M.B.A 58 7/4/2009


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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli
Appendix I
Managerial GM & Above

Place Boarding Lodging Inner City Boarding Lodging Inner City


Rs. Rs. Travel Rs. Rs. Travel
Category 1
Metropolitan Cities 750 400 1500
(Mumbai, Calcutta, 300 Auto
Auto/ Taxi
Delhi, Chennai,
Bangalore,&
Hyderabad
Category 2 – All State
Capital, District Head
250 500 Auto 350 1000 Auto/ Taxi
Quarters in North
India.
Category 3 – District
Head Quarters of
200 400 Auto 300 900 Auto/ Taxi
Karnataka, Kerala &
Andhra Pradesh
Category 4 – Other
Towns in Karnataka,
175 300 Auto 250 750 Auto/ Taxi
Kerala and Andhra
Pradesh.
Category 5 – All
Towns in Tamil Nadu 150 250 Auto 250 500 Auto/ Taxi
except Chennai.

Jerince Peter B.Tech, M.B.A 59 7/4/2009


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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli

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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli
Appendix II
Workmen Staff

Place Boarding Lodging Inner City Boarding Lodging Inner City


Rs. Rs. Travel Rs. Rs. Travel
Category 1 Metropolitan
Cities (Mumbai, Calcutta, Bus/Train 125 275 Bus/Train
Delhi, Chennai,
Bangalore,& Hyderabad
Category 2 – All State
Capital, District Head 100 175 Bus/Train 125 200 Bus/Train
Quarters in North India.
Category 3 – District Head
Quarters of Karnataka, 200 400 Bus/Train 100 175 Bus/Train
Kerala & Andhra Pradesh
Category 4 – Other Towns
in Karnataka, Kerala and 175 300 Bus/Train 100 150 Bus/Train
Andhra Pradesh.
Category 5 – All Towns in
Tamil Nadu except As per existing system Bus/Train As per existing system Bus/Train
Chennai.

Jerince Peter B.Tech, M.B.A 61 7/4/2009


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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,
Tirunelveli
Appendix III
Date : 21-05-2009
INDUCTION PROGRAM SCHEDULE
TO
All HOD’s / Managers
This is to inform that MR. MOHAMMED ALI has joined on 14-05-2009 as MF-
SALES EXECUTIVE
You are requested to brief him about the general functions of your department.
Time Department Contact Signature
Person
21-05-2009 MORNING Introducing to all
SESSION divisions
21-05-2009 MORNING Reading of Company
SESSION manual with HR
21-05-2009 afternoon PERSONAL
session SERVICE
22-05-2009 MORNING XYLO/ LOGAN/
SESSION SCORPIO SALES
22-05-2009 MORNING BOLERO/ PICKUP
SESSION SALES
22-05-2009 AFTERNOON
SPARE PARTS
SESSION
22-05-2009 AFTERNOON VISITING OTHER
SESSION DEALERSHIPS
23-05-2009 MORNING
LCV SALES
SESSION
23-05-2009 AFTERNOON
MF/HM WORKSHOP
SESSION
23-05-2009 AFTERNOON
LCV WORKSHOP
SESSION
23-05-2009 AFTERNOON
VEEDOL
SESSION
MAJOR
23-05-2009 AFTERNOON
SECTION/ACCIDENT
SESSION
REPAIR DIVISION

Signature of HRD Signature of Employee

Jerince Peter B.Tech, M.B.A 62 7/4/2009


Copyright@2009