EXECUTIVE SUMMARY

Group Renault is a French multinational automobile manufacturer established in 1899. The

company produces a range of cars and vans, and in the past has manufactured trucks, tractors,
tanks, buses/coaches and autorail vehicles. .

According to the Organization International des Constructeurs d'Automobiles, in 2013

Renault was the eleventh biggest automaker in the world by production volume, with 50.5%
of sales coming outside of Europe.] The RenaultNissan Alliance is the fourth-largest
automotive group Headquartered in Boulogne-Billancourt, near Paris, the Renault group is
made up of the namesake Renault marque and subsidiaries, Automobile Dacia from Romania,
and Renault Samsung Motors from South Korea.]Renault has a 43.4% controlling stake
in Nissan of Japan, a 37% indirectly-owned stake in AvtoVAZ of Russia, and a 1.55% stake
in Daimler AG of Germany (since 2012, Renault manufactures engines for the Daimler's
Mercedes A Class and B Class cars). Renault also owns subsidiaries RCI Banque (automotive
financing), Renault Retail Group (automotive distribution) and Motrio (automotive parts).
Renault has various joint ventures, including Oyak-Renault (Turkey), Renault
Pars (Iran). Carlos Ghosn is the current chairman and CEO. The French government owns a
19.73% share of Renault as of April 2015.

Renault Trucks, previously known as Renault Vhicules Industriels, has been part of Volvo
Trucks since 2001.Renault Agriculture became 100% owned by German agricultural
equipment manufacturer CLAAS in 2008.

The survey involved gathering wide information about the company, its products, customer
satisfaction and impact of various competitive firms on the company.

From the information collected, various aspects were identified where the company needs to
focus more to improve the efficiency of marketing team of Renault Automotive.

The research was conducted through collection of primary and secondary data. Secondary
data was collected through visiting various web sites, automobile magazines and other
reliable sources. Primary data was collected through a well-framed questionnaire, of
which later a detailed analysis was done using various statistical I.T. tools like MS Word and
MS Excel.
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On the basis, the secondary data analysis and the extensive analysis of the primary
data, interpretations were drawn for the questions and conclusion is drawn. Certain
suggestions are also drawn from the analysis to help. Renault Automotive to increase its
market share in commercial passenger segment and MPVs.

Due to the limited resources and time constraints, the study was conducted within the area
Mandi.

INTRODUCTION OF AUTOMOBILE INDUSTRY

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Renault Nissan Automotive India Private Limited have their manufacturing plant in
Oragadam near Chennai. The plant has a capacity of 400,000 vehicles per annum. The
capacity is divided equally between Renault India Private Limited and Nissan Motor India
Private Limited. Renault is constructing a small car powered by an 800cc engine, to compete
with Maruti Suzuki's Alto, Hyundai India's Eon and Chevrolet's Spark, in the segment, that
makes up for about 40-45% of India's car market. RNAIPL has achieved production target of
5, 00,000 lakhs vehicle in the month of October 2013 in the short span of 40 months after
start of production. RNAIPL is one of the most profitable companies which adopt Japanese
manufacturing policy of GENBA KANR. The company works on the style of maximum
productivity with minimum resources. But, in due course this manufacturing strategy
sometimes frustrates its employees. The small car is likely to be rolled out from the Renault
Nissan Alliance plant in Chennai and to hit the market in 2014-15.

In August 2015, RNAIPL put on hold its plans invest 5000 Cr. in India due to non-payment
of Investment Promotion Subsidies (IPS) promised by Tamil Nadu. The company claimed
that it yet to receive a refund of 1,901 Cr and 822 Cr for IPS and input VAT respectively.

Renault Nissan Technology and Business Centre India Pvt Ltd (RNTBCI) is an officially
Technical service and business center for Renault Nissan Back Office Activities premises is
situated in Mahindra world city near Chengalpattu.

Industry performance in 2014-15

Renault India Pvt. Ltd is a wholly owned subsidiary of Renault S.A., France and currently
offers seven models in the Indian market: the premium sedans Scala and the Fluence, the
luxury SUV Koleos, the SUV Duster, the compact MPV Lodgy, the premium compact
car, Pulse and the latest budget car, Kwid. Renault India also exports the Duster to a growing
number of right-hand drive markets.

Renault cars are manufactured at the manufacturing facility located in Oragadam, Chennai,
with a capacity of 480,000 units pa with 3 shifts per day.

Year 2014

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 Renault reaches landmark of 100,000 cars on Indian roads in less than 3 years of
operation in India.

Year 2015

Looking to make its mark in the hatchback segment, Renault India on Thursday 24
September 2015 launched the Kwid at a starting price of Rs 2.56 lakh (ex-showroom
Delhi). The most expensive variant of the car costs Rs 3.53 lakh(ex-showroom). The
Renault Kwid has better features than any of its competitors.[9]

The Kwid, based on the CMF-A platform, measures 3,679 mm in length, 1,579 mm in width,
1,478 mm in height and 2,422 mm in wheelbase. It has a ground clearance of 180 mm and a
fuel tank capacity of 28 litre.

Features seen on the top-end variant include power steering, AC, front power windows, fog
lights, keyless entry and central locking, a 7-inch touchscreen Media NAV system with
Bluetooth, USB, AUX-in, an optional driver airbag and some design customizations.

An updated version of the Duster is launched in October 2015.

HISTORY OF RENAULT AUTOMOTIVE

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Founding and early years (18981918)

Louis Renault in 1903

The Renault Corporation was founded in 1899 as Societies Renault Frres by Louis
Renault and his brothers Marcel and Fern and. Louis was a bright, aspiring young engineer
who had already designed and built several prototypes before teaming up with his brothers,
who had honed their business skills working for their father's textile firm. While Louis
handled design and production, Marcel and Fernand managed the business.

The first Renault car, the Renault Voiturette 1CV, was sold to a friend of Louis' father after
giving him a test ride on 24 December 1898.

1901 Voiturette Renault Type D Srie B

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In 1903, Renault began to manufacture its own engines; until then it had purchased them
from De Dion-Bouton. The first major volume sale came in 1905 when Societies des
Automobiles de Place bought Renault AG1 cars to establish a fleet of taxis. These vehicles
were later used by the French military to transport troops during World War I which earned
them the nickname "Taxi de la Marne." By 1907, a significant percentage London and Paris
taxis had been built by Renault. Renault was also the best-selling foreign brand in New
York in 1907 and 1908. In 1908 the company produced 3,575 units, becoming the country's
largest car manufacturer.

The brothers recognised the value of publicity that participation in motor racing could
generate for their vehicles. Renault made itself known through succeeding in the first city-to-
city races held in Switzerland, producing rapid sales growth. Both Louis and Marcel raced
company vehicles, but Marcel was killed in an accident during the 1903 Paris-Madrid
race. Although Louis never raced again, his company remained very involved,
including FerencSzisz winning the first Grand Prix motor racingevent in a Renault AK
90CV in 1906.

Louis took full control of the company as the only remaining brother in 1906 when Fernand
retired for health reasons. Fernand died in 1909 and Louis became the sole owner, renaming
the company Socit des Automobiles Renault (Renault Automobile Company)

Renault fostered its reputation for innovation from very early on. At the time, cars were
luxury items. The price of the smallest Renaults at the time was 3000 francs; an amount equal
to ten years pays for the average worker. In 1905 the company introduced mass-production
techniques and Taylors in 1913.

Renault manufactured buses and commercial cargo vehicles in the pre-war years. The first
real commercial truck from the company was introduced in 1906. During World War I, it
branched out into ammunition, military aircraft engines. (The first Rolls-Royce aircraft
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engines were Renault V8 units) and vehicles such as the revolutionary Renault FT tank. The
company's military designs were so successful that Louis was awarded the Legion of
Honor for his company's contributions. The company exported engines to American auto
manufacturers for use in such automobiles as the GJG, which used a Renault 26 hp or 40 hp
four-cylinder engines.

Board of Directors

The company Renault Nissan Automotive India Private Limited has the following list of
directors who are the elected members of the board of Directors for Renault Nissan
Automotive India Private Limited currently serving or have been directors in the past. The
company Identification Number or CIN of Renault Nissan Automotive India Private
Limited is U34100tn2007ptc073002. The complete list of directors of Renault Nissan
Automotive India Private Limited is

Colin Moore Macdonald has served as Managing Director for Renault Nissan Automotive
India Private Limited. The appointment date of Colin Moore Macdonald is on 1/4/2015. The
DIN or Director Identification Number of Colin Moore Macdonald is 7144072.

Christian Claude Dauvais has served as Additional Director for Renault Nissan Automotive
India Private Limited. The appointment date of Christian Claude Dauvais is on 6/11/2015.
The DIN or Director Identification Number of Christian Claude Dauvais is 7335004.

Directors Structure for Renault Nissan Automotive India Private Limited

All companies large and small have directors and Director is the first level in the executive
hierarchy of a corporate like Renault Nissan Automotive India Private Limited. The directory
structure, may have designations such as Directors, Independent Directors, Additional
Director, Associate Directors, Managing Directors, Executive Directors, Non-Executive
Directors or Finance Directors etc.

ShareHolding details

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Colin Moore Macdonald, Christian Claude Dauvais, may or may not hold shares within
Renault Nissan Automotive India Private Limited based upon Renault Nissan Automotive
India Private Limited's shareholding policy as well as Renault Nissan Automotive India
Private Limited's registration type with Registrar of Companies, India and each individual
capacity.

AWARDS

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BOND INTERNATIONAL DEVELOPMENT AWARDS

Much of the outstanding work of the development sector goes unrecognized and unnoticed.
The Bond International Development Awards seek to address this by celebrating the amazing
humanitarian and development work of the Bond network.

This is an exciting opportunity to showcase your work to a wide and public audience and we
hope you feel motivated and inspired to enter.

Entries to this years awards are now closed. If you've entered, we'll be in touch by 20
September to let you know if your submission has made it through to the 2nd stage or not.

The categories reflect and respond to important trends and challenges in international
development.

The Campaign Award recognizes campaigns that engage the public with
international development in new and unusual ways.

The Collaboration Award recognizes the importance of effective collaborations in

finding new opportunities to tackling difficult issues.

The Humanitarian Award recognizes the unacknowledged heroes working in the

humanitarian field.

The Innovation Award showcases organizations, coalitions or initiatives that are

taking inventive approaches as they chart a course through a complex and changing
external environment.

The Outstanding Individual Award seeks to find exceptional people who have made
a lasting contribution to international development.

The Transparency Award is for organizations at the cutting edge of NGO

effectiveness and accountability.

For the 2015 awards, we received over 40 entries covering a wide spectrum of projects and
this year we hope to get even more! The awards generated a lot of media coverage and
excitement and entering could help to raise your profile in the sector and beyond. Motivate
your organization to enter by reading about last year's inspirational winners. Your
organization must be a Bond member to be eligible to enter.

HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which formulate,

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redefine, break into details and decide a number of actions that govern the relationship with
employees in the attainment of the organization objectives.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like reservations, sex,
marital status, and the like.
2. Policy on terms and conditions of employment-compensation policy and
methods, hours of work, overtime, promotion, transfer, lay-off and the like.

3. Policy with regard medical assistance-sickness benefits, ESI and company

medical benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of, and
frequency of training and development.
6. Policy regarding industrial relations, trade-union recognition, collective
bargaining, grievance procedure, participative management and
communication with workers.

FORMULATING POLICIES

There are five principal sources for determining the content and meaning of policies:

1. Past practice in the organization.

2. Prevailing practice in rival companies.
3. Attitudes and philosophy of founders of the company as also its directors and the top
management.
4. Attitudes and philosophy of middle and lower management.
5. The knowledge and experience gained from handling countless personnel problems
on day to day basis.

PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equal opportunities to every

employee to realize his/her full potential.
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 2. Principle of scientific selection to select the right person for the right job.

3. Principle of free flow of communication to keep all channels of communication

open and encourage upward, downward, horizontal, formal and informal
communication.

4. Principle of participation to associate employee representatives at every level of

decision-making.

5. Principle of fair remuneration to pay fair and equitable wages and salaries
commensuration with jobs.

6. Principle of incentive to recognize and reward good performance.

7. Principle of dignity of labour to treat every job and every job holder with dignity
and respect.

8. Principle of labour management co-operation to promote cordial industrial

relations.

9. Principle of team spirit to promote co-operation and team spirit among employees.

10. Principle of contribution to national prosperity to provide a higher purpose of

work to all employees and to contribute to national prosperity.

BENEFITS OF HR POLICIES

Organizations should have personnel policies as they ensure the following benefits:

a. The work involved in formulating policies requires that the management give deep
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 thought to the basic needs of both the organization and the employees. The
management must examine its basic convictions as well as give full consideration to
the prevailing practices in other organizations.

b. Established policies ensure consistent treatment of all personnel throughout the

organization. Favoritism and discrimination are, thereby, minimized.

c. Continuity of action is assured even though top management personnel change. The
CEO of a company may possess a very sound personnel management philosophy.
He/she may carry the policies of the organization in his/her head, and he she may
apply them in an entirely fair manner. But what happens when he/she retires? The
tenure of office of nay manager is finite. But the organization continues. Policies
promote stability.

d. Policies serve as a standard of performance. Actual results can be compared with the
policy to determine how well the members of the organization are living upto the
professional intentions.

e. Sound policies help build employee motivation and loyalty. This is especially true
where the policies reflect established principles of fair play and justice and where they
help people grow within the organization.

f. Sound policies help resolve intrapersonal, interpersonal and intergroup conflicts.

RESEARCH METHODOLOGY

Research Design
Research Process
Data collection

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 Samples size
Objective of the study

Research Methodology

A research process consists of stages or steps that guide the project from its conception
through the final analysis, recommendations and ultimate actions. The research process
provides a systematic, planned approach to the research project and ensures that all aspects of
the research project are consistent with each other. Research studies evolve through a series
of steps, each representing the answer to a key question.

INTRODUCTION

This chapter aims to understand the research methodology establishing a framework of

evaluation and revaluation of primary and secondary research. The techniques and concepts
used during primary research in order to arrive at findings; which are also dealt with and lead
to a logical deduction towards the analysis and results.

RESEARCH DESIGN

I propose to first conduct a intensive secondary research to understand the full impact and
implication of the industry, to review and critique the industry norms and reports, on which
certain issues shall be selected, which I feel remain unanswered or liable to change, this shall
be further taken up in the next stage of exploratory research.

This stage shall help me to restrict and select only the important question and issue, which
inhabit growth and segmentation in the industry.

The various tasks that I have undertaken in the research design process are:

Defining the information need

Design the exploratory, descriptive and causal research.

RESEARCH PROCESS

The research process has four distinct yet interrelated steps for research analysis it has a
logical and hierarchical ordering:

Determination of information research problem.

Development of appropriate research design.

Execution of research design.

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 Communication of results.

Each step is viewed as a separate process that includes a combination of task, step and
specific procedure. The steps undertake are logical, objective, systematic, reliable, valid,
impersonal and ongoing.

EXPLORATORY RESEARCH

The method I used for exploratory research was

Primary Data
Secondary data

PRIMARY DATA

New data gathered to help solve the problem at hand. As compared to secondary data which
is previously gathered data. An example is information gathered by a questionnaire.
Qualitative or quantitative data that are newly collected in the course of research,
Consists of original information that comes from people and includes information
gathered from surveys, focus groups, independent observations and test results. Data
gathered by the researcher in the act of conducting research.

This is contrasted to secondary data, which entails the use of data gathered by someone other
than the researcher information that is obtained directly from first-hand sources by means of
surveys, observation or experimentation. Primary data is basically collected by getting
questionnaire filled by the respondents.

SECONDARY DATA

Information that already exists somewhere, having been collected for another purpose.
Sources include census reports, trade publications, and subscription services. There are two
types of secondary data: internal and external secondary data. Information compiled inside or
outside the organization for some purpose other than the current investigation Researching
information.

Secondary source of data used consists of books and websites

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My proposal is to first conduct a intensive secondary research to understand the full impact
and implication of the industry, to review and critique the industry norms and reports, on
which certain issues shall be selected, which I feel remain unanswered or liable to change,
this shall be further taken up in the next stage of exploratory research.

DESCRIPTIVE RESEARCH

STEPS in the descriptive research:

Statement of the problem

Identification of information needed to solve the problem

Selection or development of instruments for gathering the information

Identification of target population and determination of sampling Plan.

Design of procedure for information collection

Collection of information

Analysis of information

Generalizations and/or predictions

DATA COLLECTION

Data collection took place with the help of filling of questionnaires. The questionnaire a
method has come to the more widely used and economical means of data collection. The
common factor in all varieties of the questionnaire method is this reliance on verbal
responses to questions, written or oral. I found it essential to make sure the
questionnaire was easy to read and understand to all spectrums of people in the sample.
It was also important as researcher to respect the samples time and energy hence the
questionnaire was designed in such a way, that its administration would not exceed 4-5
mines. These questionnaires were personally administered.

The firsthand information was collected by making the employees fill the
questionnaires. The primary data collected by directly interacting with the people.

The data was collected by interacting with 40 customer and 20 employees respondents who
filled the questionnaires and gave me the required necessary information.

SAMPLE SIZE
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 Here, researcher has taken 20 as the sample size.

OBJECTIVES OF THE STUDY

The study has been under taken to analyze the HR Policies towards all variant of RENAULT
in Bagla, Mandi HP with a special reference to the RENAULT motors, the other

Objectives are:

1. To study the HR Policies of the company.

2. To study the amendments made in the HR Policies of Renault Ltd.
3. To incorporate the amendments in the base policy and prepare a final policy.
4. To design a HR Policy manual for the company with special emphasis on the
Managerial Service Conditions.
5. To know the Employees HR Policies in Renault Ltd.

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SCOPE OF THE STUDY

The sample unit was also 20 respondents.

However, Renault Automobile showrooms are located in other places i.e. locally and
even in the neighboring states. Only opinion of respondents of Nerchowk (Mandi)
was consider for finding out the opinions of respondents.

In any organization human resource is the most important asset.

As most of the companys overall performance depends on its employees

performance which depends largely on the HR POLICIES of the company. .

The core of the project lies in analyzing and assessing the Company and to design an
HR POLICY manual for the Company.

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 HR POLICIES IN RENAULT

HR POLICY

A. Recruitment policy.

Employee Reference Incentive: Rs 1500 will be paid to employees who provide

reference for manpower recruitment (If the reference manpower crosses the tenure of
3 months).

The amount will be paid out to the employee who has given the reference after the
completion of 3 full working months by the new employee. The employee shall claim
the amount in writing to the HR, the HR shall verify and forward application to
branch head & group HR for approval. Once approved the amount will be credited in
next months salary of the employee. Categories( of employees that can be recruited )
included in this will be Sales Consultants, Teamleaders, ASMs, Service Advisors,
Technicians, Back office staff. This incentive is applicable to all employees except
HR personnel / Branch Managers / Branch Heads / General Manager and above grade.

Screening of prospects by respective HR department.

Interviews to be clubbed together for multiple candidates to ensure availability of

Cluster Head.

Final interview to be conducted as a panel

Sales: Sales Manager, Cluster Head, and HR

Service: Service Manager, Cluster Head, and HR.

Interview assessment form to be signed by HR, SM, and Cluster Head.

Interview assessment form to be accompanied by two references, reference check

mandatory.

Candidate to fill in & submit documents, photograph, employee information sheet

prior to day of joining.

Recruitment Panel for the following roles in Tri city is being redefined.

Sales Function: SC, Team Leader, ASM, Accessory personnel, Finance, Insurance
Personnel
 Back office: Accounts, EDP, CRE, CRM

Service Function: Advisor, Floor Supervisor, Job Controller, Cotech, Spares Manager,
Body shop Incharge, Warranty Incharge The panel for all of the above roles will be
Mr. Ravi Jolly, Cluster Head, Sales / Service Function Head & HR executive.

The interviews shall be planned to accommodate maximum candidates across functions by

the HR executives.

For Tricity, All exit interviews for the above role would be conducted by Mr. Ravi Jolly at
Tricity. Accounts will not clear any dues of the employee till the exit interview has been
conducted.

Exit interview sheet to be filled in. Cluster head to study the exit interview sheet.

Post the evaluation by the Cluster Head, the final exit interview (telephonically) to be
conducted by either Mr. Ravi Jolly or Mr.Aditya Arora for all employees rank onwards TL in
sales and Service Advisor/Supervisor in Service and Manager grade for other functions. After
this the candidate can be relieved.

Employee is supposed to provide a notice period of 15 days, only in the case of a 15 day
notice period and clearance of outstanding and dues that the full and final settlement of the
employee will take place. For Back office and Accounts personnel the notice period can be
either 30 or 45 days as per the role and requirement of the organization.

For Cotechs in the service department for Renault, the defined notice period shall be 60 days
to ensure smooth handover and transition to new person.

Any incentive due on the date of resignation get lapsed and only salary for the working days
shall be released to employees as full and final settlement subject to clearance of dues and the
exit

B. Training and development.

Induction program is provided to all freshers. It is a program of 8 to 9 days.

Budget for in house training has to be approved by the cluster head where the training
is stationed. This budget includes lunch for all participants, tea, note pad, pen and any
other specification given by trainer.

Lunch arrangement to be ensured for any trainee, e.g., sales, service, accounts, EDP,
etc

All new recruits to go through the PPT on Padam Group.

C. Employee Grade.
The following employee Grades are being defined. The employee shall be allocated
any one of these grades depending on their designation and role.
 I. Support Staff: Washing boys, Drivers

II. Executive:

III. Manager: Any employee with Manager in their designation across all functions.

IV. Senior Manager: Senior Manager, General Manager

V. Leadership: Cluster Heads, Sr. GM

A. Incentive policy.

Incentives for New Joiners:

The incentives for New joiners will be calculated but disbursed as per below criteria
For any employee joining between 2nd to 15th of the month shall be entitled to 50%
incentive as calculated for the month.
For any employee joining between 16th to 30th or 31st, there shall be no incentive for that
month. From next month onwards it would be regular.
This policy is not applicable for sales consultant as they are incentivized on their individual
efforts.
For any employee who has resigned or has been relieved from his duties, Incentive is null and
void, including incentives not disbursed(prior months) effective the date of resignation or
termination. i.e. No incentives shall be included in the full and final settlement of the
employee.
It is the responsibility of the senior to ensure that the members of his/her team understand the
incentive policies and work towards achieving the set targets and other quality parameters as
defined in the incentive policy.

Sales incentive policy is standard for all branches.

Refer to the Sales Incentive document circulated for details of the incentive policy.

1. Sales incentive is applicable for Target achievement of greater or equal to 50%.

2. For Chevrolet: Any SC with six months experience in the group will have minimum
target of 4 cars. For Renault, for same experience of 6 months or more with the
Group, minimum target is 4 for Duster team member, 3 for Non Duster team members
and 4 for those selling all cars.
 3. Insurance penetration for new car sales target would be 90% .

4. Finance penetration target of 35% for a location and 45% for locations with Finance
manpower available.

5. Sales incentive disbursement is linked with outstanding since 1st Dec2013. Total
Incentive will be put on hold for entire chain of manpower, where outstanding crosses
30 days.
6. Effective 1st Jan 2014, in case the outstanding crosses 60 days, the total incentive for
entire chain of manpower involved in that case up to the SM will be forfeited.
7. Incentives will be calculated on basis of deliveries made in a particular month and
irrespective of vehicles invoiced/ retailed in DMS or otherwise. Incase cars are
invoiced on 30th Sep and the same are delivered on 7th and 9th Oct, then the Oct
sales incentive policy will govern the incentive calculation and not Sep. This is
effective 1st Oct14.

Service incentive is according to locations.

Refer to the Service Incentive document circulated for details of the incentive policy.

a. Service incentive policy for selective locations would be target based.

b. Service incentive policy is linked to quality execution of work, through

criterias of FRFT, Customer complaints per 1000 ROs, customer satisfaction,
and other criterias as per SAM Audit for Renault and RBP guidelines for
Chevrolet.

c. Effective 1st Jan 2014, Service incentive policy is linked to outstanding. Each
branch shall get approved their corporate client list. Credit would be allowed
to only these pre-approved clients.

d. For other reference cases credit is allowed only on written e-mail

confirmation. In case the approval is from esteemed MD, then the written
approval will be sent by the Cluster head. Also the cluster head will specify
period of recovery if any as per commitment confirmed by MD.
 e. Service incentive would be put on hold for SAs, Managers & Service Head,
till the outstanding is cleared or on approval basis.

f. Final Incentive calculation of an employee is subject to leaves and

absenteeism penalty (if applicable).

B. Personnel & Administration

1. Attendance.
Attendance through Biometric
All employees are advised to use the biometric attendance system for attendance effective 1st
August14. The salary processing shall take place based on data obtained from the Biometric
machine installed on location.
Biometric usage is mandatory for all employees. Cluster Heads are required to use Biometric
as per the location of presence. For eg: Mr. Gagan Brar can punch his attendance at either
system of Ludhiana1, Ludhiana2, Moga, Ropar or Pawa Workshop.
In case an employee is travelling for any purpose training or others, then the travel approval
shall be used for marking attendance.
Enrolment Administrator: One or two personnel (3S locations) shall be authorized and
entrusted to enroll personnel into the Biometric. These personnel have high responsibility to
ensure accuracy of enrolment.
Branch wise list of Enrolment Administrators shall be available shortly.
New Recruits.
It has been noticed that employees are continuously being recruited in clear violation of the
recruitment policy. The following check is being implemented to curb violation.
All enrolment administrators will not enroll any new employee unless the recruitment
approval of that employee is available in writing from the Cluster Head. In the absence of
Cluster Head the same will be done by Mr. Ravi Jolly. For GMT members, approval shall be
provided by Mr. Ravi Jolly.
In case a new joiner ( without approval ) starts working, his/her salary would not be
calculated as the punching is not available in the biometric. In such case the dispute of salary
will be settled by the employee that has recruited that person and no liability should arise on
the company. Also on this evidence the new joinee will be asked to leave the organization as
it was an unauthorized recruitment.
In case the enrolment administrator bypasses policy and enrols a personnel without approval
and the same is found during an audit, the salary of the new joinee shall be debited on
account of the enrolment administrator.

Attendance is compulsory at 9:30 am.

Relaxation for arrival between 9:30 to 9:40am can be given under special
circumstances according to monthly attendance.

Arrival between 9:40 to 9:45 am is allowed once a week.

Arrival after 9:45 am will be marked as half day.

Early leave of morning or evening for total of 2 hours is allowed in a month with no
more than one hour each time.

In case of delay due to any emergency, the employee should inform his senior on
phone and after reaching office he should fill his manual leave.

If employee on some official duty outside the showroom his attendance will be
marked by SM/GM and submitted to HR.

Sunday Working: Minimum working hours are 6, otherwise half day.

For Sales consultants, Team leaders, ASMs: If they are working on Sunday they are
entitled for only compensatory leave which has to be availed in that very month.
For Sales Managers, Back office, Service head and all other staff: If working on
Sunday they are entitled for one day salary.
For Cluster Heads: If working on Sundays, they are entitled for only compensatory
leave which can be carried forward. All compensatory leaves for the year will expire
on 31st Dec, and these compensatory leaves are not cashable.
From 1st of Oct to 31st of Jan the timings for female staff are 9:30 to 6:00 pm. For
locations in Patiala and Bathinda the timings for female staff are 9:30am to 5:45 pm.
 From 1st of January any employee without proper uniform (that includes I-card) will
be marked absent

We provide bonus and leave encashment, once a year.

Increment is given after the completion of one year according to performance. For
personnel having completed 6 months to a year, increment would be decided on pro
rata basis, linked to performance.

Salary increments are linked to performance parameters as defined by the

management and supervisor (Seniors) feedback. The performance parameters are
selected and defined in accordance with the key Job responsibility of the position. For
e.g. Sales Consultant, a) Target Achievement, b) SM feedback c) Customer
satisfaction / Customer complaints.

For the year 2014, all employees will undergo performance evaluation and there
would be differential increments.

Higher increments will be handed out to personnel that excel in their performance, are
self-motivated and create a healthy work environment for self and others.

For poor performers, increments can be Nil, with a defined observation period for
improvement. In case the employee fails to improve performance in the said amount
of time; he would be relieved from services within the guidelines of Relieving.

In reviewing the purpose of HR Policies at RENAULT. the organization stated that the
HR Policies has been a key part of the management process for the effective utilization of
human resource. The company aims to fulfill the following objectives through its HR
Policies:

Ensure a high degree of selectivity in recruitment so as to secure super achievers and

nurture them to excel in their performance.

Impart such induction, orientation and training as to match the individual to the task
and inculcate a high sense of organizational loyalty.

Provide facilities for all round of growth of individual by training in and outside the
organization, reorientation, lateral mobility and self-development through self-
motivation.

Groom every individual to realize his potential in all facets while contributing to
attain higher organizational and personal goals.

Build teams and foster team-work as the primary instrument in all activities.

Recognize worthy contributions in time and appropriately, so as to maintain a high
level of employee motivation and morale. Appraisals and promotions shall be ethical
and impartial.

Implement equitable, scientific and objective system of rewards, incentives and
control.

Contribute towards health and welfare of employees.
Management Review:
Management review meeting is held every six months at the Group Review. Meet is
conducted from time to time to ensure the suitability, adequacy and effectiveness of the HR
Policies
 DATA ANALYSIS AND INTERPRETATION

A. RECRUITMENT AND SELECTION

1. Are you satisfied with the external recruitment sources performed in your
Organization.

Factor No. of Respondents %age

Agree 16 80

Disagree 4 20

Total 20 100

INTERPRETATION: Regarding external recruitment sources 80% employees are

satisfied or agree whereas 20% are not satisfied which is performed in the
organization. Therefore, the employees are satisfied by recruitment process.

2. Are You Satisfied With The Monetary Reward Given On Bringing A Candidate
 On Board?

Factor No. of Respondents %age

Agree 15 75%

Disagree 5 25%

Total 20 100%

INTERPRETATION: Regarding monetary awards given on bringing on board 75%

employees are satisfied & 25% are not satisfied

B. TRAINING AND DEVELOPMENT

1. For Employee performance is the training need analyzed in your organization

 Factor No. of Respondents %age

Agree 15 75%

Disagree 5 25%

Total 20 100%

INTERPRETATION: Regarding employee performance, 75% of employees are satisfied

whereas 25% of employees are not satisfied. It means that most of the employees get affected
from this evaluation.

2. Are you satisfied with the Classroom method adopted by your organization to
train the employees?

Factor No. of Respondents %age

 Agree 14 70%

Disagree 6 30%

Total 20 100%

INTERPRETATION: Regarding Classroom method, 70% of the employees are satisfied

whereas 30% of the employees are not satisfied. It means most of the employees get affected
but some of the employees want training and development programmes to train employees.
 C. PERFORMANCE APPRAISAL

1. Are you satisfied with the Balanced Scorecard method?

Factor No. of Respondents %age

Agree 2 10

Disagree 18 90

Total 20 100%

INTERPRETATION: Regarding Balance scorecard method, 10% of the employees are

satisfied whereas only 90% of the employees are not satisfied. It means that most of the
employees are benefited from this evaluation method.

2. Are you satisfied with the feedback given to you by organization?

 Factor No. of Respondents %age

Agree 5 25%

Disagree 15 75%

Total 20 100%

INTERPRETATION: Regarding feedback 25% of the employees are satisfied whereas 75%
of the employees are not satisfied. It means that some of the employees get benefited but
some are not.

D. CAREER PROGRESSION
 1. Are you satisfied with the mentor system followed for career progression?

Factor No. of Respondents %age

Agree 2 10%

Disagree 18 90%

Total 20 100%

INTERPRETATION:

Regarding mentor system followed for career progression, 10% of the employees
get benefited and only 90% of the Employees are exempted.

E. LEAVE POLICY

1. Are you satisfied with the privilege leave provided to you?

Factor No. of Respondents %age

 Agree 17 85%

Disagree 3 15%

Total 20 100%

INTERPRETATION:

Regarding privilege leave provided to employees, 85% of the employees are satisfied
whereas 15% of the employees are not satisfied.

F. COMMUNICATION AND DECISION MAKING

PROCESS

1. Are you satisfied with the informal communication pattern?

 Factor No. of Respondents %age

Agree 17 85%

Disagree 3 15%

Total 20 100%

INTERPRETATION: Regarding informal communication pattern, 85% of the

employees are satisfied and 15% of the employees are not satisfied. It means
most of the employees are comfortable with this communication process.

2. Are you satisfied with the opinion survey and Department

meeting?

Factor No. of Respondents %age

Agree 16 80%

Disagree 4 20%
 Total 20 100%

INTERPRETATION: Regarding opinion survey and department meeting,

80%of the employees are satisfied and 20% of the employees are not satisfied.

G. PERSONAL ACCIDENT INSURANCE POLICY

1. Are you satisfied with contingencies cover under Personal

Accident Insurance policy?

Factor No. of Respondents %age

Agree 18 90%

Disagree 2 10%
 Total 20 100%

INTERPRETATION: Regarding contingencies provided under this policy,

90% of the employees are satisfied and 10% of the employees are not satisfied.

H. MEDICLAIM POLICY

1. Are you satisfied with the services covered under Mediclaim

policy?

Factor No. of Respondents %age

Agree 15 75%

Disagree 5 25%

Total 20 100%
INTERPRETATION: Regarding services provided under Mediclaim policy,
75% of the employees are satisfied and 25% of the employees are not satisfied.

CONCLUSION

Study shows that

1. The Policy of the company provides facilities for all round growth of individuals by
training in-house and outside the organization, reorientation, lateral mobility and self-
development through self-motivation.
2. The Policy grooms every individual to realize his potential in all facets while
contributing to attain higher organizational and personal goals.
3. The Policy builds teams and foster team-work as the primary instrument in all
activities.
4. The Policy implements equitable, scientific and objective system of rewards,
 incentives and control.
5. The Policy recognizes worth contributions in time and appropriately, so as to maintain
a high level of employee motivation and morale.
6. The employees agree on the part of their performance that they know what is
expected from them.
7. The employees understand how their work goals relate to companys goals.
8. Company inspires the employees to do their best work every day.
9. The employees are not satisfied with the communication and decision-making
process as it leaks the information related to organization.
10. The employees do not receive the appropriate recognition and rewards for their
contributions and accomplishments.
11. The employees feel that they are not paid fairly for the contributions they make to
companys success.

SUGGESTIONS &RECOMMENDATIONS

1. The Performance Appraisal of employee is evaluated on the basis of 360 degree feedback
or 180 degree feedback.

2. The Organization should focus on mentor system intend to help employees in their career
progression.

3. The Organization should conduct Psychometric tests for employees.

4. The Training should be mandatory for all level of employees.

5. The Departments should develop constructive attitude towards each other.

6. The company should give the appropriate recognition for the contributions and
accomplishments made by employees. A flexible reward system should be adopted by
organization to improve employee motivation.

7. A more transparent and full proof communication system developed in the

organization.

8. Replacing the lacuna in the current system.

9. Wages and salary administration process should have a more scientific approach
laying stress on equal wages for equal work done.

BIBLIOGRAPHY

www.renault.com

ww.renaultduster.com

www.google.com

www.indiaindustry.com
Name of Employee:
Designation:

QUESTIONNAIRES

A. Recruitment and Selection

1. Are you satisfied with the external recruitment sources performed in your
Organization.
1. Agree 2. Disagree
2. Are you satisfied with the monetary reward given on bringing a candidate on board?
1. Agree 2. Disagree

B. Training and Development

1. For Employee performance is the training need analyzed in your organization.

1. Agree 2. Disagree
2. Are you satisfied with the Classroom method adopted by tour organization to train
the employees?
1. Agree 2. Disagree

C. Performance Appraisal

1. Are you satisfied with the Balanced Scorecard method?

1. Agree 2. Disagree
2. Are you satisfied with the feedback given to you by organization?
1. Agree 2. Disagree

D. Career Progression

1. Are you satisfied with the mentor system followed for career progression?
1. Agree 2. Disagree

E. Leave Policy

1. Are you satisfied with the privilege leave provided to you?

1. Agree 2. Disagree

F. Communication and Decision making process

 1. Are you satisfied with the informal communication pattern?
1. Agree 2. Disagree
2. Are you satisfied with the opinion survey and Department meeting?
1. Agree 2. Disagree

G. Personal Accident Insurance Policy

1. Are you satisfied contingencies cover under this policy?

1. Agree 2. Disagree

H. Mediclaim Policy

1. Are you satisfied with the services covered under this policy?
1. Agree 2. Disagree