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A STUDY ON HRIS

ACKNOWLEDGEMENTS

“ As motives from them have made me to look bright. Even in the world of
darkness.”
Any achievement big or small should have catalyst and a constant
encouragement and advice of valuable and noble minds.
The satisfaction that accompanies the successful culmination of any
task would be incomplete without mentioning those who made it possible
because success is the epitome of hard work, determination, consultation
and dedication. This list of thanks is heart felt and only begins to
acknowledge those people to whom, one way or the other this owes its
existence.
Its my privilege to place on record my sincere feeling of gratitude to
my project guide, Mr Mahantesh Jakaty, faculty, MBA Programme, BIET
for his guidance, encouragement and suggestions to carry out this project
report.
I take this opportunity to express my sincere thanks to Mr R P
Narasinga Rao, professor and coordinator MBA Programme, BIET for his
whole hearted support during this work.
I would like to place a record of my profound gratitude to
Mr. K. S.Jagannattha vice president (HRD) who have permitted me to
work in their organization.
I wish to express my heartfelt thanks to Mr. Sudharshan.Rao, AGM,
HRD, for providing me all the necessary information which I was in need of,
he gave me a lot of his precious time and co-operation during my project
work.
I wish to thank Mr.Shashikant Patange, Dy. Manager (HRD) who
was very helpful to me through out this project work..

Last but not he least I wish to thank all those who have contributed to this
project work

RAJAT S KATTIMANI

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TABLE OF CONTENTS
SL No Contents PAGE No

1 Chapter 1 03

Executive Profile

2 Chapter 2
06
Introduction
Industry Profile
Company Profile

3 Chapter 3
55
Design of the Study
Selection of topic
Objectives of Study
Limitations of Study

4 Chapter 4
59
Methodology of data Collection
Tools used for data collection
Objectives of Implementing HRIS

5 Chapter 5
Introduction on HRIS 61
Assessing Needs
Getting started
HRIS functions

6 Chapter 6 71
Summary of Findings

7 Chapter 7 73
Suggestions

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EXECUTIVE SUMMARY
It was a great opportunity for me to have carried on the summer in-plant training
at HPF Division – Grasim Industries (A unit of Aditya Birla Group) for the partial
fulfillment of MBA course.
The project was done on developing and implementation of “Human Resource
Information System”. The in-plant training was basically intended to have an exposure of
the working environment of the organization and organization culture.
The endeavor of the project was mainly taken over for 10 weeks, where I covered
the area starting from the industry profile till implementation and suggestion &
conclusion about my topic.
First two weeks the study was focused on the industry and the company profiles
that then moved towards the different departments of the company.
After the above learning’s, I focused my study on the topic I chose, “HRIS”.
Finally, suggestions and conclusion were made after careful observation of HR
department, P & IR department.
Globalization has led this world to enter the field of information technology.
Therefore every company is moving towards perfection and efficiency due to cut-throat
competition between numbers of companies. In this era of rat race between companies to
prove their worth, each and every company are cultivating information technology as
their tool to beat the best.
HRIS in nutshell is a cutting edge in processing data and taking decisions, which
of-course is a critical parameter in the companies’ performance.

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The CEL report consists of 7 chapters:

Chapter one: Executive summary

Chapter Two: it consists of the introduction to the industry, company and Company
profile.

Chapter Three: design of the study, statement of problem, scope of study, research design
and limitations of the study\

Chapter Four: Methodology of data collection, sampling design and tools of data
collection.

Chapter Five: analysis of HRIS requirements in HPF Division, which covers the meaning
of HRIS, basic components of HRIS, objectives of HRIS and the use of HRIS in HR and
P & IR departments.

Chapter Six: summary of findings, which contains a brief note about the requirements
listed by the users and the observations made.

Chapter Seven: suggestions and conclusions based on the findings

The report ends with annexure and bibliography. It includes CEL weekly reports,
financial highlights of the company and products of Aditya Birla Group

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INTRODUCTION
This is the “Age of Systems”, so it’s become a necessity for all the organizations
to equip themselves with the systems approach. The managers now not only need to
furnish themselves with traditional functions but also the ability to participate in design
and utilization of computer based information systems.
In the quest of bettering the best, the HRIS has been developed as a tool for the
process integration. It is user-friendly application of information technology that would
cut the present paper work by 50% and work time by 75% and improves effectiveness in
decision-making by 80%
An information system is an organized set of components for collecting
transmitting, storing and processing data in order to deliver information. All managers
and professionals, as well as most other workers in a corporation, are end users of
information systems, since they use information delivered by these systems in doing their
jobs. This is why information systems literacy is indispensable.

The mission of information system is to “ improve the performance of people in


organization through the use of information technology”

Organizational information systems include that support business operations as


well as systems that support management. Organizational information systems are
implemented to achieve business results. These outcomes may include enhanced
competitive positions, higher productivity, improved customer satisfaction, better
decision making, faster response in the marketplace, better communication and enhanced
employee goodwill.
The principal capabilities of information systems are fast an accurate data
processing with large storage capacity and rapid communication between sites.
Several changes have been taking place in the usage of systems. Now computer
based information systems are being used not only in manufacturing sector, also in HR
management.

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INDUSTRY PROFILE

Cellulose is not only the most abundant organic substance available in nature, but
also it is probably the most versatile, yet the simplest replaceable, organic raw material
known to man. Its conversion to paper products and fiber is the everyday function of the
pulp, paper and textile industries, and the resulting thousands of different kinds of useful
items are proof that pulp has become indispensable to modern civilization. There is also a
constant search for new uses and chemical modifications of paper and textile.

Pulp manufacture gradually developed into an industry of its own, and served
industries like the paper and the textile. For example the manufacture of pulp for rayon
manufacture has assumed major importance and become a distinctly specialized division
of pulp manufacture. The control and utilization of the industries by products have
received widespread attention.

VARIOUS TYPES OF PULPS


• Special alpha and dissolving grade pulp.
• Bleached sulfite pulp.
• Unbleached sulfite pulp
• Semi bleached sulfate
• Unbleached sulfate.
• Soda pulp
• Ground wood (bleached and unbleached) pulp
• Semi chemical pulp
• De fibrated pulp

From pulp, man-made fiber is manufactured in textile industry. Although the


word fiber originally referred only to naturally occurring materials (cotton, wool, etc), it
is now used extensively for the man- made products. This latter usage includes both the
semi synthetics and the true synthetics, or polyfibers. Semi synthetics result from two

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methods of forming long chain molecules: addition polymerization and condensation


polymerization. The polymerization. The polymer is then taken from its melt, or solution,
and processed into fiber form. Cellulose acetate really lies between these two classes
since here a natural polymer (celluse) is converted into one of its derivatives (cellulose
acetate), which is dissolved and spun into fiber form.

The material made mainly of natural or synthetic fibers called textile. But the
modem textile products may be prepared from a number of combinations of fiber yarns,
film sheets and leather. They are found in apparel, commercial furnishings. The fabric
may be defined as thin flexible material made of any combination of cloth, fiber and
polymer film sheet. The cloth is a thin flexible material made from yarns. Yarn is a
continuous stand of fibers. Fiber is a rod like object having length greater than 100 times
the diameter

THE PULP IS USED AS A RAW MATERIAL FOR BOTH TEXTILE AND


PAPER INDUSTRY.

BIRTH OF TEXTILE INDUSTRY IN INDIA

The rich tradition of Indian textile date back to 4000 years B.C. travelers in 13th
century wrote about the excellence of the Indian fabric. Muslin, the jewel of Indian
fabric, is still much priced cloth for the civilized world. The post world war second
witnessed the launching pf large scale programs by the less developed countries for the
development and expansion of the textile industries along with the older textile producing
countries, putting into operation plans for the modernization and recognition of textile
industry finds itself today up to.

Today textile industry has about hundred’s of years of rich tradition behind it but
equally it need not also be sick and decayed as the textile industry finds itself today up to.

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TEXTILE INDUSTRY IN INDIA

The textile industry, which launched the industrial revolution, is now over 200
years old. India is one the largest textile producing countries in the world. In terms of
installed capacities, producing countries in the world. In terms of installed capacities,
production of the cloth and yarn and employment potent ional, the textile industry has
few equals. We have the decentralized sector comprising the handlooms and the power
looms. The organized cotton mill sector consisting of both private mills and government
owned national corporation group of mills and other sector like the woolen, the art silk
and synthetics, the jute and pure silk.

Production of the mill sector reached a maximum of about 4800 million meters in
1956. Since then there has been a gradual reduction. There was stagnation in progress
throughout 70%. This because the average counts for the country as whole has been
increasing gradually in response to public taste. People prefer finer fabric and these take
longer time to produce. It is also interesting to note the steady increase in the blended
fabrics as well as 100% non-cotton fabrics during this period. This accounted for 25 % of
the total production.

India has had such a rich tradition in textiles; we can study the evolution of textile
industry under two heads:

1. Natural fibers.
2. Man made fibers.

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NATURAL FIBERS:

The origin of the cotton textile industry, the largest single industry in the country
dates at 1818 when the first cotton mill was established at Fort Gloster near Calcutta. The
grant of protection by the Government and Swadeshi movement enabled the industry to
make rapid strides. By September 1976 as many as 105 mills were taken over by the
National Textile Corporation.

MAN MADE FIBERS:


Man made textiles made their appearance on the Indian scene about 4 decades
ago. It was only in 1950 that first Rayon manufacturing unit-commenced production in
India. Subsequently Acetate filament yarn and Staple fiber and Model fiber were added to
the Cellulose production. How ever, cellulose fiber had entered the world scene around
the turn of the centaury and made their debut in India later. Synthetics on the other hand
made their first world appearance in 1940 and in India in 1962, when the first Nylon
plant was commissioned. The first polyester staple fiber plant went on stream in 1965 and
subsequently plays propylene staplene staple and acrylic staple came on scene. The man
made fiber industry has gathered momentum over the years. These fibers became popular
because of the following characteristics:

1. They have a ware life of 3 to 4 times than/that of cotton cloth.


2. Wash and wear qualities of polyester and blended fibrous reduce the maintenance,
cost in terms of washing and ironing of cloths is reduced.
3. Prestige values are attached to blended fabrics.

PAPER INDUSTRY
The Indian paper industry with an annual production of about 5 million tonnes is
one of the largest in the world. The industry employs more than 3, 00,000 individuals
directly and about 10, 00,000 indirectly. It contributes Rs. 2500 crores annually to the
National exchequer.

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INDIAN PAPER INDUSTRY


The presence of around 540 paper mills in India makes the industry highly
fragmented. The industry produced about 5 million tonnes in 2999-01. The average
installed capacity of the Paper Mils in India is around 11,500 TPA.

Classification of paper mills on the basis of installed capacity

INSTALLED CAPACITY CATEGORY


More than 33000tpa Large
5000-33000tpa Medium
Less than 5000tpa Small

The industry is also classified on the basis of raw material used. Wood/forest
based (conventional) and Agro or Waste paper based (unconventional). Most of the latter
are dependent on the import of waste paper and pulp.

Percentage wise distribution of paper mills on the basis of raw materials:


* Wood-based 42%
* Agro-based 36%
* Waste-paper 22%

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INDIAN DEMAND DRIVERS


1. The demand for paper has a directly proportionate relationship with a growth in
GDP. Acc to UN studies, the demand for paper increases by around 1.5 to 2.5
percent for every one-percent increase in the national per capita income.
2. The demand for paper is also influenced by an increase in population, an increase
in the literacy rate, service sector growth, advance in printing technology and the
development of the packaging industry.

INDIA produced nearly 50 lakh tonnes of paper in 2001-02. The country will need an
estimated of additional 30 lakh tonnes by 2010.

INDIAN SUPPLY

Year 2000/01 2001/02 2002/03


Capacity 6583 6697 6797
Production/supply 4806 5121 5355

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COMPANY PROFILE

Textile industries have got their own importance in the world history. In the late 40 s
most of the textile industries were of agro build. Their major raw material was pure
cotton. But these industries failed in meeting the requirements of people all over the
world. The overcome the drawbacks of cotton industries most of the man made silk
industries came into existence in the mid 40s.

Out of all man made silk industries, Grasim industries LTD, is one of the world
recognizable industries, which has got good name producing the pulp and fiber to meet
the high and changing requirements of the customers. This industry became a tough
competitor to the cotton industries. Because this is a major substitute for cotton in the
market. Though it is a private sector industry, it got worldwide recognition. Its main raw
material is eucalyptus and casuarinas.

Grasim industry ltd. has got majority of market share. It has the capacity of
meeting 86% of the world demand. But the globalize marketing conditions are affecting
the market share of the Grasim industries ltd. Though it is trying to maintain same
position in the world market by introducing new technologies.

As we know it is a private industry, so it is enjoying most of the privileges given


by the government. In the globalized industrial scenario, Government is encouraging the
private sector industries to compete in the world market. Because of their effective
management system, they can struggle and survive in the world market

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ADITYA BIRLA GROUP


The story of the Aditya Birla Group is closely intertwined with the history of
Indian Industry itself.

From leading in cotton, silver, sugar and jute in the min 19th century, the group
has forged ahead into the key industrial sector, such as aluminum, chemical, fertilizers,
machinery, staple fiber, textile, sponge iron, cement, financial services and software.

The freedom struggle with which the Birla were closely associated, had inspired
the Group to take up the challenge of nation building and by 1950, there were 130 Birla’s
companies, providing a vital push to India’s industrialization process.

The group has now grown into India’s second largest industrial house, employing
65,000 people worldwide. It registered a turnover for 1995-96 exceeding Rs.9500 crores.

• Grasim is in the forefront in developing new generation specialty high


performance fibers.
• It has developed a solvent spinning process for producing cellulose fiber.
• They are working to produce cellulose thermoplastic polymer, which has been
connected into fiber/filament by melt spinning technology.
• It has developed new processes to produce from bamboo, eucalyptus and mixed
hard wood.
• Grasim is the leading supplier of technology and machinery related to the
production of man-made fiber.

The BIRLA GROUP incorporated Grasim Industries LTD in 1947. It is one of he largest
rayon grade pulps manufacturing units in India and it is only the one, which has an
integration of both pulp and fiber. Since its inception, growth has been a key word at
Grasim. The Company has been striving to foster a simple corporate philosophy that is to
constantly achieve excellence and focused company, which has judiciously and

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successfully made investment in core sector industries for meeting the basic
requirements.

It has a workforce of about 2900 people including highly qualified personnel,


skilled and unskilled workers who are completely dedicated to the factory’s working and
its improvement.

After the demise of the great ADITYA BIRLA in 1995, the BIRLA GROUP was
taken over by his own son, Mr. Kumaramangalam Birla. The group has grown into
India’s second largest industrial house employing about 65000 people worldwide. It had
registered a turnover of more than Rs 20,000 crores during 1997-98.

Grasim industries is owned and efficiently managed by ADITYA BIRLA GROUP


that consist of more than 55 professional managed large units enjoying the confidence of
more than 6 lakh share holders and an asset of dedicated personnel.
From over 50 years now, the ADITYA BIRLA GROUP has been and continues to be
committed to the future of India through it’s quality product’s, services and commodities,
offering total customer’s solutions, reaching out millions in India and globally as well.

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COMPANY PROFILE ACCORDING TO 7-S MODEL


The 7-S framework was developed by the consultants at the McKinsey Company, a
very well known management consultancy firm in the US, towards the end of 70’s to
diagnose the cause of organization problems and to formulate program for improvement.
MCKINSEY 7-S FRAMEWORK
According to Waterman et.al. organizational change is not simply a matter of
structure, although structure is a significant variable in the management of change. Again
it is not a simple relationship between strategy and structure, although strategy is a
critical aspect. In their view effective organizational change may be understood to be a
complex relationship between strategy, structure, systems, and style, skills and super
ordinate goals.

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The complex relationship is a diagrammatically shown in the following figure

STRATEGY

SKILLS STRUCTURE
SHARED
VALUES

STAFF SYSTEMS

STYLE

Improving organizational effectiveness is relative to a business’s unique


Context
• Starts with shared values and strategy
• Depends on alignment of the 7-S components
The framework suggests that there is a multiplicity of factors that influence
organization ability to change and its proper mode of change. Because of
interconnectedness of the variables it would be difficult to make significant progress in
the others as well.

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SUPER ORDINATE GOALS/SHARED VALUES


In 7-S framework there is one variable termed as “super ordinate goals” which
may be considered to be equivalent of the team “organizational purpose”.
According to McKinsey’s framework, super ordinate goals refer to a set of values and
aspirations that go beyond the conventional formal statement of corporate objectives.
Super ordinate goals are the fundamental ideas around which a business is built.
They are its main values. They are the broad notions of future direction.
The values and aspirations of Grasim Industries are:
“Respect for the Individual,
Integrity, Speed, Simplicity,
Seamless ness, Self-assuredness,
& 100% commitment.”

STRATEGY
The strategy in the 7-S framework includes purposes, missions, objectives, goals
and major action plans and policies of the company.
AIM
The aim of Grasim Industries is to deliver value for customers, shareholders,
investors, employees and society.
MISSION
The missions of Grasim Industries are as follows:
• To win Chairman’s Award for manufacturing excellence.
• To sustain excellent performance by carrying out team based activities related to
the eight dimensions of WCM with specific emphasis on work environment and
MUDA, autonomous maintenance and visual management.
• To purpose the creation of value for customers, shareholders, employees and
society at large.

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VISION
“To be a premium conglomerate with the focus at every business level.”

STRUCTURE
The design of an organizational structure is a critical task of the top management
of an organization. It is the skeleton of whole organization. It refers to organizational
arrangement and relationship. It prescribes formal relationships among various positions
and activities. Arrangements about reporting relationships, how an organizational
member is to communicate with other members, what roles he is to perform and what
rules and procedures exist to guide the various activities performed by members are all
part of organizational structure.

According to 7-S framework the other component of organization structure is the


design of “superstructure” involves such issues as division of organizational task and
allocating responsibilities among various positions, relationship between different
departments. The superstructure of an organization is specified.

It is not enough to set up an organizational structure and to establish Executive-


subordinate relationship through the process of delegation. It often becomes necessary to
analyze and study the structure to find out any defects in it and to enable the management
to plan for better organizational structure. Moreover it is also essential that the
organizational structure and working relationships already setup should be clearly
understood. Some of the basic tools or devices usually adopted for this purpose are
organization charts, organization manuals, work distribution charts, etc.

The different executives and their subordinates in the departments and units, the
relationship between their functions and the lines of authority and responsibility among
them. It enables each executive and employee to understand what is his position in the
organization structure? What are his functions? To whom he is responsible for his work
and who is responsible to him?

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For Ex: if HPF Division of Grasim Industries, the organization has Human resource
department, personnel and industrial relation department, pulp mill department, pulp
drying department, raw material department, laboratory department, etc., The
superstructure also indicates some of the ways in which the organization’s tasks are
integrated or coordinated.

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ORGANIZATION STRUCTURE
UNIT HEAD (sr. EP)

GRD v.p (T) COMMERCIAL (v.p.C) HRD (v.p HRM)

PRODUCTION ACCOUNTENTS HRD

TECHNICAL TIME OFFICE P&IR-HPF

MECHANICAL SALES & Mkgt P&IR-GRD

ELECTRICAL RAWMATERIAL SECURITY

CIVIL SYSTEMS

LEGAL

ORGANISATIONAL CHART (GRASILINE DIVISION)


Sr. EP->SENIOR EXECUTIVE PRESIDENT
VP (T): VICE PRESIDENT TECHNICAL
VP(C): VICE PRESIDENT OF COMMERCIAL
VP (HRM): VICE PRESIDENT OR HUMAN RESOURCE MANAGEMENT

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UNIT HEAD (sr. EP)

HPF v.p (T) COMMERCIAL (v.p.C) HRD (v.p HRM)

PRODUCTION ACCOUNTANTS HRD

TECHNICAL TIME OFFICE P&IR-HPF

MECHANICAL SALES &MKTG P&IR-GRD

ELECTRICAL RAW MATERIAL SECURITY

CIVIL SYSTEMS

LEGAL

GRASIM HARIHAR- ORGANISATION CHART (HARIHAR -POLYFIBER)


Sr. EP->SENIOR EXECUTIVE PRESIDENT
VP (T): VICE PRESIDENT TECHNICAL
VP(C): VICE PRESIDENT OF COMMERCIAL
VP (HRM): VICE PRESIDENT OR HUMAN RESOURCE MANAGEMENT

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SYSTEMS
Systems in 7-S framework refer to rules, regulations and procedures, both formal
and informal that complement the organizational structure.

Grasim Industries in ISO 9001 and 17001 certified, so the employees of the
company have to follow the rules, regulations and procedures of the International
organization for standardization (ISO). Also the company is OHMS: OHSAS 18001
certified for managing occupational health and safety. The company also practices SIX
SIGMA & WCM.

STYLE
Style is one of the seven levers that top managers can use to bring about
organizational change. Organizations differ from each other’s in their styles of working.
Reporting relationships will convey the style of the organization.
For Ex: In some organization, the quality control function is embedded in the
manufacturing function but in others it may be a separate function directly under CEO.
In Grasim Industries, the top management follows formal relationship with their
subordinates and democratic leadership style is followed.

STAFF
In the McKinsey 7-S framework the term “staff” has a specific connotation.
According to waterman and his colleagues the term ‘staff’ refers to the way organizations
introduce young recruits into the main stream of their activities and the manner in which
they manage their careers as the new entrants develop into future managers.
For Ex: Grasim Industries has a well established system of recruiting graduates
from well known technical and management institutions and providing them with on the
job training in a number of functional areas before deciding on the final placement in
consultation with the person concerned. Recruitment is done through consultancy
services, campus interviews, or through advertisements. Generally advertisements are
given only for the high posts & that too after consultation with the unit head.

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Human Resource has always been a key factor in the group’s success.
Outstanding personalities like G.D. Birla & Aditya Vikram Birla have set new records of
achievements in India’s business arena, supported by a team of dedicated & capable
managers at every level. The group offers not only job, but also an opportunity to fulfill
long-term career plans.
The department’s procedures in the organization describe the quality management
systems as per requirements of ISO 9001:2000, Quality Management System Standards
& Environment Systems as per 14001:1996 adopted in HR departments & has reference
to quality manuals, common procedures, environment manual & environment procedures
of pulp & Grasilene division.
The HR personnel are responsible to carry out the functions of HR department in
context to the procedures laid-out while interfacing with sections & departments of both
divisions.

SKILL
Waterman considers ‘skills’ as one of the most crucial attributes or capabilities of
an organization. The team skills include those characters, which most people uses to
describe a company.
For Ex: IBM is known for its marketing orientation, customer services and market
power. Dupont for its research skills. Like wise Grasim Industries is a Viscose Staple
Fiber and Pulp manufacturing company; it is known for its manufacturing skills.
Grasim Industry is a dynamic multinational company “The Aditya Birla Group”,
consists of more than 55 professionally managed large units. It enjoys the confidence of
more than 6 lakh shareholders and has an asset of dedicated and devoted personnel.
Mr. Kumaramangalam Birla, son of Mr. Aditya Vikram Birla leads Grasim
Industries limited. Grasim is one of India’s top 10 industrial enterprises having 15
divisions spread all over the country. Grasim has 9 joint ventures out of which 4 are in
India and 5 are abroad.
Grasim ranks amongst the 10 largest private sector companies in India interns of
turn over assets and profits. The company secured quality standard systems.

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GRASIM INDUSTRIES LIMITED


Grasim Industries Ltd is a member of ADITYA BIRLA group as incorporated on
August 25th 1947 of Madhya Bharat. Over these years the company has emerged as a
leading industrial conglomerate and is at present ranked amongst ten largest companies in
Indian private sector in terms of asset, turnover, and total customer satisfaction.

Its state of the art manufacturing units and sectorial services span are in India,
Indonesia, Thailand, Malaysia, Philippines, Egypt, Canada, USA, and UK. The group has
trading operations in Singapore, Dubai, UK, USA, South Africa, Tanzania, Myanmar,
Russia and China.

Excellence is corner stones of its worldwide presence than a thread that binds a
65,000 strong work force spanning 40 companies across 15 countries.

A caring corporate citizen, the Aditya Birla group inherently believes in the
trusteeship concept of management.

A part of its ploughed into meaningful welfare driven initiatives that make a
qualitative difference to the lives of a people. Carried out under the ages of the Aditya
Birla center for community initiative and rural development which is spear headed by
Smt. Rajashree Birla with the following objectives:

• Anchored in a deeply held set of values, the Aditya Birla groups allowed
• Mission is to deliver value for its shareholders, customers, employees, and society
at large.
• Vision is to be a premium conglomerate with a focus at every business level.

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COMPANY AIMS
• Excellence in all spheres of management.
• Knowledge Integration Program (KIP).
• Skills Development Program (SDP).
• Participate management through consensus and consultants.
• Systems perfection.
• Human Resource management.
• Delegation and Decentralization.

GRASIM ALSO AIMS,

“Zero defects, Zero losses, Zero breakdowns, Zero pollution, and Zero accidents.”
VALUE
Respect for the individual, integrity, speed, simplicity, and seamless ness, self-
assuredness and a 100% commitment are all values we value. Out value are
nonnegotiable. They are never to be jettisoned. For us, our values are out wellspring.

MISSION
“To win the Chairman’s Award for Manufacturing Excellence and to sustain
excellent performance by carrying out team based activities related to the eight
dimensions of WCM with specific emphasis on Work Environment and MUDA,
Autonomous Maintenance and Visual Management”

VISION
“To be the best customer oriented rayon grade staple fiber manufacturers”
“To be a premium conglomerate with a focus at every business level”.
AIM
“To deliver value for our customers, shareholders, investors, employees and
society”.

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QUALITY POLICY
“To meet the needs and expectations of the customers through continuous
improvement in all spheres with active participation of out people”.

STEPS TAKEN TO ACHIEVE THE MISSION


• Education for all: To secure them a brighter future.
• Sustainable livelihood: By giving training and education for skill development.
• Health care and hygienic living conditions.
• Family welfare.
• Restoring self-esteem of the physically handicapped.
• Empowerment of women.

GROUP ACHIEVEMENTS

A focus on world wide scale capacities constant attention to operational efficiency


and prudent financial management the common strands binding the wide ranges of
business areas of the group are responsible for the organization.

The Aditya Birla Group is the Indian MNC, which made direct foreign
investments overseas. Today, its various companies have a solid manufacturing and
presence in the vibrant economies of South East Asia in Thailand, Indonesia, Malaysia,
and Philippines and in Egypt.

It has trading and marketing offices in a number of countries Singapore, Dubai,


UK, US, Russia, South Africa, Tanzania, Vietnam, china 7 Myanmar.

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About 90% of Group Company’s have ISO certification. The group has the distinction of
being:
• The world’s third largest producer of Viscose Staple fiber.
• The world’s largest refiner of palm oil at a single location.
• The world’s third largest single producer of electrical insulator.
• World’s sixth largest producer of carbon black.
• India’s largest private producer of Caustic soda, Cement, Rayon Grade pulp and
Rayon.

MILESTONNES
• 1974 – Sir P.C.Ray Award for developing technology for producing Rayon Grade
pulp.
• 1991-ICMA awards for safety and the environmental control strategies in
chemical plant.
• 1994- IMC Award for outstanding contribution towards promoting savings.
• 1994- Certified from RWTUA (Germany) for ISO 9002 for continued
implementation of Quality systems.
• 1995 – IMC Award for outstanding contribution in the field of Industrial and
Labor relation.
• 1998-Certified from RWTUA (Germany) for ISO 14001 for continued
implementation of Environment Management systems.
• 2000- The Aditya Birla Group Awards for manufacturing excellence (Bronze
Medal).
• 2001- Certificate conferred on the unit for implementing Quality Management
systemic accordance with ISO9001-2000 Revised standards by RWTUA,
Germany.
• 2001- A certificate for obtaining ISO 9001 CERTIFICATION.

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• 2001-Certificate conferred on the unit for implementing Occupational Health and


Safety management systems (OHSMS) in accordance with OHSAS; 18001
standards by RWTUV, Germany.
• 2002- Environment Protection case study ranked 2nd out 88 aspirants at National
level by TERI published Foundation, New Delhi.
• 2002-Greentech Gold Award for outstanding achievement in the field of industrial
safety by Greentech Foundation, New Delhi.
• 2002-The Aditya Birla Group Award for manufacturing excellence and
competitive advantages.
• 2002- Rajiv Gandhi National Quality Award (Commendation Certificate)
• 2002-AVB group Chairman’s Silver Award for manufacturing Excellence.
• 2002-I.C.M.A Award for Excellence in Management of
Health/Safety/Environment and development of Indigenous Technology
• 2002- Golden Peacock Environment Management Award from World
Environment Foundation.
• 2002-Indra Gandhi Memorial National Award for Best Environmental and
Ecological Implementations.
• 2003- PCRA Award for Energy Conservation from the Ministry of Petroleum and
Natural Gas.
• 2003-Green tech Gold Award for Environment Excellence.

GRASIM FAMILY
1. Viscose Staple fiber
• Birlagram, Nagda (M.P)
• Birlakootam, Mavoor (Kerala)
• Kumarapatnam, Harihar (Karnataka)
2. Rayon Grade Pulp

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• Birlakootam, Mavoor (Kerla).


• Kumarapatnam, Harihar (Karnataka)
3. Textiles
• Birlagram, Gwalior (M.P).
• Bhiwani (Haryana)
4. Cements
• Jawad (M.P)
• Raipur (M.P)
• Shambhapura, Chittogarh (Rajasthan)
5. Engineering Development & Consultancy Division
• Birlagram, Nagda (M.P)
• Kumarapatnam, Harihar (Karnataka)
6. Sponge Iron
• Salav, Raigarh (Maharastra)
7. Birla Consultancy & Software services
• Bombay (Maharastra)
8. Birla International Marketing Corporation
• New Delhi
9. Rayon Grade Caustic soda
• Birlagram, Nagda (M.P)
Kumarapatnam, Harihar (Karnataka) profit.

The Aditya Birla group is India’s second largest business industry with
• A turn over of Rs 220 billion
• An asset base of over Rs 1.68 billion.
• A premier conglomerate of India’s leading company including Grasim, Hindal co,
Indian rayon, and indo gulf.
• Leadership position in key business with strong competitive edge.

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• For over 50 years now the Aditya Birla group has been and continuous to
committed to the future of India through its quality products, services, and
commodities offering

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JOINT VENTURES IN INDIA


1. Petrochemicals
• Mangalore refinery & petrochemicals Ltd. (MRPL)
• Mangalore (Karnataka)
2. Ammonia, urea
• Indo-Gulf fertilizers & chemicals corporation Ltd.,
• Jagadishpur (U.P)
3. Caustic Soda
• Bihar Caustic & chemicals Ltd., Bihar
4. Aluminum Fluoride & Sulfuric Acid
• TANFAC Industries Ltd., Caddalore (T.N)

JOINT VENTURES ABROAD


1. Viscose Staple Fiber
• Thai Rayon Public Company Limited, Bangkok (Thailand)
• P.T. Indo-Bharath Rayon, Jakarta (Indonesia)
2. Textiles
• Indo Phil Textile Mills inc, Manila (Philippines)
3. Palm Oil Refinery
• Pan century Edible Oil Sdn. Bhd., Malaysia.

4. Carbon Black
• Thai Carbon Black Co., Ltd., Bangkok, Thailand
Alexandria Carbon Black Co., Egypt

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UNIT PROFILE
Grasim industries limited, a member of Aditya Birla group, was
introduced on august 25th 1947 in the state of Madhya Bharat. Exactly 10 days after the
country got independence.

Dynamic multinational companies, the Aditya Birla group consist of more than 55
professional managed large units. It enjoys the confidence of more than 6-lakhs
shareholders and has an asset of dedicated and devoted personnel.

Mr. Kumaramangalam Birla, son of Mr. Aditya Vikram Birla leads Grasim
Industries.

Grasim is one of India’s top 10 industrial enterprises having 15 divisions spread


all over the country.

Grasim has 9 joint ventures out of which 4 are in India and 5 are abroad. At
Harihar, Grasim has 2 divisions namely,

• Harihar Polyfibers (pulp division)


• Grasilene division (Fibre division)

GRASIM INDUSTRIES
Grasim industry is a dynamic multinational company “The Aditya Birla
Group”, consists of more than 55 professionally managed large units. It enjoys the
confidence of more than 6 Lakhs shareholders and has an asset of dedicated and devoted
personnel.

Mr. Kumaramangalam Birla, son of Mr. Aditya Vikram Birla leads Grasim
industries limited. Grasim is one of India’s top 10 industrial enterprises having 15
divisions spread all over the country.

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Grasim ranks amongst the 10 largest private sector companies in India in terms of
turn over assets and profits. The company secured quality standard systems. It is a
leading supplier of technology and machinery to the production of man-made fiber. It has
received prestigious award in the area of productivity and total preventive maintenance.

The word “GRASIM” stands for


G : Gwalior
R&A : Rayon
S&I : Silk
M : Manufacturer
The word of high performance term “BIRLA” stands for:
B : Bench marked
I : Innovative
R : Reliable
L : Learning
A : Adaptable.

Division of Grasim industries in Kumarpatnam


Grasim industries ltd., at Kumarpatnam has three divisions are as follows:
• Harihar Polyfibers division (HPF)
• Grasilene division.
• Engineering division

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HARIHAR POLYFIBERS DIVISION (HPF)


Harihar Polyfibers division was set up in the year 1972. It is situated on the bank
of river Tungabhadra at Kumarpatnam near Harihar in Karnataka. It produces rayon
grade pulp with indigenous know how engineering and equipment’s.

Rayon grade pulp is the basic raw material used in the manufacture of viscose
staple fiber. Grasim was developed on imported rayon grade pulp; continued dependence
on imported pulp was not desirable for sustainable growth. Hence, attempts were
successfully made to manufacture pulp from indigenously available wood. This
development has opened a new dimension of self-reliance, which is one of the vital areas
of Indian economy. Now Grasim is the pioneer in the world to produce rayon grade pulp
from eucalyptus and casuarinas. After intensive research work in may 1990, Harihar
Polyfibers introduced oxidative extraction stage in its conventional bleaching sequences
to reduce the consumption of chlorine and there by minimize effluent load.

Grasim Forest Research Institute is established for producing superior genotype


and high tech plantlets of woody perennials through Micro Propagation Technology of
Tissue Culture. The benefit of the technology is passed on to the farmers for improving
per unit area return from the lands through Technical Extension services rendered under
Resource Development Scheme.

Initial investment of the plant is 160 Crores in 1972; now this plant is producing
about 69000 tonnes of rayon grade pulp per annum and approximately 200 tonnes per
day.

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Harihar Polyfibers has the following departments:


• Raw material department
• Sales and chemical department
• Accounts department
• Technical department
• Recovery department
• Time office department
• Human resource management department
• Personnel department
• Systems department

It even has separate system department, which takes care of all the activities that
are complicated.

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GRASILINE DIVISION

This plant was set up in the year 1997 to produce viscose staple, sodium sulfate,
and sulphonic acid and carbon di sulfide, the initial investment is 340 Crores.

SL .NO. PRODUCTS QUANTITY(TONNS/ANNUM)


1. Viscose staple fiber 31025 TPA
2. Sodium sulfate 20000 TPA
3. Sulfuric acid 24500 TPA
4. Carbon di sulfide 5800 TPA

ENGINEERING DIVISION

Engineering division was established in the year 1969. The well-equipped


engineering division is always geared for action serving as backbone to the industry.
There is always an attempt to update the working condition with modern
approach.
The processors of this division are chemical plants and machinery installed with
capacity of 100TPA.
At Harihar, GRASIM has the following 3 divisions

Divisions Year of installation Product Installed capacity


Harihar Polyfibers 1972 Wood pulp 60,000 T.P.A
Grasilene division 1977 Viscose staple fiber 31,025 T.P.A.
sodium sulfate 20,000 T.P.A.
sulfuric acid carbon 24,5000 T.P.A.
-di sulfide 5,800 T.P.A
Engineering 1969 Chemical plants 1,000 T.P.A
division and machinery
FACTORY ADDRESS
Grasim Industries limited,
Harihar Polyfibers unit,

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Kumarpatnam – 581123,
Dist: Haveri,
Karnataka.

HIGH LIGHTS
• Chemical recovery efficiency: 97.5%, highest in India & comparable to best run.
• Mill in world.
• Pulp brightness: 94%.
• Plant uptime: 94%
• First rayon mill to accredit with ISO 9002 & EMS 14001 certification.
• First mill to introduce oxygen bleaching in conventional chlorine based bleaching
system.
• First mill in the country to produce & operate recovery plant with 70% dry solids
efficiently.
• First mill to install commercial scale biomethanol plant for treating
prehydrolysolate.

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GRASIM FOREST RESEARCH INSTITURE (GFRI)


Established in the year 1984 to take up multi disciplinary problem oriented
research on forest species.

It is on account of excellent work done by GFRI both in field of Tissue culture &
Vegetative propagation, the NSBARD-projection on Technology transfer, biotechnology
evaluation & Clone multiplication of Eucalyptus, Bamboo & Salvador.

Grasim’s vertically integrated activities cover the entire field of “FOREST TO


FABRIC” i.e., plantations, wood pulp, viscose staple fiber, yarn & Textiles. Grasim’s
diversified activities consist of chemicals, cement, and engineering and sponge iron.

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WORLD CLASS MANUFACTURING (WCM) AT GRASIM INDUSTRIES


WCM is a multi dimensional process embracing the following: elimination of
waste, establishing world class work environment through SS, JIT (Just In Time), TPM
(Total Productive Maintenance), SQM (Statistical Quality Management), customer
delight, liaison & understanding information system & cash flows.

Grasim industries relying on the principles that “ The effectiveness is putting


work into actions & action in to results” is based on their activities.

WCM POLICY

“To achieve utmost satisfaction of our customers & other stakeholders through
sustained excellence in all our activities of Grasim, by implementing WCM program
to deliver”.
• Zero defects.
• Zero losses.
• Zero breakdowns.
• Zero pollution
• Zero accident
• Zero customer complaints.

ACHIEVEMENTS BY WCM DEPARTMENT


• Increase in number of multi skilled work force.
• Development of ownership concept among workforce at shop floor
• Working in teams, resulting in high performance.
• Speaking WCM language.

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They relied on the principle that “the effectiveness is putting words into action &
action into results”. For this they relied & concentrated their efforts on the following 12
pillars of WCM.
• Autonomous maintenance
• Focus improvement
• Initial flow control
• Visual management
• Planned maintenance
• SQM & Bench marking
• Customer drives & delights
• Safety, hygiene & pollution control
• JIT, material handling & logistics
• Liaison, team force & skill development
• Information system design technology & cash flows
• SS & MUDA elimination

WCM unit’s employees should be


• Multi skilled
• Team workers
• Proactive
• Dynamic
• Flexible
• Creative
• Innovative
• Self-inspiring
• Systematic
• Adaptable
• Open to learning

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• Disciplined
In addition to this “ 7 steps of self – maintenance” are practiced in Grasim industries at
Kumarpatnam
1. Inspire people for changing their attitude
2. Perform initial cleaning
3. Address & eliminate contamination sources & inaccessible places
4. Establish cleaning & inspection standards
5. Conduct general equipment inspection
6. Perform general process inspector
7. Systematic self maintenance

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PRACTICE OF SIX SIGMA AT GRASIM INDUSTRIES


Six sigma (6) is based on sound fundamental principles & the laws of nature. It is
an elegant collection of tools for problem solving that, when properly exploited, will lead
to handsome returns & globally competitive positions.
“Six sigma is for life, a constant striving for incremental improvements in quality
& performance”.

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Six sigma a break through strategy for profitability. A campaign to,


• Boost profitability.
• Increase the market share.
• Improve customer satisfaction.
• Sigma is a measure of consistency of a process.

NEED TO ELIMINATE THE ROOT CAUSE OF ALL ABNORMALITIES THAT


INHIBIT ACHIEVING FOLLOWING
• Zero defects
• Zero pollution
• Zero accidents
• Zero losses
• Zero breakdowns
• Zero customer complaints
• Customer ecstasy

WHAT IS SIX SIGMA?


• To make fewer mistakes in all we do during manufacture, maintenance & other
activities so that the product produced or the service rendered is defect free
• It is a business strategy to become globally competitive & to sustain customer
satisfaction by achieving WCM excellence
• A measurement system
• A problem solving approach
• Disciplined change process

SIX SIGMA TO IMPROVE A COMPANY’S VALUE


• Process improvements
• Product improvements
• Investor relations

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• Design methodology
• Supplier improvements
• Training & recruiting
WHY SIX SIGMA?
• Proven successful in “QUALITY DEMANDING”.
• Proven method to reduce costs.
• Highly quantitative method, science & logic instead of gut feel
• Includes manufacturing, services & provides bridge to design for quality concept.
• Has support & commitment of top management.
• To survive and remain in business admits stiff competition in the global market
and increased expectation from the customer.
• To survive & remain in business admits stiff competition in the global market &
increased expectation from the customer.
• The six-sigma statistics measures the capability of the process to perform defect
free work.
• The six sigma value indicates how often defects are likely to occur.

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Properties of Rayon.

The drawing process applied in spinning may be adjusted to produce rayon fibers of extra
strength and reduced elongation. Such fibers are designated as high tenacity rayons,
which have about twice the strength and two thirds of stretch of regular rayon. An
intermediate grade, known as medium tenacity rayon, is also made. Its strength and
stretch characteristics fall midway between those of high tenacity and regular rayon.

Viscose has many characteristics, the properties varying according to the methods
of processing.

• Articles made of viscose can be dyed and printed extremely well and exhibit
exceptionally brilliant colors.
• Viscose breathes actively, regulates temperature well, making it especially
pleasant to the skin.
• Articles made of viscose can have a silk like brightness
• They possess a soft, graceful flow.
• Viscose has high moisture absorption.
• As a lining it reduces static electricity.

Some Major Rayon Uses.

• Apparel: Accessories, Dresses, Jackets, lingerie, linings, illinery, slacks,


sportshirts, sports wear, suits, ties, work clothes
• Home furnishings: bedspreads, blankets, curtains, draperies, sheets, slipcovers,
tablecloths, upholstery
• Industrial uses: industrial products, medical surgical products, nonwoven
products, tire cord.

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HUMAN RESOURCE DEVELOPMENT DEPARTMENT

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Man power details of unit :-

Particulars HPF Grasilene Colony Total


Staff 313 229 21 563
Staff security 5 - - 5
Workman 109 1008 55 2158
5
Guards 55 - - 55
Total 146 1239 76 2796
8

Grasim Industries Ltd. a flagship of the Aditya Birla Group amongst India’s ten
largest companies in the pvt. sector in India, in term of assets and sales. Its Human
resource planning and its new concepts are well known in the world.

Human Resource Development is a very important development in all the


organization as it is very difficult to handle the human resource comparing to money,
materials and machine. But it is very necessary to control the activities of manpower in
the company, it is necessary to plan for future requirement and also have the present
requirement.

Looking to the fact that it is easy to utilize all the resources except human.
Human is the root on which the tree (i.e. organization) is standing. HRD department
looks after the affairs related to recruitment, selection, training, motivation, promotion,
appraisal, grievance and job-satisfaction of the employees.

Human resource Management is part of management function which is primarily


concerned with human relationship in an organization, its objective is the maintenance of
those engaged in the undertaking to make their maximum contribution to the effective
working of the undertaking.

 It is a Management of Human Resource of the enterprise.


 It is concerned with the effective utilization of human resources.

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 It is a staff activity requiring special knowledge and skills in Human


psychology, law and industrial relations etc.
 It is concerned with the achievement of common goal as well as integration of
individual efforts with the common goals.

MAN POWER PLANNING

It is the policy of the company to make all manpower allocation on the basis for
estimations made through the duly approved annual manpower plan forming part of the
companies annual business plan.

OBJECTIVE

The company have certain objective for manpower planning such as :

1. Ensure current availability and future requirement of the employees.


2. Ensure availability of talents as and when required in sufficient number.
3. Provide opportunities in time for development-required talents through training
work experience and career development.
4. Effective and economic utilization of current and prospective employees.

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RECRUITMENT

Recruitment means search of the prospective employee to suit the job requirement
as represented by job specification a technique of job analysis.

Sources of Recruitment

a) Data Bank
b) Internal Recruitment by promotion, transfer etc.
c) Placement agencies.
d) Campus Interview
e) Employees Recommendation.

SELECTION

HRD department applies the selection process tools to differentiate the qualified
and unqualified applicants by applying various techniques such as interviews, tests etc.

Selection is a decision making process where the management decides certain


norms and principles to adhere to standards on the basis of which a discrimination
between qualified and unqualified candidate may be made.

Selection procedure: -

a) Application bank
b) Preliminary Interview
c) Physical examination
d) Psychological testing
e) Reference check
f) Final Selection

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Interview Arrangement: -

1. The HRD department to finalize the definite venue date of the interview
and to the same of the candidates and interview committee.
2. Interview letter to be dispatched well in advance at least 15 days clear
notice is to be given to the candidate.
3. It is the responsibility of the HRD Department to arrange the candidate on
arrival at location.
4. HRD Department shall arrange for lunch, tea or coffee for the candidate
whenever required.

Induction: -

Whenever a new comer joins an organization he is an utter stranger to the people,


work and environment. His first impression of the company and its people will
determine the time taken by the employees to settle down and start meaningful
contribution.

Objective of Induction: -

1. To help the new employees to become aware and understand the company
2. To make the new employee comfortable in terms of his requirement in terms of
his requirement during initial settlement.
3. The HR Department co-ordinates the induction programs of the new entrant
varying from one week to another.
4. Ensure availability of talents as and when required in sufficient number.
5. Effective and economic utilization of current and prospective employees.

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TRAINING

MEANING AND DEFINATION

Training is a process of learning a sequence of programmed behavior. It can be


defined as an organized instructional process for improvement of employee’s skill,
knowledge, work habit and attitude.

It consists of On the job training and Off the job training.

NEED FOR TRAINING: -

Management can be defined as the effective and efficient utilization of money,


material and machine to accomplish the organization objective and goals. Therefore
competence of the people is the key to success in any undertaking. In this rapidly
changing economy, there is a need for training to enable to adopt to new situations.

All Parties involved in training process gain from it: -

 Organization:-

 Increased profit
 Better financial Position
 Higher productivity
 Satisfied customers
 Higher Production
 Lower Cost
 Improved quality
 Better safety
 Well informed employees
 Highly motivated work space

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 Low employee forever

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 Manager and Supervisor

 Reduced time needed for routine work.


 More time for creative work
 Better time Management
 More time and knowledge for training sub-ordinates
 Better planning and control
 More growth opportunities

 Workers

 Higher moral
 Better qualification
 Better rewards
 Better human relations
 Less accidents
 More chance of promotion

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STRUCTURED APPROACH TO TRAINING

HRD Department has a structured and systematic training program.

 Determination of training needs of organization.


 Selection of best method and technique to meet these needs.
 Planning evaluation of the extent to which training has meet its objective.

Conditions indicating a need for training program: -

 High production cost


 Excessive error and reject
 Wastage of materials and equipment
 Low level of production
 Change in mission of organization
 Change in producer
 Poor supervision
 Poor Human relation
 Low level of efficiency
 Low employee moral
 Large no. of complaints and grievances
 High employee turnover rate
 High absenteeism
 High accident rate.

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ORGANISATION STRUCTURE

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UNIT HEAD (sr.EP)

GRD v.p (T) COMMERCIAL (v.p.C) HRD (v.p HRM)

PRODUCTION ACCOUNTENTS HRD

TECHNICAL TIME OFFICE P&IR-HPF

MECHANICAL SALES & Mkgt P&IR-GRD

ELECTRICAL RAWMATERIAL SECURITY

CIVIL SYSTEMS

LEGAL

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DESIGN OF THE STUDY

Selection of the topic

One of the most in important need for good management is information handling
making it available at the exact time when it is required. The information may be of the
organization or the outside world where the organization exists. Handling this
information for any organization is one of the most tedious jobs and holds the top
priority. Managing becomes easy if the required information is available on the click of
button. Automation of this information that caters the needs of the management is called
Management Information Systems.

All the departments need to manage their information in the best possible way,
but HRD department is one section in the organization that has to have a great amount of
emphasis to be laid on information handling this department is the concerned authority
for every happening in the organization, so this makes the jobs of the managers more
arduous and challenging to meet the goals set.

If the information handling if done through orthodox methods of file & stationery,
it will take up much of the available time of the manager hindering his other decision
making time & other works.

This takes us to creating new packages that would ease the work of information
handling by the managers. Automation would mean that the information is available at
the click of a button and would be ready to be processed further as per the need of the
manager.

My main aim in CEL would be to learn the requirements of information the


managers in HRD department would need and learn the customized package that caters
their needs with regard to the organization information.

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Objectives of the study

• To study the functional activities of Human Resource Department and Personnel


and Industrial Relations department.
• To determine the informational needs of the managers of HRD department.
• To provide a customized package that would cater to every manager needs.
• To determine the efficiency of work in pre & post implementation of package
• To study how HRIS enables better decision-making.

Scope of Study

The scope of study was concentrated on development & implementation of


HRMLS in Grasim industries Ltd. Kumarapatnam.

Sample Design

Sample design selected were the managers at all ends and staff of Grasim
industries ltd. Kumarapatnam.

Sample Size

The study was concentrated only on the HRD dept & P & IR dept the sample size
was restricted to only the managers & staff of these two departments. As managers would
mostly use the package, very few staff members were surveyed.

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Limitations of the study

• The limitations that bound my study to a restricted area are as follows.


• It’s a one time study
• Time constraint
• Availability of concerned managers
• Only few HR activities concerned to manufacturing industry are only taken in
this project.

• The study was restricted only to HRD department of Grasim industries ltd,
Kumarapatnam

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Methodology of data collections

• Primary data
• Secondary data

Tools used for data collection

Primary – Questionnaire, Interview,

Secondary – Magazines, existing packages, sites on the Internet.

HRMIS is being implemented for attaining a set of objectives

• To pace up the information handling process


• To create an environment that furnishes every body’s request at ease.
• To build a workforce which is efficient at any point of time and any conditions
• To eliminate more of paper work

• To shape the milieu into a to tally automated dwelling for managers

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Introduction on HRIS/HRMS

Success in the human resources profession requires fast and easy access to
information and that requires an automated HR information management system.
Selecting an HRIS is a major decision. Getting approval for such a system is often
difficult. Using guidelines and worksheets can assist HR professionals in putting together
the facts, the figures, and the presentation to convince senior management that the
expenditure for an HRIS makes sense.

An HRIS generally should provide the capability to more effectively plan,


control, and manage HR costs; achieve improved efficiency and quality in HR decision-
making; and improve employee and managerial productivity and effectiveness.

Assessing Needs

The first step in the process of obtaining an HRIS is to analyze your real needs,
not the needs for hardware or software, but your needs as a HR manager. To start, HR
managers should assess and outline how activities currently are being performed within
the organization, and, in particular, within the HR department. Questions to consider
include:

What information are people requesting?

• How do you, line managers, the chief executive officer, and the chief financial
officer obtain needed personnel information?
• How long does it take you to respond to a new request for information?
• What HR management needs are not being addressed and handled properly?
• How effective is your support to the budgeting and planning processes?
• Where do you stand in complying with COBRA, ERISA, FLSA, OSHA, and
other statutes and regulations?
• What tasks are you being asked to do today? How well are you performing
these tasks?

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• What programs, services, and management support must you provide to help
your organization meet its goals?
• What are the major tasks that I intend to accomplish and the results I plan to
achieve in order to have a successful HR operation?
• Taking a look at each HR functional area can help you to identify what is
being done today, what needs to be done, and how you plan to do it in the
future. In answering these questions, think about how an automated process
could improve each area. Begin to develop your expectations of what an HRIS
should do for your company.
• The next step, after clearly identifying and stating your needs in each HR
functional area, is to begin selecting and evaluating HRIS. Using a system
evaluation checklist can facilitate this process.
• How does the system I want support these plans?
• In addition to the HR function, who else will benefit from the system?
• HRIS Evaluation Checklist

The selection of an HRIS is a major decision. Making the correct decision will
have a long-lasting impact on your organization's success in managing its human
resources. People who in the past have worked with automated systems will find it
relatively easy to describe their organization's HRIS needs, and the capabilities and
features desired in an HRIS. A completed Needs Analysis Checklist will help to clearly
communicate those needs to prospective developers.

While checklists can be helpful in the evaluation and selection process, it is


important to realize that, by their nature, checklists do not provide complete answers.
Because the system capabilities and features in checklists are often general in nature, it is
essential that, once a preliminary selection of developers has been made, the specific
capabilities of each vendor's product be evaluated against the organization's specific
requirements, as documented in a Needs Analysis Checklist. Knowing how well and to
what degree a system responds to such defined needs is more important than a simple
"Yes" answer on the checklist.

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Getting Started

The first and most important task in selecting an HR information system is to


identify and clearly articulate the real needs that the system must meet. As a starting point
in the evaluation process, the following questions are intended to assist in defining the
high-level needs.

• What are the major tasks to be accomplished and results to be produced using
this system in the next six months?
• What are the tasks and results to be accomplished using the system in the next
two years?
• What results will this system produce for the operational management of the
organization over the next three years?
• System Requirements, Features, and Capabilities
• What hardware is recommended or required to operate the system?
• What is the anticipated cost of the hardware, using industry standard
suppliers?
• What local area networks are fully compatible with the system?
• What is the maximum number of employee records that the system will
handle efficiently?
• Is the system written in a commercially available relational database, or is it
written in programming language(s)?
• What is the estimated processing time to generate a standard 10-field
employee roster listing, including age, annual salary, and years of service, for
500 employee records?

Tables

• How many tables are provided in the standard system?


• Can a non-technical user easily add tables to the system?
• How much training is required to add a table to the system?

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• Can the non-technical user modify table characteristics?


• Can a non-technical user easily add fields to a table?
• Can table contents be accessed using a "hot" key and reviewed in a "pop-up"
window during data entry without interrupting the data-entry process?
• Can tables be updated during data entry?

Reporting Capabilities

• How many standard reports are provided with the standard system?
• Can a non-technical user easily modify the standard reports?
• Can the non-technical user change the sorting and selection criteria for
standard reports when the reports are run?
• How many sorting and sequencing levels may be defined for a report?
• How long would it take a non-technical user to add two new fields to a
standard report and delete one existing field?
• Is there a fully prompted report writer that allows a non-technical user to
easily create new reports?
• Does the report writer allow the non-technical user to "point and pick" fields
for the report and to create the selection of records for the report?
• How many files can be accessed on a single report?
• Does the system provide the ability to develop matrix-style reports with user-
selected statistical data in each matrix cell?
• Can the system produce mailing labels in any format?

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Security and Audit

• Can a unique security profile be established for each user?


• How many unique user security profiles can be established?
• Can each individual user be restricted from:
• Can the non-technical user easily define what fields will be subject to audit
tracking?
• Does the system validate data as they are entered for consistency with other
data?
• Does the system display descriptive error messages whenever a data entry or
operational error occurs?
• Can the non-technical user easily modify "help" messages?
• Are automated back-up procedures included to prevent loss of data?

Utilities and Other Features

• Does the system automatically build historical records as changes are entered?
• How many historical entries may be maintained for any single field?
• Is there an "import and export" utility to allow movement of data between
systems?
• Does the system incorporate a built-in word processor?
• Will the system internally merge data into form letters and documents, or
must the information be "exported" to another system?
• How many days of training are required to achieve normal operating
efficiency?
• Can the non-technical user easily modify screens and menus?
• Can the non-technical user easily create new screens and menus?
• How much training is required to create new screens and menus?
• Are all system features and utilities fully documented?

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• Is the documentation indexed?

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Keeping all these factors the package was developed and was made on the basis
of the requirements of the managers who would use this package. The package was
developed keeping in mind all the standards and norms. The package was specially
created in view of making it most users friendly and flexible.

The front end used in this package is POWER BUILDER and the back end used
is SYBASE.

The database is stored in the server and the server runs 24 X 7. The front-end
screens are available in the individual desktops of the managers who are using it. It is
networked all over the HPF unit and all the information is handled through the LAN
setup in the organization.

Communication to the out side world is through Internet and intranet which are
administered with the help of this package.

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HRMIS would support

Recruitment

Traditional methods of recruiting, selecting, and hiring candidates are normally


time consuming and data-entry-intensive tasks for recruiters and other HR staff. Web-
based technology eliminates paper and shortens the time to fill critical positions in the
organization. Managers can initiate online job requisitions with workflow approvals.
Approved requisitions automatically post job openings to corporate and job board web
sites through workflow. Applicants apply online and their data automatically populates
the Applicant module. Managers and recruiters can key word search the applicant
database or view online resumes for candidates for a specific requisition. Employees can
also explore the current job offerings and apply online through Employee Self-service.
Recruiters and other HR staff now have the opportunity to do meaningful workforce
planning, succession planning, and “gap analysis.” These tasks are critical to ensure that
the organization has the proper talent in place to execute its strategy as the baby boomers
begin to retire, and as the improving job market makes it easier for employees to move to
other employers.

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Training and development

Training & Development are clubbed as single HR activity in the organization.


Training and development here are classified into

• Technical
• Behavioral
• Commercial
• Computers
• General

All the employees are identified for one or more T & D needs. HR department
needs to keep track of the program employers are proposed to attend and the programs
that they have attended. A separate module in the package will assist the managers in
handling the employers’ details on T & D. The module will deal with set of T& D
programs under each of the 5 categories that the mangers will assign to employees based
on the TNI (training need identification) for a fined period where they will be
automatically informed on the intranet.

Simultaneously when the employee attends the program the manager can make entries of
the program attended, name of trainer and the period of the program.

The database will be updated every 6 months & backup will be stored in the server. The
managers can allot the T & D programs monthly & yearly.

Employee Details

Employee and Manager Self Service not only provides the savings detailed by
Peter Kraus in “Precious Resources,” but also makes the information available 24/7 so
that requests and approvals can be made at any time and place, thereby avoiding delays
and retroactive changes in Payroll. By using the web-based self-service, employees and
managers gain access to personal information, corporate information, and direct report

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information. This releases the HR department from recurring, time-consuming


administrative tasks and enables them to focus on more strategic goals. Consistent and
timely employee communications have become more critical as well as more challenging
as organizations grow and decentralize with new national and international facilities. A
web portal, whether Corporate, HR, or both, serves as the vehicle for corporate
communications, special events, corporate forms, policy manuals and links to third party
sites for employees and managers 24/7, regardless of the employee location or the hours
of HR department operation. The portal also incorporates the employee and manager self-
service thereby providing a single point of access for all employee related information.

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Summary of findings

Large amount of information available to set objectives and evaluate results


implies the need for a systematic approach for gathering, processing and using data.
Therefore HRIS is a key component of human resource management. HRD and P & IR
department jointly examines the utilization of human resource, the system and procedures
and current level of output.

Form the study it has been observed that in HPF division

• HRIS has enabled better decision making by providing all the information of each
and every employee at the same place.
• It has also been observed that the bulk paper work has been reduced to a greater
extent due to the information system.
• Decision-making has become faster as all the required data is available on the
computer at point of time.

• Managers are now able to devote more time in productive work than in clerical
work.

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SUGGESTIONS:

The implementation of HRIS with only training and development, employee


details and performance appraisal is not sufficient. The department should also join all
the functional modules that will cater to all the functions of the HRD department and the
P & IR department.

The department should also have access to the main database of the employees
that is only handled by the time office department. This will help the wage administration
function of the department.

The existing systems have to be updated as the functions they carry out will
require more processing speed and will need to support many other systems in the
network.

Things to avoid in implementing human resource information systems

In an industry well known for acronyms, there's room for one more. DDT stands for
Don't Do That! Implementation DDTs are traps that can work themselves into HR
systems projects.

There are plenty of DDTs to be avoided during a systems implementation, but these have
the highest potential to sabotage a project.

No. 1. Don't treat the implementation as a single project. Every implementation is


actually composed of at least four separate "projects": Identifying the problem and
analyzing business needs that must be met, evaluating vendors and selecting a system,
implementing a solution, and conducting a post-implementation audit.

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No. 2. Don't begin a project (or a significant phase of one) with only partially committed
resources. Companies rarely commit resources for two or three years. Taking a phased
approach to the project means both you and your managers understand that the resources
are committed for a single phase only.

No. 3. Don't fall in love with your first date. Puppy love is just as dangerous in HRIS
project management as in junior high school. As soon as management, your steering
committee, or your client departments see a firm date in your project plan, that date
becomes etched in concrete. Any variation from that date becomes a perceived failure.

No. 4. Don't fail to communicate problems. Don't just document project issues,
communicate them and do it clearly. Documenting issues is typically viewed as a way to
explain why something cannot be done and is generally perceived as being a CYA
activity (another well-known acronym).

No. 5. Don't build overtime into every step of your project. Even with the best-planned
projects, there will be plenty of opportunity for overtime as you approach critical dates.
Your entire schedule does not need to be based on 10-hour work days.

No. 6. Don't build tasks into your project plan that take more than two weeks to complete,
and don't list tasks separately if they require less than two hours. A single task requiring
more than two weeks should be broken down into smaller and more manageable tasks.
Likewise, planning a task that requires less than a half-day (except for "check off" items)
takes more administrative time than it is worth.

No. 7. Don't expect legislation to stand still during the life of your project. Most major
legislation affecting the workplace gets enough publicity that it shouldn't catch you
completely by surprise when finally enacted. The problem is that laws mandating new
record-keeping procedures are generally enacted with stringent requirements in every
aspect except reporting. Regulations on reporting tend to lag well behind implementation
of the new law.

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No. 8. Don't work with your door closed all the time. A closed door gives people the
impression that they will be disturbing you by asking questions. This, in turn, means
people put off asking questions and mentioning problems until you seem to be available.
Obviously, you will need to close your door sometimes, but it should be open most of the
time.

No. 9. Don't require that decisions be made at an inappropriately high level. I once visited
a client company that had reached a major impasse while designing part of the position-
management module. After I arrived, I realized that none of the 26 steering committee
members had a title lower than senior director.

No. 10. Don't try to be all things to all people. Know when to call for help. That may
sound a little self-serving coming from a consultant, but how many HRIS
implementations will you do during your career? Chances are, your software vendor and
other consultants participate in more HRIS implementations in a year than most people
do in a lifetime.

The four counter measures for DDT’s:

* Recognize the DDT, the sooner the better.

* Acknowledge the DDT. Denial is natural, but will just prolong the problem and make it
worse.

* Fix the DDT. Don't worry about assigning blame, other than finding the cause so that it
doesn't happen again.

* Get on with your life. You still have a project to run.

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Bibliography:

Books referred:

1. Essentials of Human Resource Management and Industrial relations. By P


Subba Rao.
2. Management information System. By Jawadekar
3. Management information System. By Derek O’Brien
4. Records and files of the company
5. Manuals, Journals and magazines.

Websites:

1. www.adityabirlagroup.com
2. www.birlaviscose.com
3. www.indiainfoline.com
4. www.blr.hr.com
5. www.HRMS.com

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