A Study On: Reliance Communications Limited Ahmedabad

A
Study On
“HR Practices”
At
Reliance Communications Limited

Ahmedabad
As Partial Fulfillment in the course of

Masters of Business Administration
In
Ahmedabad Education Society

Post Graduate Institute of
Business Administration
Submitted By:
Smita Nair
Ist MBA (2006-08)
Guided By:
Mrs. Birva Patel
HR Manager
RComm Ltd.
Ahmedabad
HR Practices at Reliance Communications Ltd.
PREFACE
The experience that I had as a student in the class room was not enough to ready me to
the real playfield. The experience as a management trainee is going to be really helpful for
me and it was where I could put to use all that I had learned as a management student.
“Spend time to observe

It is to rectify the mistake.
Spend time to read
It is the foundation of knowledge
Spend time to practice
It is the foundation of learning”
Management taught a great deal of theories, but the exposure to the real corporate world
unrevealed to me a broader picture of business in a real sense and scenario. Intimidating
at first, but the journey then along taught me the real essence of life as a professional.
I am heartily thankful to RELIANCE COMMUNICATIONS LTD. for giving me the

opportunity to get this wonderful experience of working and getting the required training
under them.
2 AES PGIBM Smita Nair

ACKNOWLEDGEMENT
I, Smita M. Nair (A.E.S. Post Graduate Institute of Business

Management), student of II year M.B.A.(2006-08) present this report on the
title name ‘Human Resource Practices at Reliance’ with immense gratitude to
Reliance Communications Ltd.
I extend my sincere thanks to Mrs. Birva Patel (H.R. Manager) and her
team
• Mr. Gaurav Shah

• Mr. Arif Achhava
• Mr. Shishir Jani
for introducing me to the functioning of the organization, teaching the

practical aspects of H.R. functions, providing with the valuable guidance and
information with inexhaustible patience through all the stages of the training
period.
I would also like to thank the whole H.R. staff at Reliance for helping and
motivating me in each and every way they could.
I would also like to thank my professors at AES PGIBM who have been
extremely helpful as guides. A special thanks to Prof. Ekta Sharma for helping
me in my preferred field of H.R
Last but not the least I would like to add that the successful completion of
the training would not have been possible without the love and support of my
family. A special thanks to them too.

CONTENTS AT A GLANCE
A. ADAG Profile
B. Company Profile (Reliance Communications Ltd)
C. Basics of H.R
D. H.R At RComm.
E. Project Profile
F. Projects At A Glance
G. Analysis
H. Annexure

TABLE OF CONTENTS
Part- A ADAG Profile
1. About The Founder…………………………………………..2

2. About The Chairman………………………………………....4
3. Reliance ADAG……………………………………………..5
i. Vision and Values…………………………………......5
ii. Structure Of ADAG…………………………………..7
iii. Reliance Capital…………………………………........8
iv. Reliance Communications Limited……………………...9
v. Reliance Energy Limited……………………………..10
vi. Reliance Health…………………………………......11
vii Reliance Media & Entertainment………………..........12
Part- B Company Profile (Reliance Communications Limited)
1. Organization Chart…………………………………………14
2. Milestones…………………………………………………15
3. Vision and Values………………………………………….16
4. Company Logos……………………………………………18
Part-C Basics Of H.R
1. Introduction to H.R……………………………………….21
2. Objectives Of H.R ………………………………………...21
3. H.R. Practices…………………………………………….22
Part-D H.R. At R- Comm.
1.The H.R. Department at RComm………………………24

2. H.R. Practices……………………………………….25
i. Recruitment……………………………………25
ii. PMS……………………………………………….30

iii. Training & Development……………………………..37

iv. Employee Engagement Activities……………………...39
Part-E Project Profile
1. Understanding the Company And The H.R Department……41

2. Project title and its Summary……………………………..42
Part-F Projects At A Glance
1. Recruitment……………………………………………..44
2. Joining Kit……………………………………………...48
3. Training Calendar……………………………………….49
4. HRIS…………………………………………………..51
5. H.R. Audit……………………………………………..59
6. Compensation Banding …………………………………62
7. Employee Engagement System …………………………..64
8. Attrition & Retention …………………………………66
Part-G Analysis
1. Project Analysis………………………………………….68
2. Comments And Suggestions……………………………….69
Part-H Annexure
1. Glossary…………………………………………………71
2. Bibliography……………………………………………..72
3. Webography……………………………………………..72

Part - A ADAG Profile
• About The Founder

• About The Chairman
• Reliance ADAG
i. Vision and Values
ii. Structure Of ADAG
iii. Reliance Capital
iv. Reliance Communications Limited
v. Reliance Energy Limited
vi. Reliance Health
vii. Reliance Media & Entertainment

About The Founder
Shri Dhirubhai Ambani
Few men in history have made as dramatic a contribution to their country’s economic
fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left
behind a legacy that is more enduring and timeless
As with all great pioneers, there is more than one unique way of describing the true genius
of Dhirubhai: The corporate visionary, the unmatched strategist, the proud patriot, the
leader of men, the architect of India’s capital markets, and the champion of shareholder
interest.
But the role Dhirubhai cherished most was perhaps that of India’s greatest wealth creator.
In one lifetime, he built, starting from the proverbial scratch, India’s largest private sector
enterprise.

Shri. Dhirubhai's Dream

Think Big, Think Different, Think Ahead…
Dhirubhai preached — and personally practiced — one mantra throughout his life: Dream
with conviction.
He built the Reliance empire from scratch and, in a short span of 25 years, catapulted it to
become on of the top Fortune 500 corporations of the world — an achievement
unparalleled in history.
He was deeply rooted in traditional Indian values, yet Dhirubhai possessed the outlook of a
modern man — truly a person of the 21st century. His corporate philosophy was short,
simple and incredibly effective: “Think big. Think different. Think fast. Think ahead. Aim
for the best.” This clearly reflected in his passion for mega-sized projects, as well as his
fascination for cutting–edge technology and desire to always achieve the highest possible
productivity. At Reliance, Dhirubhai was a pillar of inspiration for one and all. By
practicing what he preached, he inspired and encouraged everyone to surpass the best in the
world.

About The Chairman
Shri Anil D. Ambani
Regarded as one of the foremost corporate leaders of contemporary India,

Anil Dhirubhai Ambani is the Chairman of all listed Group companies, namely: Reliance
Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources
Limited
He is also the Chairman of the Board of Governors of Dhirubhai Ambani

Institute of Information and Communication Technology, Gandhi Nagar, Gujarat.
Till recently, he also held the post of Vice Chairman and Managing Director in
Reliance Industries Limited (RIL), India’s largest private sector enterprise.
Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was
centrally involved in every aspect of the company’s management over the next 22 years.
He is credited with having pioneered a number of path-breaking financial

innovations in the Indian capital markets. He spearheaded the country’s first forays into the
overseas capital markets with international public offerings of global depositary receipts,
convertibles and bonds. Starting in 1991, he directed Reliance Industries in its efforts to

raise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the company
in January 1997.
Reliance ADAG
Vision & Values:
Vision:
• To build a global enterprise for all our stakeholders, and a great future for our
country,
• To give millions of young Indians the power to shape their destiny,
• The means to realize their full potential
Values:
• Shareholder Interest
• People Care
• Consumer Focus
• Excellence in Execution
• Team Work
• Proactive Innovation
• Leadership by Empowerment
• Social Responsibility
• Respect for Competition

Shareholder Interest
We value the trust of shareholders, and keep their interests paramount in every business
decision we make, every choice we exercise
People Care
We possess no greater asset than the quality of our human capital and no greater priority
than the retention, growth and well-being of our vast pool of human talent
Consumer Focus
We rethink every business process, product and service from the standpoint of the
consumer – so as to exceed expectations at every touch point
Excellence in Execution
We believe in excellence of execution – in large, complex projects as much as small
everyday tasks. If something is worth doing, it is worth doing well.
Team Work
The whole is greater than the sum of its parts; in our rapidly-changing knowledge
economy, organizations can prosper only by mobilizing diverse competencies, skill sets
and expertise; by imbibing the spirit of “thinking together” -- integration is the rule,
escalation is an exception
Proactive Innovation
We nurture innovation by breaking silos, encouraging cross-fertilization of ideas &
flexibility of roles and functions. We create an environment of accountability, ownership
and problem-solving –based on participative work ethic and leading-edge research
Leadership by Empowerment
We believe leadership in the new economy is about consensus building, about giving up
control; about enabling and empowering people down the line to take decisions in their
areas of operation and competence…
Social Responsibility
We believe that organizations, like individuals, depend on the support of the community for
their survival and sustenance, and must repay this generosity in the best way they can
Respect for Competition

We respect competition – because there’s more than one way of doing things right. We can
learn as much from the success of others as from our own failures …

Structure of ADAG

Reliance Capital
Reliance Capital is one of India’s leading and fastest growing private sector financial
services companies, and ranks among the top 3 private sector financial services and
banking companies, in terms of net worth.
The company has interests in asset management and mutual funds, life and general
insurance, private equity and proprietary investments, stock broking and other activities in
financial services.

Reliance Communications Limited
The flagship company of the Reliance – ADA Group, Reliance Communications Limited,
is the realisation of our founder’s dream of bringing about a digital revolution that will
provide every Indian with affordable means of communication and a ready access to
information.
The company began operations in 1999 and has over 20 million subscribers today. It offers
a complete range of integrated telecom services. These include mobile and fixed line
telephony, broadband, national and international long distance services, data services and a
wide range of value added services and applications aimed at enhancing the productivity of
enterprises and individuals.

Reliance Energy Limited
Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged

in the generation, transmission and distribution of electricity. It ranks among India’s top
listed private companies on all major financial parameters, including assets, sales, profits
and market capitalization.
It is India’s foremost private sector utility with aggregate estimated revenues of Rs 9,500
crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion).
Reliance Energy Limited distributes more than 21 billion units of electricity to over 25
million consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300
sq. kms. It generates 941 MW of electricity, through its power stations located in
Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and hydro-based power
generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with
aggregate capacity of over 12,500 MW. These projects are at various stages of
development.
Reliance Energy Limited is vigorously participating in emerging opportunities in the areas

of trading and transmission of power. It is also engaged in a portfolio of services in the
power sector in Engineering, Procurement and Construction (EPC) through a network of
regional offices in India.

Reliance Health
In a country where healthcare is fast becoming a booming industry, Reliance Health

is a focused healthcare services company
enabling the provision of solution to Indians, at affordable prices. The company aims at
providing integrated health services that will compete with the best in the world.It also
plans to venture into diversified fields like Insurance Administration, Health care Delivery
and Integrated Health, Health Informatics and Information Management and Consumer
Health.
Reliance Health aims at revolutionising healthcare in India by enabling a healthcare

environment that is both affordable and accessable through partnerships with government
and private businesses.

Reliance Media & Entertainment
As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the

Group’s foray into the media and entertainment space. Reliance Entertainment’s core focus
is to build significant presence for Reliance in the Entertainment eco-system: across
content and distribution platforms.
The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile
portals, leading to direct opportunities in delivery across the emerging digital distribution
platforms: digital cinema, IPTV, DTH and Mobile TV.
Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest
entertainment companies in India, which has interests in film processing, production,
exhibition & digital cinema.
Reliance Entertainment has made an entry into the FM Radio business through Adlabs
Radio www.big927fm.com Having won 45 stations in the recent bidding, BIG 92.7 FM is
already India’s largest private FM radio network with 12 radio stations across the country
as on 28th February 2007, with many more to be launched in the coming months

Part - B Company Profile (Reliance

Communications Limited)
• Organization Chart
• Milestones
• Vision and Values
• Company Logos

Organization Chart
Reliance
Communication
Enterprise Personal Shared
Personal
Distribution Network
Access
Business
Enterprise
Retail/ Shared
Wireless
Outbound Commercial
Group
Integrated
Customer Administration
Customer
Service
Services
Delivery
Revenue
Commercial Security
Assurance
Commercial
Marketing
Broadband

Milestones….
RIM announces mega rural plan
to cover 4 lakh villages and 65 2006
crore Indians by December 2005
2005
Compensation
package offered 2004
to cellular industry
2003
Migration to revenue
2002
sharing.
BSNL & MTNL
allowed as third Reliance India-
operator Pan India mobile
service launched
in India
2001
1999
License issued
for 4
metros.Circle
opened up.
1997 The Telecom

Regulator (TRAI)
1994 established
Cellular sector
1991 opened for
Private
participation

Vision & Values
Vision
Reliance Communications envisions a digital revolution that will bring about a New
Way of Life. A Digital Way of Life. For a New India.
With mobile devices, netways and broadband systems linked to powerful digital
networks, Reliance Communications will usher fundamental changes in the social and
economic landscape of India.
Reliance Communications will help men and women connect and communicate
with each other. It will enable citizens to reach out to their work place, home and interests,
while on the move. It will enable people to work, shop, educate and entertain themselves
round the clock, both in the virtual world and in the physical world. It will make available
television programmes, movies and news capsules on demand. It will unfurl new simulated
virtual worlds with exhilarating experiences behind the screens of computers and
televisions.
Users of Reliance Communications's full range of services would no longer need

audiotapes and CDs to listen to music. Videotapes and DVDs would not be necessary to
see movies. Books and CD ROMs would not be needed to get educated. Newspapers and
magazines would not be required to keep abreast of events. Vehicles and wallets will
become unnecessary for shopping.
Reliance Communications will disseminate information at a low cost. "Make a

telephone call cheaper than a post card". These prophetic words of Dhirubhai Ambani will
be a metaphor of profound significance for Reliance Communications. Reliance
Communications will regularly unfold new applications. Continually adapt new digital
technologies. Create new customer experiences. Constantly strive to be ahead of the world.
Reliance Communications will transform thousands of villages and hundreds of

towns and cities across the country.
Above all, Reliance Communications will pave the way to make India a global
leader in the knowledge age.

Values
Corporate
Customer Values
Customer Core
Care Values Competitiveness
Corporate
Governance Creativity

Company Logos
The symbol, ‘Reliance APEX’ conveys the spirit of
excellence, the human urge for progress, the desire to reach
higher, the resolve to ‘shape a better future’.
The APEX is the highest point – the pinnacle - an abiding

symbol of hope and optimism, achievement and success.
The blue in Reliance APEX represents the inner strength, the

self belief, the quiet confidence, the sense of purpose that go
into the making of an epic journey.
The red in Reliance APEX represents the energy and

dynamism that propels one to the pinnacle of one’s ambition.
The majestic Blue represents stability,

confidence, self-assurance and optimism.
The auspicious Red represents energy, dynamism,

passion and determination.

Company Logos…..
RIM
FWP
Broadband

Part - C Basics of H.R.
• Introduction to H.R.M.
• Objectives of H.R.M.
• H.R. Practices

Introduction to H.R.M.
INTRODUCTION
The Human Resource Management(HRM) function includes a variety of

activities,and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs,recruiting and training the
best employees,ensuring they are high performers,dealing with performance issues,and
ensuring your personnel and management practices conform to various
regulations.Activities also include managing your approach to employee benefits and
compensation,employee records and personnel policies.
Aims of HRM
9 Find the right people and keep them

9 Help employees learn and develop
9 Create a positive work environment
9 Comply with all regulatory bodies
Objectives of H.R.M.
Organizational objectives
9 Contribute to organizational effectiveness

9 Means of helping the organization to achieve its primary objectives
9 Provide level of service appropriate to the organization
Societal objectives
9 Respond to the needs and challenges of society

9 Minimize negative impacts on the organization
9 Reflect society’s concern e.g.ecological
Employee Objectives
9 Assist employees in achieving their personal goals

H.R. Practices
Human Resource Management is all about dealing with the real strength of the
organization i.e. people or the employees to be rightly phrased. The Human Resource
System at various organizations is designed keeping in mind the kind of people who are
employed and the kind of business the company is into.
The usual Human Resource practices that are carried out at various organizations
include the following:
Recruitment
Payroll & Operations
Employee Management Activities
Human Resource Information System (HRIS)
Training & Development (T & D)
Performance Management System (PMS)
Employee Engagement Activities
H.R Auditing
In addition to these the H.R manager also has to look at the Talent Management of
the company and sometimes he/she also has to implement various talent retaining
schemes so as to keep the best in the organization within itself and fulfill their
requirements.

Part - D H.R. at RComm.
• The H.R. Department at RComm.

• H.R. Practices
i. Recruitment
ii. PMS
iii. Training & Development
iv. Employee Engagement Activities

The H.R. Department at RComm.
The Human Resources Department at RComm. is basically divided into three main
business division which are as follows…..
Human
Resources
Department
Enterprise Shared Services Personal
Each of the three divisions handles the entire cycle of HR activities from joining till
exit. The only independent task that these divisions handle is the Recruitment, besides the
recruitment activity all the activities done here in the H.R department are the same for all.

H. R. Practices.
Recruitment
Def: - It is process of finding and attracting capable applicants for employment. In

simple terms, recruitment is understood as the process of searching for and obtaining
applicants for jobs, from among whom the right people can be selected
Recruitment Programme helps in following…
Attract highly qualified and competent people

Ensure that the selected candidates stay longer with the company
Make sure that there is match between cost and benefits
Help the firm create more culturally diverse work-force
Factors Governing Recruitment…
External factors
1. Supply and demand

2. Unemployment rate
3. Labor market
4. Political-social
5. Sons of soils
6. Image
Internal factors:
1. Recruitment policy
2. HRP
3. Size of the firm
4. Cost
5. Growth and expansion

Types Of Recruitment Processes….
Types Of
Recruitment
Internal External
Recruitment Recruitment
Present Employee Employment Advertisements

Employees Referrals Agencies
Former Previous Campus Walk Ins

Employees Applicants Recruitments
Consultants Competitors
E-Recruiting Head
Hunting
Reliance Communication mostly utilizes the external recruitment options like the
consultants, job portals, head hunting, campus recruitments, etc. Among the different
internal recruitment schemes, they mostly employ the referrals by employees, internal job
postings, etc. which is very less as compared to the external sources.
Portals used by Reliance Communication are Naukri and Monster. They have an access to
these two portals whom they pay annually a fixed charge.

Tips to recruit best candidate

Identify Your Ideal Candidate
Develop a job description that depicts the key responsibilities and outputs of the
position. Then, define the behavioral characteristics of the person you feel is your ideal
candidate. Finally , list your five –ten key responsibilities and characteristics you will use
to screen resumes, perform phone screens.
Tap Your Employee Networks
-Spread word-of –mouth information about the position availability and tap the networks of
your social, board, funder and academic connections.
-Publicize your interest in employee referrals.
-Announcing openings at the company meetings and sharing growth plans with company
members will help spread your message.
Use Your Website For Recruiting
Your job listings must sparkle with personality so that a potential candidate thinks,”this
organization is for me!” And, now that you have their attention, you also need to provide a
way for candidates to easily submit resumes for consideration for future positions
Maintain Frequent Contact With Interested Candidates
Enable interested candidates to subscribe to the company newsletter. Send a follow up

greeting thanking the interested candidates for their participation. Send a periodic update
about your job openings.
Become an Employer of Choice
Communicate your commitment to your prospective employees. If you are a stable, making
money and growing organization. If your organization nurture their talent and provide
exciting opportunities for challenge and professional growth.
Being an employer of choice is a reputation you build in your industry, which is a powerful
tool in attracting top talent
Recruit Using the Internet
1) Post your positions on professional association websites

2) Post the classified ad on newspaper-related websites

Use Headhunters and Recruiters
Head will save the cost of your department’s cost and the time invested in a possible failed
search .They have an already-developed pool of candidates. They provide a second pair of
experienced eyes to help you with your search.
Find Out Where Your Ideal Candidates Live
Identify what your ideal candidates read; notice the websites they visit; determine the
industry magazines and newspapers they read. Identify their favourite news sources,
forums, discussion group threads and places to network.
Publicity
The publicity your organization receives in the news media, in print, on television, on the
radio and online is tremendously important for recruiting. A few good words, an interesting
article or a piece about your mission that reflects your organization in a favourable light,
will result in candidates coming to you.
Eight Hiring Mistakes Employers Make
Fail to Pre-screen Candidates- Pre-screening applicants is a must for recruiting and

hiring the best employees. You can discover whether the candidate has the
knowledge and experience you need.
Fail to prepare the candidate- Prepare the candidate by describing the company, the
details of the position, the background and titles of the interviewers, and whatever
will eliminate time wasting while the candidate interviews within your company.
Fail to prepare the Interviewers- Interviewers need to meet in advance and create a
plan. Who is responsible for which types of questions? What aspect of the
candidate’s credentials is each person assessing?
Rely on the Interview to evaluate a candidate- Organizations are smart when they
develop several methods for evaluating candidates in addition to the interview.
Do Nothing but Talk during an Interview- Every interview needs to have

components other than questions, answers and discussions. Ask about his or her
experience with situations you point out during the walk. As long as you use tests
and tasks that are directly related to the position for which the individual is
interviewing, you will earn reams of relevant information to use in your selection
process.

Evaluate ‘Personality’, Not job skills and experience-Recruiting the

strongest,smartest,best candidates you can find. You need diverse people with
diverse personalities to deal with diverse employees and customers.
Fail to Differentiate, Via Testing and Discussion, the Critical Job Skills- How do
you differentiate one candidate from another? Everyone has a ‘Wish List’ for all of
the qualities,skills,personality factors, experience and interests you want to see in
your selected employee.
Fail to develop a Small Candidate Pool-Take the time to build a candidate pool with
several candidates who meet the needs of your organization.
Implementation of team recruitment strategy will increase your pool of

candidates for selection. There are four steps in the team recruitment process .
- Defining manpower needs

- Finding and enticing quality candidates to respond to those needs
- Interviewing and selecting the best applicants
- Orienting newly selected employees into the business
Hence recruitment is very vital for every organization. The primary elements of any plan to
improve the quality of the staff you employ include improving the quality of new hires.

P.M.S. (Performance management System)
Objectives of the PMS
The primary objective of the PMS is to drive Performance Excellence in the organization.
It aims to:
• Recognize and differentiate between high and low performance.

• Bring about a feeling of transparency and fairness in the evaluation
process
• Increase the objectivity and accuracy of measurement of
performance.
• Increase alignment between individuals and organization’s goals
• Increase the performance – reward linkage as well as linkage with
other HR systems.
Scope of PMS:
• The Performance Management System’s annual cycle is aligned with RIC’s
financial year
• All executives including the support functions (HR, Commercial, I.T.) will
participate in the process.
• Performance will be evaluated on the basis of results, fulfillment of core
responsibilities and individual contributions, weightages for the same will vary with
the role.

Who’s Who
An individual who is assessed as part Key driver of own

Incumbent/ of the performance cycle PMS
Appraisee
An individual who helps plan Helps manage

Manager/ performance & assesses the performance &
Appraiser performance of one or more appraisees provides continuous
that reports to him or her. feedback & coaching
An individual who is responsible for Will ensure

addressing escalated issues pertaining objectivity,
Reviewer to system implementation & would be transparency &
a skip level employee or the head of consistency within
functions/unit. functions/unit
HR to function as a facilitator in the Will facilitate the

Human Resources process would ensure adherence to process & ensure
guidelines, support, dispute resolution sanctity of
& modify design aspects to align with implementation,
organization requirements process, rigor, &
quality
PMS Process at a glance

Phase 1: Performance Planning & Target Setting:
March: Performance Measures and targets set jointly by employee and manager. These are
cascaded from the organizational goals to ensure alignment.
Phase 2: Interim Review of Performance:
July and January: Quarterly reviews. Interactive feedback session only.

October: Mid-year review. Provision for the revision of the performance plan if required,
due to business exigencies (course correction mechanism)
Phase 3: Year End Performance Evaluation:

April: Assessment of achievement levels against targets by manager followed by the
process of normalization. Final rating communicated to the employee. In case of any
disagreements, case submitted to the Reviewer.

Phase 1: Performance Planning

Benefits of Performance Planning
• To communicate expectations clearly and hence provide role clarity

• To align individual goals to organizational goals
The performances are measured on the basis of three major criteria….
1) KRA (Key Result Areas)

2) CR (Core Responsibility)
3) ICA (Individual Contribution Area)
Performance Measurement Criteria
1) KEY RESULT AREAS:
• Identified areas of performance that support the organization’s goals which are
to be accomplished during the performance year
• Cascaded from the business/functions scorecard
• Aligned to function or business
• Outcome based and measurable
• Individual or team based
• Quantitative with assignable targets.
An individual can have a maximum of 8 KRAs which are divided into six broad
measurement dimensions which are as follows…
o Financial/shareholder Value Creation

o Customer Orientation
o Innovation/Process
o Employees-Learning & Development
o Project Milestones
o Societal
It is not essential for each and every employee to have a KRA in every measurement
dimension.
Eg: Sales – Percentage increase in ARPU

2) CORE RESPONSIBILITIES:
• On going tasks or outcomes based on day to day work of an individual

• Do not have any predetermined targets at the beginning of a performance period
• Qualitative or Quantitative
• May be subjective at times
• Provides opportunity to measure how well the job/responsibility assigned is
performed.
Eg: Sales – Management coordination of logistics and inventory
3) INDIVIDUAL CONTRIBUTION AREAS:
• Measure contribution that goes beyond the expected realms of performance

• Outcome based & measurable
• Quantitative and / or qualitative measures defined through conversations
between the employees and manager
• Not cascaded from the strategy of the business
Eg: Sales – Review of existing billing processes by – date to design a new billing system.
ASSIGNING WEIGHTAGES:-
The performance parameters – KRAs, CRs and ICAs will have weightages assigned
to them in order to come up with a composite performance score. These weightages
will be allocated on the basis of the role.
Besides these each KRA, CR and ICA will have a weightage assigned to it
depending on its importance.
Alignment of Goals & Targets
Alignments can be vertically or horizontally or mixed.
1) Vertically: Do the goals of the individuals align with the goals of the department
division and organization?

2) Horizontally: Do the targets for the sum of the individuals add together to achieve
the target of the department?
Phase 2: Interim Review
Benefits of Interim Review:
• Allows provision of performance plan if required.

• Highlights areas of inputs , guidance , support required by appraisee.
• Allows appraiser to give feedback and create coaching plan if required.
• Allows documenting feedback for final year end discussion and evaluation

Phase 3: Year end Performance Evaluation

Benefits of Interim Review:
• Reinforce performance excellence within the organization

• Reward and recognizes high performance
• Reinforce organization’s priorities and goals
Year end Performance Evaluation Process:
o Takes place in April of each year

o Assessment of achievement of KRAs, CRs, IRCs by self and manager
o Interim review feedback is also discussed
o Roles with multiple reporting
o Multirater feedback obtained
o Final ratings by administrative manager

The Process At A Glance
Completed self Manager to review self Manager to determine

appraisal submitted to appraisal and performance performance score on
manager outcomes for the each KRA ,CR and ICA
performance cycle
Manager sends final Manger to determine Manager to provide

review documents and overall score based on feedback on each area of
overall score to reviewer KRA score, CR score and performance
ICa score and the
weightages assigned to
each
Reviewer validates and Final score is Conclude year end

provides final score communicated to the evaluation phase
employee

Training & Development
Training And Development

Competent employees don’t remain competent forever. Skills deteriorate and can
become obsolete. That’s why organizations spend a large amount of money each year on
formal training. Training programs can affect work behavior in two ways. The most
obvious by directly improving the skills necessary for the employee to successfully
complete his or her job. An increase in ability improves the employee’s potential to
perform at a higher level.
A second benefit from training is that it increases an employee’s self-efficacy.

Employees with high self- efficacy have strong expectations about their abilities to perform
successfully in new situations. They are confident and expect to be successful.
Types Of Training
There are mainly two types of training:
• Functional training
• Behavioral training
1) Functional Training:
The functional training is the training program that improves an
employee’s technical skills. It gives the employee the learning and the recent developments
that take place in the field that the employee is working in.
For E.g.: Cutting Edge Selling Skills- For Sales Professionals
2) Behavioral Training:
The behavioral training programs are mainly designed to give the employees
learning regarding various behavioral aspects. It is aimed at giving employees training like
basic literacy skills, interpersonal skills, problem solving skills etc.
For E.g.: Effective And Communication Skills

Training & Development at Reliance Communications:

Reliance aims at providing professionally designed training programs for it
employees. It takes the help of highly qualified training professionals, and certain training
consultants too. The training programs are first discussed with the heads of the different
functional areas. The heads of the functional areas decide what they want their staff to be
trained at like the new developments in the telecom business and such. According to the
needs of the employees and for honing the skills of the employees the HR department of
reliance finalizes certain training programs which are then approved by the respective
heads of the departments. The training professionals who provide services or certain
consultants are then approached and are given an idea about the training that is required.
The training is then designed by these people and is finally delivered to the employees.
Sometimes the training programs that are held at premier institutes in the city are also
taken into consideration. For e.g.: the training programs- Management Development
Programmes regularly held at the prestigious IIM-A are also considered. For such highly
professional training programs the employees at the higher level of the organization are
nominated.
The training programs are so scheduled that the routine work at the organization is
not disrupted. The batch is selected keeping in mind the functioning of the organization.
Batches of a particular number of people are selected and send for the training.
The scheduling of the training programs is done well in advance. The training needs of
the functional areas are collected and accordingly a Training Calendar is prepared. The
training calendar shows what training programs will be scheduled at what time of the
month. It also shows the name of the trainer, the venue, the timings and also the total cost
of the training program.
The total cost of the training program involves:

- The cost of the trainer
- The cost of the venue
- Other costs involved like the traveling expenses, cost of the refreshments
that will be provided at the breaks, costs of equipments like projectors and
mikes etc.
The total costs are calculated and according to the costs involved in each training, the
total training budget for the year is prepared.

Employee Engagement Activities
EES at Reliance…..
At Reliance Employees are taken care of in various ways. They are entertained by
arranging various activities as follows…
• Picnic
• Quiz
• Cultural Evenings
• Party
• Birthday Celebrations
• Free dance classes (Jazz, salsa etc.)
• Dinner programme
Also that the HRIS is kept updated through the SAP dump, and the details of the employee
like
• Joining date
• Birth date (self)
• Birth date of spouse
• Birth date of parents
• Birth date of children
• Marriage anniversary
Through Employee Engagement Schemes, Reliance is providing a great deal of satisfaction

and motivation to its employees.
Moreover the birthday celebration is wonderful indeed! Employees are made to feel special
on the day by gifting cake, vouchers, refreshments and various other things.
Eg. During our training at Reliance, we also had an opportunity to become a part of their
engagement activity of a day out (Picnic) at Swapna Srushti Water Park.
Also that the preparation of the yearly EEB (Employee Engagement Budget) was prepared
as a part of the project work.

Part - E Project Profile
• Understanding the Company and the

H.R department
• Project title and its Summary

Understanding The Company And The H.R

Department
The primary thing to be done before beginning the project was to understand the
company profile. The first day in the organization began by meeting the various people
working at the Reliance House.
After being aware of the various positions and the persons in charge, the HR study
got initiated. As per the terminologies the circle head – Gujarat is Mr. C. S. Rana. And Mr.
Sailesh Iyer is the head of CWG (Corporate Wireles group). HR department of Reliance
Communications handles various functions starting from the
Requirement Analysis
Recruitment
Induction program
Management & updation of HRIS
Performance Appraisals
Career Progression Activities
Employee Engagement Systems
Studying the overall attrition
Employing Retention techniques
Exit Interview
Compensation Banding
Training & Development
Handling payroll & operations

Project Title & Its Summary
The project title is given as “H.R Practices At Reliance Communications

Limited.” The study was done on the major H.R practices that take place in the
organization.
The project looked at all aspects of the H.R in a detailed and a more
practical way. The attempt was made to study each and every aspect in a in-depth manner.
The study helped to get an overview of what happens in the organization and how the
HRM learned at the institute is put to use.
The project that was done during the training period includes the following
aspects:
• Formation of the Joining Kit

• Training Calendar & Budget
• HRIS Updation
• Phases of Recruitment
• Pre- Audit activities like cross checking the employee files
• Preparation of Organization Chart with the help of MS Visio
• Finding CVs for Compensation Banding
• Lining up the Interviews
• Employee Engagement Activity Calendar and Budget
• Verification for the Confirmation Letter

Part - F Projects At a Glance
• Recruitment
• Joining Kit
• Training Calendar
• HRIS
• H.R. Audit
• Compensation Banding
• Employee Engagement System
• Attrition & Retention

Recruitment
Recruitment at Reliance is mostly through recruitment consultants. The
major part of the recruitment cycle is done by the help of these consultants and the
rest is from the job portals like Naukri.com and Monster.com. The recruitment is
also done by walk-ins, employee referrals, campus recruitment etc. The ideal
recruitment cycle followed at Reliance…
Recruitment
Process
Resource
Planning
Benchmarking CVs
Interview
Co-ordination
Rejected Short listed for

2nd Interview
Consider for Rejected Short Listed

Another position
Consider for Proposals to be

Another position Sent to DAKC
Short listed by
DAKC
Offer job to the

Candidate

In the recruitment cycle the required number of manpower is identified and

the source too. Then the CVs are short listed keeping in mind the various skills
required for that particular post. After the short listing the candidates are called and
asked whether they are interested in the job profile and whether they would like to
attend the interview or not. If the candidate shows interest the interviews are
scheduled. The interviews are scheduled such that if the candidate is in another city
he or she can go to the nearest web world for the interview by Video
Conferencing, for this the web world at Ahmedabad is first called and enquired for
the open time slots for the day the interview is to be scheduled. After the VC is
fixed at Ahmedabad the candidate is called up and informed about the same and he
or she can go to the web world at their location according to their convenience.
While following the process the main tasks that had to be compulsorily followed are
as given below….
Understanding job profile

Matching the CV details of the candidate with that of his current ones
Asking the candidate about his readiness for relocation
Looking at the job hoppings of the candidate
Shortlisting CV
Telephonic Interview
VC or Final Interview
Second round of Interview
After the interview if the candidate is selected then the second round of interview is
kept and if the candidate passes in the second round too then the approval for the
candidate is send to the DAKC(Dhirubhai Ambani Knowledge City) where the
CRC (Corporate Recruitment Cell) checks the approval form and if found suitable
then approves the candidate . As soon as the approval for the candidate comes, the
candidate is informed about the same and he is given a joining date. On the day the
candidate comes to the organization he or she is made to fill up various documents
and is issued the ID card within a few days of joining.

The recruitment cycle that we followed at Reliance Communications is as

given below….
Found CV from
Portals as per the job
profile given
Called the candidate to inquire

Whether or not he is interested
in the profile
Candidate Interested Candidate not

Interested
Forwarding the CV to Store in Resume

Higher authorities Tracker
Short listed Rejected
Candidate from Candidate from Store in Resume

Same place Different Location Tracker
Called for Book the VC at

Interview at office His location

The major source of recruitment over there was as follows….

• Consultants
• Job portals – naukri, monster mostly used
• Employee referrals
• Others-
o Head hunting
o Campus recruitment
o Walk ins
o Internal hiring
60
50
40
30
20
10
0
Consultants Portals References Others
Series1 60 25 10 5

Joining Kit
The joining kit is the kit that includes all the documents and information regarding
the company like the company profile and its businesses etc. which is offered to any new
employee who comes into an organization.
At Reliance Communications Limited the joining kit is provided to the employee

on his very first day in the organization. The joining kit mainly includes documents like the
welcome letter, joining report, brief personal details form, information about the CTC of
the employee, the leave details, Provident Fund form, PF nomination form, health
declaration form, personal accident insurance form, etc..
Employee Joining Kit

Contents
1 Joining Report
2 Brief Personal Details Form
3 Statutory Forms
4 Provident Fund
5 Provident Fund Transfer Form (In case if you wish to transfer the PF accumulations from
the previous employer)
6 PF Nomination Form (for joining in Reliance PF Trust
7 Gratuity
8 Gratuity Nomination Form (for joining in Reliance Gratuity Trust)
9 Superannuation
10 Superannuation (In case if you wish to transfer the Superannuation accumulations from
the
previous employer)
11 Superannuation Nomination Form (for joining in Reliance Superannuation Trust)
12 Medical
13 Personal Accident Insurance Coverage Form
14 Personal Accident Insurance Nomination Form
15 Hospitalisation and Medical Expenses Insurance Coverage Form for Family members
(applicable for only L3/L4)
16 Declaration form for Dependent Parents for Hospitalisation and Medical Expenses
Insurance Coverage
17 Health Declaration form for Dependent Parents for coverage under Hospitalisation and
Medical Expenses Insurance
18 Office Timings and Working Hours
19 Know Your Leave Details

Training Calendar
The training calendar at Reliance Comm. was prepared as a part of the project. We
were supposed to identify different behavioral training programs that could be kept for the
employees at different levels in the organization. The identification was so done that the
training programs suited the employees working at different levels. For e.g. Leadership
Skills- was mainly scheduled for the employees at the top level management and Effective
communication and presentation skills that was primarily aimed at the employees working
at the middle level managers.
Next we were supposed to identify the consultants and private trainers for taking the
training programs. In addition to this certain institutes were also chosen which hold such
training programs for corporate professionals. The institutes primarily chosen by us were
the IIM-A, AMA (Ahmedabad Management Association) and BMA (Baroda Management
Association).
The training calendar in addition to the name of the training program and the trainer
also include the venue and the timings of the training program. It was so scheduled so that
it could not affect the daily office routine of the organization. The number of people in a
batch were so selected that all the employees of a particular were not included in the batch
and the daily work was also not affected. The venues kept usually were the hotels in the
city that provided their clients a spacious conference hall with all the other requirements
like writing pads and pencils, projectors and laptop, mikes and refreshments at the breaks.
After finalizing all these, the final and important task was to prepare the training
budget for the year and for these the things that were required the most were finding at low
costs efficient and expert training professionals and fixing the venues that provided the
amenities with discounts.

Format Of The Training Calendar
E.G. for the month of July

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
Name of
training 1
Trainer
Venue
Timings
3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
Total Cost = ________Rs

H.R.I.S.
Human Resource Information System
Human Resources and HR management have changed:
• Workforces are more widely dispersed

• Contractors may up a significant portion of the workforce
• More employees and contractors telecommute from home offices
• More employees work from client sites
• More employees move between and work from remote office locations
• Employee turnover rates have increased
• Recruitment and retention costs are increasing sharply.
In order to accommodate the changing workforce, Human Resources Information

System (HRIS) solutions must include the ability to:
• Access Human Resources information stored centrally

• Provide remote access to central information
• Provide customization for local or regional markets.
Each of these requirements can best be provided by utilizing Web-based HRIS

through the development of HR Web Portals, which can be accessed by PCs and/or
kiosks, and which allow the collection, dissemination and processing of HR-related
information, processes and decision-making tools over the Intranet.
HR Intranet
HR Intranets offer the greatest innovation to HR departments since the advent of the
desktop computer. HR Intranets allow the HR department to be open virtually 24
hours per day to efficiently perform many of the routine tasks required of Human
Resources organizations. These include:
• Rapid dissemination of valuable information on a wide variety of topics,

• Collection of information from employees, and
• Enabling employees to perform HR related tasks with minimal HR time
requirement.

HR Intranet helps in following fields of HR
Training
Training includes two aspects: the training needed to use the Intranet, and using the
Intranet as a training tool.
The training needed to use the Intranet is minimal. Information can be accessed
quickly and the Web Browser is very easy to use; simply point and click. Typically,
emailing one or more announcements to employees that include some basic
instructions (and have the Intranet web address embedded), is sufficient.
The HR Intranet can serve as an excellent training tool. At the simplest level,
processes and instructions can be easily accessed (downloaded). New technology
allows training videos to be viewed over the Intranet, again, by simply clicking on
the training course icon or title. This eliminates the need to check-out and track
training videos. Plus, the videos can be viewed at any time and without requiring pre-
scheduling. Some training packages include periodic quizzes, which helps the trainee
to evaluate how they are retaining the information or whether re-review of the
material is necessary.
Maintenance
Forms, information, processes, and policies must be kept up-to-date with or without
an Intranet. However, with the Intranet maintenance is simpler because all the
materials are kept in one place. One simply needs to replace an old document with a
new/revised document.
Migration to the HRIS
Connecting the HR Intranet to the HR Information System (data base) can offer
significant benefits:
• Allowing employee access to personal information such as benefit enrollment

• Enabling employees to update their personal data in the database, such as:
o Address information,
•
o Office phone number and location,
•
o Training information.
• Allowing Managers to view compensation data for salary review purposes or
for generating offers to new applicants.
• Allowing managers to view leave information on their employees.

With the development of new low-cost technologies, small and mid-sized companies
can now experience the administrative benefits of allowing employee access to the
data base via the Intranet.
Web-based HRIS can:
• Reduce administrative overhead

• Improve employee HR service and efficiency
• Improve employee time and work tracking and accountability
• Allow managers to make informed HR decisions without direct contact with
the HR department
• Improve corporate communications
• Leverage existing information systems architecture
• Free-up HR resources for more strategic innovation.
Can produce benefits for the organization in:
• Recruitment and selection

• Personnel management
• Compensation management
• Training and skill development
Web-based HRIS can improve processes in three principal categories:
I. Publishing:
Read-only material that users cannot modify or interact with, such as HR policies
and notices, management reports (compensation, training, performance reviews and
head-counts) and other information can be published to a website and made available
to all or selected users.
Publishing to a website vs. paper publishing is:
• Significantly faster
• Less expensive
• Easier to update and administer
• More accessible for managers
• More standardized, reliable, relevant and consistent communication.
• Able to reflect regional differences in policies and services
II. Interactive:
Interactive applications may include the ability to:
• Operate self-service benefits (health insurance, retirement-401k, etc.)

• Operate self-service training enrollment.

• Initiate material or form requests.

• Obtain salary and financial planning tool kits
• Participate in employee surveys
• View and post on-line job announcements
• Initiate database searches and on-line inquiries
• Initiate need support and/or feedback request
• Track employee time, work and expense
III.Transactional:
Transactional services make up approximately 80% of HR operations costs. Secure

and encrypted communications that allow users to complete on-line sales and other
exchange-of-value transactions, without additional phone or email contact, are very
desirable. Employee productivity can be improved by more than 10 minutes per
employee per day by having instant access to HR information. Additionally, there are
a variety of vendors providing specialized services (such as travel and concierge
services, valet services, child-care services), directly to the employee from the HR
Web Portal.
Anecdotally, Oracle reported that the Web-enabled recruiting function of its HRIS
system saved the company $2 million in employment advertising and $20 million in
recruiting costs during its first year. Cisco reports providing HR services for its
20,000 world-wide employees with only 16 benefits workers.
HRIS helps the following roles in HR Department:
Recruitment Manager
The recruitment Manager sub-system allows the process of recruitment to be

streamed, ensuring that tasks are completed on time, data is easily extracted, and
time consuming tasks such as production letters of regret are automated. A skills
database is maintained, allowing easy retrieval of potential candidates for a specified
job.
Personnel Manager
The Personnel Manager sub-system caters for needs of the Personnel Manager who
needs up-to-date information about the company's employees.
Leave Manager
The Leave Manager sub-system is more than just an electronic leave car, and
provides sophisticated processing and advanced leave management facilities.
Training Manager
The Training Manager sub-system provides facilities to: ¨ identify, plan and manage

training of staff ¨ totally automate the traditionally time-consuming tasks of

administrating a training department.
Development Manager
The Development Manager sub-system provides facilities to identify the career
opportunities available within an organization and to monitor and control the career
development and performance of employees in order that they may achieve both
their own personal goals and those of the organization.
Industrial Relation Manager

The IR Manager sub-system provides facilities to:
• Record information about any IR action that has occurred in the company;
• Create and maintain a procedure manual itemizing the steps to follow in the
case of IR action.
Employment Equity Manager

The Employment Equity Manager sub-system caters for the needs of the
Employment Equity Manager who needs up-to-date information about the company's
employees as well as being able to do an audit, produce and monitor a plan and
produce sophisticated management reports on the Employment Equity Plan.
Payroll Manager
The Payroll Manager sub-system provides full integration with the Human Resource
Management System, eliminating the need for duplicate data capture. Financial
information is immediately available to the Financial Manager who needs up-to-date
information regarding actual pay, budgets, increases, forecasts and statistics.
Other sub-systems have been developed at the request of certain clients to meet their
specific needs. These sub-systems could in the future be enhanced to meet the needs
of other clients. Sub-systems of this nature include Accommodation Manager, Clinic
Manager, Financial Manager, Library Manager, Loans Manager, Planning Manager,
Planning Manager and Uniform Manager.
Record Keeping
Personnel records can be maintained in one of the following basic systems:
1.Manually (in file cabinets without a computer),
2.With an integrated Payroll/Human Resources system,
3.With a stand alone Human Resource Information System (HRIS), or
4.Any combination of the three
Manual personnel record systems exist in almost all companies, almost always in
conjunction with some computer system. A few companies are moving in the
"paperless" direction in which no paper copies of records are maintained. All records
are stored electronically. However, for most companies, that practice is years away.
Office supply stores can provide information on various manual recordkeeping and

storage systems.
An integrated Payroll/Human Resources system has a big advantage in efficiency.

Since Payroll and Human Resources need many of the same data elements, the
common data need only be entered and maintained once and both functions can use
it. Also, data reporting is easier. The disadvantage of integrated systems is that often
neither the Payroll nor Human Resources functions are fully satisfied with the system
because it doesn't include all the features they want.
Stand alone Human Resources Information systems are appealing to the Human
Resources department, because they are designed to satisfy the Human Resources
function specifically. The downside is the effort needed to manage the often
cumbersome interface between the HRIS system and the Payroll system. Being
without an interface is even worse, since the Human Resources and Payroll systems
must then spend the organization's resources entering duplicate data onto the two
systems. High end client/server systems overcome this problem by providing a
smooth and seamless interface.
Issues to Consider when Purchasing an HRIS System

For very large organizations with a budget to match, a client/server based system is
best. For smaller organizations, find an integrated Payroll/Human Resources system
that adequately satisfies the need of both functions. Other issues to consider are:
• Cost. There's a very wide spread in the cost of Human Resources Information
Systems. A very basic low end desk top system can cost as little as $300. The
highest end client-server systems for very large organizations can exceed
$1,000,000. Most desk top systems range from about $3,500 to about
$35,000. Client/server systems start at about $100,000 and can go over
$1,000,000. The more costly systems are the most comprehensive and
flexible systems.
• Flexibility. No system comes out of the box in exactly the right configuration
that an organization needs. Every organization has a unique set of needs.
Therefore, a system will require some customization for optimal use by the
organization. The more flexible the system, the more simple it is to
customize. Customizing inflexible systems could render them inoperable or
make them impossible to upgrade.
• Support. The system will be more supportable if it uses a popular database

platform and operating system. Determine what support the software vendor
can provide, what in-house support is available, and what support is needed
to install and maintain the system.
• Compatibility with the payroll system and other systems.

• Functionality. Does the system contain all the modules your organization
requires? Consider the following areas: benefits tracking, flexible benefits,
COBRA tracking, applicant tracking, recruiting, job requisition control, time
and attendance, position control, skills inventory, EEO/Affirmative Action
tracking and reporting, health and safety, compensation, retirement plans.
• Report writing. The ideal report writer is both easy to use and has powerful
reporting capabilities.
The following companies provide softwares for HRIS:
• People Soft
• Quest Softwares
• Data Plus
• Auxillium West, etc
Human Resources Information Systems
The human resource information system (HRIS) is a systematic procedure for collecting,
storing, maintaining retrieving and validation data needed by an organization about its
human resources. The HRIS is usually a part of the organisation’s larger management
information system (MIS).The HRIS need not be complex or even computerized.But
computerization has its own advantage of providing more accurate and timely data for
decision making. The areas of application of HRIS are many. Some of them include
training management, risk management and legal requirements, attendance reporting and
analysis, HRP, accident reporting and prevention, strategy planning, financial planning and
other related areas.
HRIS At Reliance…
In Reliance HRIS is not implemented using the latest technologies and softwares but they
are using the excel sheet for the collection, sequencing and sorting of the data. HRIS is
updated daily and the monthly calculations of the various facts and figures like the number
of employees recruited, number of employees resigned, customers obtained, revenue
generated per customer, per employee, etc.
HRIS- RAG format: - RAG is the Required Available Gap of the manpower under each
business head, that is calculated by the concerned HR Manager to fill in the vacancies and
fulfill the human recourses requirements, so as to not disturb the business activities which
would indirectly affect the revenue and turnover of the organization.
Also that RAG helps in the planning and hiring of employees at the right time and
the right place, so that the HR Manager is also clear with his strategies of recruiting and

RAG (Required Available Gap) for the Corporate Wireless Group:
Func Positions Requirement Available Gap Joining Approval Recruitement

tion sent to closed /
DAKC onboarding
pending
Circle Head – CWG 1 1 0
Cluster Head 4 1 3
KAM 14 5 9 1
FAB HEAD 1 1 0
FAB Executive 3 2 1
CC – Backend 5 2 3 1
Fulfillment executives 5 2 3
CWG
Corp. Customer Relationship 8 2 6 1 2
executives
Collection Head 1 1 0
Collection executives 3 3 0
Channel Sales Manager 1 1 0
Area Sales Manager 4 1 3 2
Key Account Manager – 1 0 1
Govt Accounts
Total – CWG 51 22 29 2 5 0

H.R. Audit
HR Audit:
Def:- HR Auditing is the verification of the available data and documents of the employee
like his/her educational, experience certificates, birth proof, salary proof, resignation, etc.
with the required data list.
HR Audit at Reliance is divided into two broad categories..
HR
Audit
File SAP
Audit Audit
Moreover, greater attention was paid on file audit in the project duration, rather than on
SAP Audit . There are special auditors appointed by DAKC (Dhirubhai Ambani
Knowledge City) who make yearly audit at various corporate offices of Reliance
Communications.
In file audit we were trained to audit the employee details files in the following manner:-
• We were provided with a joining checklist wherein we were expected to cross-

check various documents like :-
1. Candidate Resume
2. Previous salary proof
3. Relieving / Resignation Acceptance Letter from the Previous Employer.
If fresher it is not applicable.
4.. Certificate pertaining to Educational / Qualification Certificate / Proof of
age
5. Service Certificate of all Previous Employer
6. PAN No

7. Two Photographs
8. Pre-employment Medical Examination Letter of the employee and his/her
parents
9. Appointment Letter Duly accepted by employee
10. Interview Assessment Sheet
11. Personal History Forms
12. White Goods paper
13. Own car RTO book and Insurance papers
14. Nomination Declaration Form
15. Witness Signatures
16. Family Members Declaration Form
17. Confirmation Appraisal Form
18. Confirmation Appraisal Letter
19. Confirmation Letter
20. Appraisal Form
21. Appraisal Letter
22. Salary Increment Letter
23. Marriage Loan
- Promissory Note
- Marriage Invitation Card
24. House Shifting Expenses
25. Statutory Form
26. Provident Fund Transfer Form
27. PF Nomination Form
28. Gratuity
29. Gratuity Nomination Form
30. Superannuation Form
31. Personal Accident insurance Coverage Form
32. Personal Accident Insurance Nomination Form
33. Hospitalization and Medical Expenses Insurance Coverage Form
• The other method for auditing the employee files was by cross checking the
employee details in the file with the details taken from the Sap Dump. The
following details were cross checked with the file:
1. Employee Code
2. Joining Date
3. Department
4. Birth Date
5. Educational Qualification
6. Previous Work Experience
7. Permanent, Present and Emergency Address & Contact No.
8. Family Details
9. Marital Status

10. Date of Marriage Anniversary

11. Nomination for PF and other benefits
12. PAN Card No.
13. Bank A/C No.
14. Physiological Information
15. Place of Birth

Compensation Banding
Compensation is the pay that is offered to the employee working in an organization

for the work he does. The compensation package for an employee working at a particular
level is decided according to the industry specific standards. The compensation will be
finalized by looking at the overall scenario of the industry here the telecom industry. For
finalizing this compensation package for each level of employee the compensation banding
is done.
The compensation banding can be defined as studying the different the job profile
of a particular designation in different organization of the same industry and/or other
industry. Also studied is the role of the person working at that designation, the years of
experience he/she has and the current pay package offered by the company.
For preparing the compensation banding at Reliance Communication Ltd we

gathered different CVs for various posts like the ASM, KAM, SAM, cluster head etc.The
roles of these designations were studied and compared with that of Reliance, the
compensation packages were analyzed and finally it was analyzed that a particular band of
pay should be given for a particular post which had a specific number of years of
experience required to be found eligible for the same.
The format of how Compensation Banding is done :
RIC Level Work Experience Compensation Designation

Band
L1 15-20 yrs 20-30 lakhs Head Key Accounts,
Head Sales
L1 15-18 yrs 18-22 lakhs Head ICO
High L2 12-15 yrs 15-20 lakhs Head SME Sales,
Head Territorial
Sales, Head FCS,
Head Business
Solutions, Head
Revenue Assurance
Low L2 10-12 yrs 12-15 lakhs GRP Head Key
Accounts, GRP
Head SME Sales,
City Sales Manager
High L3 8-10 yrs 8-12 lakhs Manger Key
Accounts, Program
Manager, Manager
Business Solutions
Low L3 5-8 yrs 5-8 lakhs Asst. Manager Key

Accounts, SME
Account Manager,
Manager Territorial
Sales, Manager
Service Delivery,
Manager Service
Assurance
L4 3-5 yrs 3-5 lakhs Executive Revenue
Assurance

Employee Engagement System

EES at Reliance…..
At Reliance Employees are taken care of in various ways. They are entertained by
arranging various activities as follows…
• Picnic
• Quiz
• Cultural Evenings
• Party
• Birthday Celebrations
• Free dance classes (Jazz, salsa etc.)
• Dinner programme
Also that the HRIS is kept updated through the SAP dump, and the details of the employee
like
• Joining date
• Birth date (self)
• Birth date of spouse
• Birth date of parents
• Birth date of children
• Marriage anniversary
Through Employee Engagement Schemes, Reliance is providing a great deal of satisfaction

and motivation to its employees.
Moreover the birthday celebration is wonderful indeed! Employees are made to feel special
on the day by gifting cake, vouchers, refreshments and various other things.
Eg. During our training at Reliance, we also had an opportunity to become a part of their
engagement activity of a day out (Picnic) at Swapna Srushti Water Park.
The preparation of the yearly EEB (Employee Engagement Budget) was done as a part of
the project work.

Budget that has been prepared is as follows….
Mar Sp
D M- riag C1- C2- ous
D F-
Months/ O
OJ DOB
DO e DO DO e Total Total Revised Revised
Category B B B B DO Monthly Monthly Monthly Monthly
Date B Occasions Cost Occasions Cost
January 7 8 7 2 8 5 0 4 41 10250
27 6750
February 6 19 2 3 12 7 0 4 53 13250
27 6750
March 7 5 5 3 6 5 1 7 39 9750
23 5750
April 8 13 0 3 4 3 2 4 37 9250
15 3750
May 11 18 2 3 14 5 1 5 59 14750
32 8000
June 10 3 1 5 7 2 3 6 37 9250
20 5000
July 11 10 3 1 2 2 1 4 34 8500
18 4500
August 11 5 5 2 1 3 2 8 37 9250
20 5000
September 10 10 1 3 2 5 1 8 40 10000
18 4500
October 12 6 1 7 1 9 3 8 47 11750
23 5750
November 15 8 4 3 10 2 2 10 54 13500
31 7750
December 10 13 4 1 12 8 0 8 56 14000
34 8500
Category 11 11
133500
Total 8 8 35 36 79 56 16 76 534 288 72000

Attrition & Retention

Attrition rate: - It can be defined as the reduction in number of employees of an
organization by resignation, retirement, death.
Today right from the management trainees to senior level management, executive
movements are prevalent. Gone are the days when people used to stick to one organization
for their entire lifetime.
Why are their frequent movements of employees in organizations?
Some of the possible reasons of increasing executive movements are as

follows:
Changing Lifestyles
Death of Motivation
Increased expectations
Increasing Opportunities
Assignments Abroad
Decreasing Loyalty Towards Organization
Job Misfit
Some of these reasons are also responsible for the high attrition rate at Reliance
Communications.
Retention:- It can be defined as retaining the talent that leaves the organization by means
of intrinsic and extrinsic motivation encompassing the CTC revision, better job profile,
increased job perks and incentives etc
.
Reliance as such does not employ any particular retention schemes but it tries to fulfill the
requirements of the employee by giving him/her better job profiles or the job profile of
his/her choice .

Part - G Analysis
• Project Analysis
• Comments And Suggestions

Project Analysis
The project was done not on one major practice of H.R but the major aspects of the
H.R were concentrated upon. The overview of all the major H.R practices has been shown
in this report. The training helped in understanding how H.R activities are implemented in
an organization. The organization were the training was taken being a part of the telecom
industry helped a lot in understanding the working of the telecom industry even if it was a
small step towards knowing the whole industry.
The project that has been done makes an attempt to show the picture as to how the
human resources activities are conducted. The attempt has been made to make the project
lucid and easy enough to understand even for someone who does not come from a
management background.

Comments & Suggestions

Reliance Communications Limited being a very vast organization and being a part
of one of India’s leading business groups has a structure where everything is streamlined
to the best. Even the H.R wing of the organization is upto a certain extent very centralized
in nature. This is because a major part of the H.R structure is designed by the central H.R
wing in the DAKC in Mumbai. So there are some activities that are streamlined according
to the guidelines given by the central H.R. the activities that the organization handles on its
own is the recruitment, training, employee engagement activities etc.
But even after the standard procedures being implemented there are certain areas
where the organization could make some constructive changes which are as follows:
• An altogether different recruiting division should be made. This is
because as the divisions of the business – Enterpriser, Shared Services and
Personal make use of the same job portals, there arise situations where the
same CV has been shortlisted by more than one division and so it becomes
difficult for the department to find the CVs which have not been shortlisted
by some other division. For this a single Recruiting Division should be
made that handles the requirements of all the divisions.
• A training manager should be employed to look after the functional
and behavioral training needs of the employees from different
functional areas. As such the organization has not recruited any person
for such a task but it can be successfully implemented as the telecom field
sees new innovations everyday and the employees should be efficient and
aware of them.
• A major part of the recruitment is through job portals and
consultants. The other avenues that have been explained before should
also be explored.
• The organization has not been implementing nay retention schemes
for retaining the talent in the organization. The organization faces a
major backlash in the form of increasing attrition rate. But there are no
solid retention schemes employed. If the organization wants to keep its
best assets with itself then it has to look at this area too.
• The performance appraisal should be more transparent. The
performance review that takes place in the organization is not so
transparent. The final assessment report of the employee is not
communicated to him/her. This should be avoided because if the employee
does not understand where he/she lacks he/she will not be able to improve
in that area. It also gives a boost to the self-esteem of the employee.

Part - H Annexure
• Glossary
• Bibliography
• Webography

Glossary
1) DAKC - Dhirubhai Ambani Knowledge City (Mumbai)

2) PAN card – Permanent Account Number card
3) RAG – Required Available Gap
4) CWG – Corporate Wireless Group
5) FAB – Fixed Access Business
6) ASM – Area Sales Manager
7) KAM – Key Accounts Manager
8) SAM – Service Assurance Manager
9) ICO – Integrated Customer Operations
10) Circle – states are considered to be circle
11) Clusters – the various cities in the state are considered to be clusters.

Bibliography
Human Resources Management – Gary Dessler
Organizational Behavior- Stephen Robbins
Human Resources – L. M. Prasad
Human Resource & Personnel Management – Aswathappa
Human Capital
Harvard Business Review
HRM Review – the ICFAI University Press
Webography
www.relianceada.com
www.relianceadagroup.com
www.rcovl.com
www.reliancecommunications.co.in
www.relianceinfocomm.com
www.google.com
www.humanresource.about.com
www.hr-guide.com
www.naukri.com
www.monster.com

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A

Reliance Communications Limited

As Partial Fulfillment in the course of

Ahmedabad Education Society

“Spend time to observe

I am heartily thankful to RELIANCE COMMUNICATIONS LTD. for giving me the

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I, Smita M. Nair (A.E.S. Post Graduate Institute of Business

• Mr. Gaurav Shah

for introducing me to the functioning of the organization, teaching the

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Part- A ADAG Profile

1. About The Founder…………………………………………..2

Part- B Company Profile (Reliance Communications Limited)

Part-C Basics Of H.R

Part-D H.R. At R- Comm.

1.The H.R. Department at RComm………………………24

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iii. Training & Development……………………………..37

Part-E Project Profile

1. Understanding the Company And The H.R Department……41

Part-F Projects At A Glance

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Part - A ADAG Profile

• About The Founder

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About The Founder

Shri Dhirubhai Ambani

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Shri. Dhirubhai's Dream

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About The Chairman

Shri Anil D. Ambani

Regarded as one of the foremost corporate leaders of contemporary India,

He is also the Chairman of the Board of Governors of Dhirubhai Ambani

He is credited with having pioneered a number of path-breaking financial

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Vision & Values:

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Respect for Competition

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Reliance Communications Limited

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Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged

Reliance Energy Limited is vigorously participating in emerging opportunities in the areas

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In a country where healthcare is fast becoming a booming industry, Reliance Health

Reliance Health aims at revolutionising healthcare in India by enabling a healthcare

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Reliance Media & Entertainment

As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the

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Part - B Company Profile (Reliance

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Enterprise Personal Shared

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1997 The Telecom

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Attract highly qualified and competent people

Tap Your Employee Networks

Use Your Website For Recruiting

Maintain Frequent Contact With Interested Candidates

Become an Employer of Choice

Recruit Using the Internet

Use Headhunters and Recruiters

Find Out Where Your Ideal Candidates Live

Fail to Pre-screen Candidates- Pre-screening applicants is a must for recruiting and

Do Nothing but Talk during an Interview- Every interview needs to have

Evaluate ‘Personality’, Not job skills and experience-Recruiting the