PROJECT REPORT

ON
HUMAN RESOURSE PLANNING
IN
HAL
LUCKNOW
Report submitted in Partial fulfillment of the
Requirements for the
Post Graduate Degree in Management
Under the valuable guidance of
Mr.Aasheh Saini
HAL

Submitted By:
KALPANA GANGWAR
MBL 2nd Year

RAKHSPAL BAHADUR MANAGEMENT INSTITUTE

BAREILLY,(U.P)
 SYNOPSIS

Section A

 Acknowledgement…………………………………….……………3
 Preface…………………………………………….………………..5
 Introduction of H.A.L & historical profile of HAL.……...…….…..7
 Our mission………………………………………..…….…………11
 Values…………………………………………………….………..12
 Focus of human resource policy…………………………………...14
 Our product…………………………………………………….......18
 Manufacturing capability ……………………………….…….…...21
 Products in current manufacturing range………………..……….. .24
 Products of aerospace division…………………………….…….....28
 Our services…………………………………………..……….........31
 Our division …………………………………………..…………....32
 R&D center…………………….……………………………..…....34
 HAL complexes & divisions……………………………………….36
 Lucknow division:……………………………….…………………38
 History of Lucknow division ……………….…………………......40
 Aim/objectives……………………………..………………….…...41
 Importance/value………………………………………………......42
 Objective…………………………………………………..….……43
 Labour welfare……………………………………………….….....44
 Organisation chart of P&A department………………….…….......49

Section B

 Some section of P&A

 HRD section……………………………………………………52
 Recruitment section…………………………………………….53
 Establishment section ………………………………………….54
 Rajbhasha/gen administration………………………………….55
 Legal section…………………………………………………...63
 Industrial relation section………………………………………64
Section C

 Human resource planning ……………………………………………..67

 Human resource planning: an introduction…………………………….68
 Why human resource planning…………………………………………69
 How can HRP are applied………………………………………………69
 Mission………………………………………………………………….73
 Objective…………………………………………………………….….74
 Strategy……………………………………………………………..…..75
 Focus of human resource policy………………………………………..76
 Management development programs…………………………………..79
 Faculty………………………………………………………………….80
 Methodology……………………………………………………………80
 Some program themes …………………………………………………80
 Tools for training……………………………………………………….81
 Ambience……………………………………………………………….81
 Human resource planning work area of HAL………………………….83
 Importance of human resource ………………………………………..86
 Process of human resource planning ……………………………………………….88
 Job analysis: area of application ……………………………………...89
 Conclusion……………………………………………………………..90
 Suggestions...………………...………………………………………...91
 Bibliography…………………………………………………………...92
 ACKNOWLEDGEMENT

It give me grate pleasure to express my unlimited gratitude towards all who

were with me all the time helped me which led to the successful completion
of my Project. Working on this project was great fun, excitement, challenge
and new exposure in the field of management of
My heartfelt gratitude to my respected faculties of RBMI,Bly who
helped me clarify my concepts by sharing their valued experiences in their
teaching, research and training which have thereby guided me to deliver such
a comprehensive study.
I express a deep sense of gratitude and indebtedness to Mr.
Ashish Saini, Dy Managar HR (T&PM) HINDUSTAN AERONAUTICS
LIMITED and the various officers and staff of all the divisions, who has
encouraged me to make this project.
I am extremely thankful to Mr. Saadat Ali, Senior Manager
HR(TM-Trg. for my Project Head, HINDUSTAN AERONAUTICS
LIMITED for giving me her valuable time and providing necessary
information and all other facilities for completing this project. I would also
like to thank to Mr. C .Bhama, Officer H.R for showing personal interest in
the study and guiding me throughout the project work.
Last but not least I am thankful my family members, my friend,
my colleagues and all other whom directly or indirectly helped in
producing this report HAL Lucknow, who always boosted my moral and
wished for my success. I am also very thankful to other staff members of HR
department. Thanks to all employees of HINDUSTAN AERONAUTICS
LIMITED who gave their valuable time and helped me in conducting the
survey and complete the project work in best manner possible.
My heartfelt gratitude to my respected M.B.A.faculties of
RBMI,Bly Mr.Y.K.GUPTA SIR who have helped me clarifies my concepts
by sharing their valued experiences in their teaching. Research and training
which have thereby guided me to deliver such a comprehensive study.

---------------------------------------------------------------------------------------
Kalpana Gangwar
Student of Master of Business Administration
3rd SEM, RBMI, Bly, Roll No 1001670024
Email add:gangwar.kalpana2806@gmail.com
 Preface
“Discipline is essential in any undertaking where
there is to be order instead of chaos. In industry it is essential to the
attainment of the maximum productivity. Discipline against the
old-fashioned idea of chastisement or punishment for wrong doing.
Discipline obtained by fear is not a successful way of conducting
affairs, and has a detrimental effect on the moral of the
organization. The important of a penalty must be decided upon
after careful examination of all the facts in an atmosphere where
everyone is “Cool Calm & Collected”.
In the present report, a study on DISCIPLINE
has been carried out. The first chapter is introduction of study,
second procedures of the organization of study, second is
introduction of the organization, third is disciplinary procedures of
the organization, in fourth, findings & discussions and finally the
last chapter presents the conclusions and recommendations of the
study.”
 VITA

NAME OF TRAINEE : KALPANA GANGWAR

DATE OF BIRTH : 28-06-1988

PLACE OF BIRTH : BAREILLY (U.P)

SCHOOLING : BAREILLY (U.P)

B.Sc. : BAREILLY COLLEGE, BAREILLY (U.P)

PROFESSIONAL QUALIFICATION : MASTER.OF BUSINESS

ADMINISTRATION (HR)

ADDRESS : H.No.-41/8,OPP.M.FGATE
BAREILLY CANTT, BLY (U.P)

Email add : gangwar.kalpana2806@gmail.com

: kurl2806@rediffmail.com

Contact no : 09897829568
09634130935
 INTRODUCTION OF HAL & HISTORICAL
PROFILE OF HAL

Hindustan aeronautics limited (HAL) was formed on 1st oct 1964 by merge
of Hindustan aircraft limited and aeronautics Hindustan limited.

AHL:
This up set up at Bangalore in Karnatak by late Sri Walchand
Hirachand in Dec 1940 in association with govt. of Maisore as a private
limited company. In June 1942 govt. of India purchases it his interest of this
company and took over it management Sri Walchand Hirachand has vision
to start this company for manufacture of aircraft for first time in India. The
Harlow trainer and curtsies. How fighter aircraft ware the first two aircraft
produced by Hindustan Aircraft Limited and they were successfully test flow
in 1942. however in soon after aircraft to manufacturing programmed were
amended in favor of overall and repair of air craft to support the war effect
during second word war over 1000 aircraft such as catelinephibiour aircraft
piston engine fitted to these aircraft were over haul by Hal during thud war
year/after war the company under took reconditioning and conversion of was
surplus Dakota aircraft for used by aircraft for used by air force/civil
operator and reconditioning of tiger youth trainers. Hawker Tempest fighter/
Liberator Bomber, of Indian air force. In 1948 the manufacture as hell as
depend/development of India a license agreement entered into for
manufacture of per oval prentice. Trainer aircraft simultaneously a project
was sanchaed for design/development of HT-2 aircraft. The HT-2 aircraft
was successfully developed and start was certified in Jan 1953 a jet engine
factory was setup on Bangalore in 1960 for manufacturing Orpheus engine
used on Meerut and Gnat aircraft
An air craft manufacturing department (AMD) was established at Kanpur in
Jan 1960.
Hindustan Aeronautics Limited (HAL) came into existence on 1st October
1964. The Company was formed by the merger of Hindustan Aircraft Limited
with Aeronautics India Limited and Aircraft Manufacturing Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with
extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan
Aircraft Limited at Bangalore in association with the erstwhile princely State of
Mysore in December 1940. The Government of India became a shareholder in
March 1941 and took over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and Design Centers in 7
locations in India. The Company has an impressive product track record - types
of aircraft manufactured with in-house R & D and 14 types produced under
license. HAL has manufactured over 3550 aircraft, 3600 engines and
overhauled over 8150 aircraft and 27300 engines.
HAL has been successful in numerous R & D programs developed for both
Defence and Civil Aviation sectors. HAL has made substantial progress in its
current projects:

 Dhruv, which is Advanced Light Helicopter

(ALH)
 Tejas - Light Combat Aircraft (LCA)
 Intermediate Jet Trainer (IJT)
 Various military and civil upgrades.

Dhruv was delivered to the Indian Army, Navy, Air Force and the Coast
Guard in March 2002, in the very first year of its production, a unique
achievement.

HAL has played a significant role for India's space programs by participating in
the manufacture of structures for Satellite Launch Vehicles like

 PSLV (Polar Satellite Launch Vehicle)

 GSLV (Geo-synchronous Satellite Launch Vehicle)
 IRS (Indian Remote Satellite)
 INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :

 BAeHAL Software Limited

 Indo-Russian Aviation Limited (IRAL)
 Snecma HAL Aerospace Pvt Ltd
 SAMTEL HAL Display System Limited
 HALBIT Avionics Pvt Ltd
 HAL-Edgewood Technologies Pvt Ltd
 INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial
Marine Gas Turbine and Airport Services. Several Co-production and Joint
Ventures with international participation are under consideration.
HAL's supplies / services are mainly to Indian Defense Services, Coast Guards
and Border Security Forces. Transport Aircraft and Helicopters have also been
supplied to Airlines as well as State Governments of India. The

Company has also achieved a foothold in export in more than 30 countries,

having demonstrated its quality and price competitiveness.

HAL has won several International & National Awards for achievements in
R&D, Technology, Managerial Performance, Exports, Energy Conservation,
Quality and Fulfillment of Social Responsibilities.

 HAL was awarded the “INTERNATIONAL GOLD MEDAL

AWARD” for Corporate Achievement in Quality and Efficiency at
the International Summit (Global Rating Leaders 2003), London, UK
by M/s Global Rating and UK in conjunction with the International
Information and Marketing Centre (IIMC).

 HAL was presented the International - “ARCH OF EUROPE” Award in
Gold Category in recognition for its commitment to Quality,
Leadership, Technology and Innovation.

 At the National level, HAL won the "GOLD TROPHY" for excellence
in Public Sector Management, instituted by the Standing Conference of
Public Enterprises (SCOPE).

The Company scaled new heights in the financial year 2006-07 with a turnover
of Rs.7, 783.61 Crores
 OUR MISSION

“To become a globall

competitive aerospace industry
while working as an instrument for achieving
self-reliance in design, manufacture and maintenance of
aerospace defence equipment and diversifying to related
areas,
managing the business on commercial lines in
a climate of growing professional
competence” .
 VALUES

 CUSTOMER SATISFACTION

We are dedicated to building a relationship with our customers where we

become partners in fulfilling their mission. We strive to understand our
customers ' needs and to deliver products and services that fulfill and exceed all
their requirements.

 COMMITMENT TO TOTAL QUALITY

We are committed to continuous improvement of all our activities. We will

supply products and services that conform to highest standards of design,
manufacture, reliability, maintainability and fitness for use as desired by our
customers.

 COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to continually reduce the
cost and shorten the delivery period of our products and services. We will
achieve this by eliminating waste in all activities and continuously improving
all processes in every area of our work.

 INNOVATION AND CREATIVITY

We believe in striving for improvement in every activity involved in our

business by pursuing and encouraging risk-taking, experimentation and learning
at all levels within the company with a view to achieving excellence and
competitiveness.
  TRUST AND TEAM SPIRIT

We believe in achieving harmony in work life through mutual trust,

transparency, co-operation, and a sense of belonging. We will strive for building
empowered teams to work towards achieving organisational goals.

 RESPECT FOR THE INDIVIDUAL

We value our people. We will treat each other with dignity and respect and
strive for individual growth and realisation of everyone's full potential.

 INTEGRITY

We believe in a commitment to be honest, trustworthy, and fair in all our

dealings. We commit to be loyal and devoted to our organisation. We will
practice self discipline and own responsibility for our actions. We will comply
with all requirements so as to ensure that our organisation is always worthy of
trust.

AMD was subsequently merged with Aeronautics India

Limited.

Aeronautics India Limited:-

In august 1962 govt. of India entered in to a collaboration agreement with the

Soviet Union for manufacture of Mig-21 FL aircraft including of engine and
avionics. Aeronautic India limited was formed to undertake the manufacture of
air frames Cora put in Orrisa for the avionics for MIG aircraft Hindustan
Aircraft Limited and Aeronautics India limited were merged in Oct 1964 to
form the Hindustan Aeronautics Limited.

STRATEGY

 To be in total alignment with Corporate Strategy

  Maintain Human Resource at optimum level to meet the objectives and
goals of the Company
 Be competent in Mapping, Analysis and Upgradation of Knowledge and
Skills including Training, Re-training, Multi-skilling etc

 Cultivate Leadership with Shared Vision at various levels in the

Organization.
 Focus on Development of Core Competence in High-Tech areas
 Build Cross-functional Teams
 Create awareness of Mission, Values and Organizational Goals through
out the Company
 Introduce / Implement personnel policies based on performance that
would ensure growth, Rewards, Recognition, Motivation

FOCUS OF HUMAN RESOURCE POLICY

 Competence Building
 Commitment
 Motivation
 Employee Relations

In the backdrop of the above, the focus of Human Resource Development

initiatives at HAL emphasizes the following:

I) MAN POWER PLANNING

 Out sourcing of low tech and medium tech jobs

 Fresh induction only in critical / highly specialised areas based on
requirements due to increase in work load and super annuation profile
(Annexure-II). In the Workmen Cadre, induction will be restricted to Direct
Workmen only
 Improving the existing qualification profile by focusing on induction of
professionally qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of

knowledge, skill, experience and attitude in line with the organisational
requirement through appropriate manpower plan both short term (contract
appointments) and long term recruitment programme.
II) TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human resource.
Hence, identification of training competency profile in terms of Vision, Mission
of the Company would be the strategic point of the training and development
strategy of the Company. The following objectives have been set in this regard:-

 To provide training to all employees at regular intervals in a plan period of 5

years
 Training to become an integral component of individual professional
evolution by:
o updating knowledge to avoid obsolescence
o enhancing professional creativity
o enabling employees to shoulder higher responsibility
o creating a business trend and strategic thinking to take up new business
challenges (creation of Centre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training per

employee per year with a budget of 2% of annual Wage Bill.

Keeping in view the organisational requirement and goals and objectives of

training, the following have been identified as the key focus areas of training:

 Technology
 Tooling
 Quality
 Information Technology

Further, to facilitate the development of soft skills (change of mind-set,

managerial development etc.) training would be imparted on a continuous basis.
Tie-ups with Centres of Excellence like IITs, NDC, FIAS France etc. for
imparting training would be given prime importance.
III) PERFORMANCE APPRAISAL:

Appraising people for meeting the Company's goal would be the prime focus of
performance management. The new Performance Appraisal System based on
work planning and commitment (mutually agreed tasks) , self-review and
performance analysis, performance review and feedback would ensure that the
focus would be on value adding activities rather than on routine activities which
bear no relationship with the Organisation's goals and objectives.

Identification of low performers and resultant corrective action through out the
Company would be given priority. Similarly, faster career growth opportunity
would be provided to high performers.

IV) REWARD SYSTEM

The focus of the reward system in the Company is to promote team work and
cultivate a sense of achievement and excellence in the Organisation. This is in
addition to the existing scheme of reward for an individual who innovatively
and creatively makes exemplary contributions in the key thrust areas of the
Company that would lead to its achieving overall excellence. Coupled with the
above, schemes like "Inter Divisional Competition" and "Profit Sharing
Scheme" have been institutionalised in the Company for team reward.

V) SCHEME FOR LEARNING AND CERTIFICATION FOR

EXECUTIVES

A "Learning Organisation" is essential for survival in the present era of

Liberalisation, Privatisation and Globalisation. Therefore, "Knowledge" is the
only core competence of Organisations for coping with changes. Since
individual knowledge is the starting point for organizational knowledge, it is
only the employees who can convert knowledge into efficient actions.
In line with the above philosophy, among other initiatives like institutionalizing
Learning Centers in Divisions etc., HAL has also introduced the scheme for
Learning and Certification for executives as a starting point for building
individual knowledge. The scheme inter-alias provides an opportunity for the
Junior and Middle Management Cadre Executives to broaden their perspective
by not only learning about all functions and procedures in their respective
disciplines but also in related areas and overall knowledge about the
Organization and its environment. So far, approximately, 45% (both for "O" &
"A" level) of executives have been certified (Annexure IV). It is proposed to
expand the coverage of this scheme further, if required, by linking the scheme
to some kind of reward mechanism.

Lastly, the HRD Plan will also include time-to-time OD Interventions to address
specific requirement of the Company.
TANKS
The Division manufactures different types of metallic drop (Jettisonable) tanks
with capacity of 490 and 800 litres

UNDERCARRIAGE

The Division has facilities and expertise in the manufacture and overhaul of
Undercarriages of both MiG-27M and MiG-21 variants. The landing gears are
of a conventional tricycle type and consist of one steerable Nose wheel leg and
two Main wheel legs to roll the aircraft in motion, on the ground, during take-
off run and landing run. The Landing Gear legs have Pneumatic shock
absorbers.

EJECTION SEAT

The Ejection Seat is installed to provide safe escape to the Pilot from the
Aircraft while catapuling is effected with the help of a combined Ejection Gun.
The Division has the facilities and expertise in the manufacture and overhaul of
ejection seats for both MiG-27M and MiG-21 variants.

CANOPY

The Division manufactures and overhauls canopies of MiG-21 variants and

MiG-27M Aircraft.

FLEXIBLE RUBBER FUEL TANKS

The Division manufactures and supplies all types of

Rubber Fuel Tanks required for MiG-21 Variants. The
Rubber Fuel Tanks are provided with special protection
coating against

Ozone/heat and adverse climatic conditions. The Division has exported a large
number of Rubber Fuel Tanks.

AEROSPACE FASTENERS

The Division has a separate complex for manufacturing of Aerospace Fasteners,

approximately 7000 types under 400 different standards. Some of the typical
items are nuts, bolts, screws, washers, rivets of various configurations, studs,
dowels, pins, plugs, JO Bolts, pipe connections and springs.

HAL commenced production of Jaguar International - deep penetration strike

and battlefield tactical Support Aircraft in 1979 under licence from British
Aerospace, including the engine, accessories and avionics.

Jaguar aircraft is designed with 7 hard points ( 4 under wing, 2 over wing and 1
under fuselage) capable of carrying a huge load of various of weapons in
different combinations to meet the Customers needs.
Manufacturing Capability
ADOUR MK 811

Jaguar Aircraft is powered by two Adour MK 804

/ MK 811 Engines. MK 811 Engines are
manufactured from 1981 under licence from
RR/TM [ Rolls Royce Turbomeca ].

Adour MK 804 Engines are also overhauled and

repaired under the above licence.

Adour Engine is a bypass Jet Engine of modular construction. The Adour has
two-stage low pressure and five-stage high pressure axial flow Compressors
which are driven by separate, single stage high pressure and low pressure
Turbines connected through co-axial shafts, with low pressure shaft passing
through high pressure shaft.

GARRETT 331 – 5

The Garrett TPE 331-5 Turbo prop Engine is being

manufactured, overhauled and repaired for various
Customers under licence from Garrett Engine Division
of Honey Well Company [earlier Allied Signal
Aerospace Company, USA] since 1988 and belongs to one of the most popular
series of small Turbo prop Engines powering a large number of Commuter and
Corporate Aircraft such as Dornier DO-228.

It has a single shaft Centrifugal Compressor Engine rated at 715 shaft horse
power at 1591 RPM output speed. Being a reverse flow Gas Turbine with a
small frontal area, it has better dry specifics and easier airframe integration.
Apart from its simplicity of design and superior performance, the engine
features a propeller control system, anti-icing and foreign object damage
resistance, reverse thrust and
negative torque sensing facilities. The division is also an authorised service
centre for Garrett TPE 331-5 series engines up to - 12.

Artouste III B

Artouste III B Engine powers both Cheetah and

Chetak Helicopters. Manufacture of the Engine
commenced in 1962 under licence from
Turbomeca, France.

The Engine has side air intake, one axial and one centrifugal compressor
connected to a three-stage Turbine. The power output is 550 SHP at 33500
RPM. The reduction Gearbox in the front transfers the power to Helicopter.
More than 665 Engines have been manufactured and 2950 Engines overhauled
and repaired for various Customers.

Potential for Overhaul and Repair

DART 533 - 2 AND 536 - 2T

The Dart series of Engines were manufactured since

1966 under licence from Rolls Royce, UK. At present,
these Engines are being repaired and overhauled. Two
Dart Engines power HS-748 aircraft.This engine has
two-stage Centrifugal Compressors, three- stage
Turbine and utilises water methanol injection to increase
the shaft Horse Power.
ORPHEUS 70105

Orpheus 70105, indigenously modified by

HAL, is a derivative of Orpheus 701 at lower rating and is the Power Plant for
Kiran MK II Aircraft indigenously designed by HAL.

AVON

Avon is a Turbo Jet Engine designed and developed

by Rolls Royce and is being overhauled / repaired
under licence at HAL from 1959. Avon MK 1 is used
in Canberra Trainer Aircraft. Avon MK 109 is used in
Canberra Bomber and Avon MK 203 / 207 power the
Hunter Fighter.
 Products in Current Manufacturing Range

SI.
EQUIPMENT FUNCTION HIGHLIGHTS SPECIFICATIONS
NO.

Power output: > 350W< (24.5

More than 2000 in
1. IFF 400 Identification of Friend or Foe dbw) PEAK No. of codes
service
available 4096

Automatic replies to
2. IFF 1410A appropriate ground or Modular Construction Additional secure mode
airborne interrogators

About 1000 flying in

3. ADF Automatic Direction Finder Accuracy: ± 2%
various aircraft

100-156 MHz (2240

A combined V /UHF main More than 2000 in
4. VUC-201 A channels) 225-400 MHz
communication set service
(7000 channels)

Integrated Radio Communication in

5. INCOM-1210A ECCM Facility
Communication System AM/FM/Data/ECCM Mode

Operating Freq.: 225-400

6. COM-150A UHF standby equipment Fully solid-state
MHz 7000 channels, 5 w

7. COM-1150A UHF standby equipment Hybridised Version 10 Preset Channels

VHF Communication Operating Freq.: 116-136

8. COM-104A/105A Fully Solid - state
Equipment MHz 720 channels, 4W

2 to 27 MHz
HF Single Sideband Fitted in all military
9. HFSSB Channel spacing: 100 Hz
Communication set Transport A/C
Sensitivity: 100 dbm
SI.
EQUIPMENT FUNCTION HIGHLIGHTS SPECIFICATIONS
NO.

Measure speed of moving Supplied to many state Range: 5 to 200 KMPH

10. SPEEDET
object police departments Accuracy: ±1 KMPH

More than 150 Freq. Range: 100-156 MHz

A combined V/UHF
11. VUC-2035 Operation in various 225-399 MHz
Communication set
ships 20 W or 5W (Selectable)

Fully indigeneously
designed and
developed by HAL,
PAR (Precission Range: 25 Km
12. 'X' Band Radar Hyderabad.
Approach Radar) (Target Area 2 Sq.M.)
Being used at various
civil/military airports for
precision landing

Radio Alimeter for height A versatile system fitted Accuracy: ± 4%

13. RAM 700
indication over terrain in various aircraft Range: 0 - 1500 m

Radio Alimeter for height MIL-STD-1553B Data Bus

14. RAM 1701A Modular Construction
indication over terrain Compatible

Sensitivity: 8 db. Can

Homing System for SOS in Easy to operate in operate continuously for 12
15. UHF HOMER
Communication Band emergencies hours under normal ambient
conditions with 27.5V DC
 Frequency: 9473±5 MHz
WEATHER Fitted on all Transport
16. X-Band Weather Radar Power output: 8 KW
RADAR Aircraft
Range: 200 Nm

Capacity: 45 AH
AIRCRAFT Silver Zinc Battery for More than 3500
17. Service life: 9 months after
BATTERY aircraft produced
filling of electrolyte

About 2.5 lakhs per Average Hardness: 100

CERAMIC Used in the Brake Drum of
18. year being BHN Co-efficient of friction:
BRAKE PADS Aircraft
manufactured 0.24 to 0.35

Products in Current Manufacturing Range

 INSTRUMENTS, SENSORS, GYROS

Flight instruments, Electrical Indicators, Fuel Gauging Probes, Gyros,

Sensors and Switches

 ELECTRICAL POWER GENERATION AND CONTROL

AC/DC Generator, Control and Protection Units, Inverters, Transformer

Rectifier Unit, AC/DC Electrical Systems, Actuators

 LAND NAVIGATION SYSTEM

 MICROPROCESSOR CONTROLLER

 UNDERCARRIAGE, WHEELS AND BRAKES

 HYDRAULIC SYSTEM AND POWER CONTROL

Pumps, Accumulators, Actuators, Electro-selectors, Bootstrap Reservoirs

and various types of valves
  ENVIRONMENTAL CONTROL SYSTEM

Pneumatics and Oxygen System, Cold Air Unit, Water Extractors, Valve
- various types

 EJECTION SYSTEM

Ejection Seats, Release Units etc.

 ENGINE FUEL CONTROL SYSTEM

Booster Pumps, Main and Reheat Fuel Systems, Nozzle Actuators

 GROUND SUPPORT EQUIPMENT AND TEST RIGS

Ground Power Unit, Hydraulic Trolley and {Power Packs, Dedicated

Test Rigs, custom-built Fuel/Hydraulic Test Rigs.

EXPORT PRODUCTS

 Supply of Rotables and Spares of Jaguar International and Cheetah

(Lama) / Chetak (Alouette) Helicopters

 Repair / Overhaul of aircraft accessories of MiG series Aircraft, Jaguar

International Aircraft, Cheetah (Lama) / Chetak (Alouette) Helicopters
and Dornier Multi-role Aircraft

Supply of Ground Support Equipment for Aircraft such as MiG-23 / 27 / 29,

Mirage-2000, Jaguar, Light Combat Aircraft (LCA) Su-30 MKI, Sea Harrier,
Dornier DO-228, Avro HS-748 (Specific Version), Cheetah (Lama) / Chetak
(Alouette lll), Ml - 17, Advanced Light Helicopter (ALH).
PRODUCTS OF AEROSPACE DIVISION :

Aerospace Division is engaged in the manufacture of Aluminum alloy riveted

structures and welded tankages of conical, cylindrical and other shapes with
different types of detailed parts such as sheets, rings, brackets, stiffeners,
bulkheads, panel bolts, nuts, rivets etc. Some of the important structures
manufactured are Heat Shield Assembly, Nose Cone Assembly and Tank and
Shrouds used in Satellites.

PRODUCTS OF AEROSPACE DIVISION :-

PSLV : (POLAR SATELLITE LAUNCH VEHICLE)

No. Of Stages 4-Stage Rocket With Two Solid & Two

Liquid Stages With 6 Strap-on Motors
Orbit Low Earth Polar Orbit 900 km
Mission Inject 1000-1200 Kg Class Satellite (IRS) In
Polar Orbit
GSLV : (GEO-SYNCHRONOUS SATELLITE LAUNCH
VEHICLE) MK II

No. Of Stages 3-Stage Rocket with Solid, Liquid and Cryo

Stages with 4 Strap-on Motors
Orbit Geo-Stationary Orbit 36000 km
Mission Inject 2500 Kg Satellite INSAT Series in
Geo-Synchronous Orbit

GSLV : (GEO-SYNCHRONOUS SATELLITE LAUNCH

VEHICLE) MK III

No. Of Stages 2-Stage with Liquid and Cryo Stages and 2

Strap-on Motors
Orbit Geo-Synchronous Orbit 36000 km
Mission Inject 4500 – 5000 Kg INSAT Class Satellite,
in Geo-Synchronous Orbit

INDIAN REMOTE SENSING SATELLITE

Mission Resource Survey & Management In the area

of Agriculture, Forestry, Hydrology & Snow
Melting.
Launch Vehicle PSLV
Orbit Low Earth Polar Orbit 900 km
Life 5 Years
INDIAN NATIONAL SATELLITE

Mission National Tele-communication, TV

Broadcasting, Radio Net Working,
Meteorological Observation Satellite Aided
Research & Rescue
Launch Vehicle GSLV
Orbit Geo-Stationary Orbit 36000 km
Life 7 Years
In the year 1951, when HT-2 the first indigenously designed primary trainer
made its first flight, it heralded the era of Research & Design at HAL This
aircraft served as the back bone of IAF's training fleet for more than three
decades.

Subsequently, HAL's R&D capabilities have grown from strength to strength

and have been harnessed to achieve greater heights of self reliance. The
Advanced Light Helicopter - ALH (DHRUV) is the latest new generation
helicopter designed and developed by HAL. It is under production since 2002.
The test flights on Technology Demonstrators (TD-I and II) and Prototype
Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are progressing
satisfactorily. The Intermediate Jet Trainer (IJT) is undergoing test flights.
In addition, HAL has successfully completed many systems updates and
integration tasks. HAL has 9 Research & Design Centers engaged in the design
and development of combat aircraft, helicopters, aero engines, gas turbines,
engine test beds, aircraft communication and navigation systems and
mechanical system accessories.

The indigenously upgraded MiG-27M aircraft has received Initial Operation

Clearance (IOC) and the first batch of aircraft has been delivered. First flight
test on Jaguar Nav WASS upgraded aircraft with indigenously developed
mission computer with weapon delivery capabilities has been carried out and
retromod of fleet has been taken up.

Equipped with the latest facilities, the company is backed by high profile,
highly skilled manpower with an impressive track record of more than five
decades of rich experience in all disciplines of aeronautics.
HAL complexes and divisions
A. Bangalore Complex:-

I. Air Craft Division:-

HAL has designed and developed various types of aircraft VIZ (a

position engine elementary trainer), HJT-16 (Kiran)(a basic et
trainer), HF- 24(Marut)aircraft, Ajeet, HPT-32, Pushpak, Krishak
& Basant Agriculture aircraft helicopters under licenses agreement
Jaguar.

II. Engine Division:-

Along with aircraft manufacture, HAL has also setup facilities at

its engine division for the manufacture of jet engine to power its
aircraft. At present the following type of the engine are produced
under license.

Artouste – IIIB for the cheetah & chetak helicopter.

Orphenus for Kiran Air Craft
Adour MK 8II for jaguar.

III. Helicopter Division:-

Helicopter division manufactures Cheetah Helicopters for the use

by TAF 7 Navy for training communication, rescue, casualty,
evacuation, supply, dropping etc. Cheetah helicopters are also
operating in civil sectors and further orders are expected.
Helicopter division also undertake overhaul of helicopter.
 IV. Overhaul Division:-

The Overhaul Division carries out repair/ overhaul of variety of

aircraft ranging from small engine aircraft to modern jet fighters
and bombers. Alone with these to overhauls to different models of
pistons, engine and allied accessories and instruments. The division
has to its overhaul/ repair of more than 1500 aircraft; it has also set
up repair bases attached into important air force units all over the
country.

V. Forge and foundry Division:-

The Forge and foundry Division supplies a large range of

sophisticated radio graphical quality casting and forging ferrous
and non components ordinance factory and other in the country.

B. Accessories Complex:-

VI. Hyderabad division:-

HAL Hyderabad division has designed and developed advanced

radio 7 communication equipment air borne and ground radar
equipment. Avionics system for various type of aircrafts produced
at HAL as well as for army, P&T based on indigenous designs.
VII. Lucknow division:-

The division was setup with the objective of supplying six type of system
equipment of KIRAN and MARUT aircraft. The divisions have
diversified its product range subsequently and manufacture over 500
products for all type of aircraft. Manufacture at HAL are division as also
built up design and development capabilities and indigenously developed
electrical hydraulic and other items are manufactures use in aircraft as
well as for fighting vehicles.

VII. Korwa division:-

A new division has been setup at korwa for manufacture of advanced

navigation and weapon aiming system, system, flight recorder etc.

XI. Kanpur division:-

A new division has completed the manufacture of medium transport

aircraft (HS-748) on the license. The division now manufactures HPT-32
trainer aircrafts and latest version of glider called ARDHARA. The
government of India has approved manufacture of the drainer (Light
Transport Aircraft) under license agreement with m/s DARINER west
Germany and the production of aircrafts has commenced at kanpur from
1985-86. The division will work under the guidance of dernier from
aircraft, design bureau modify two 748 aircrafts to carry antennae fo9r
radar communication and other equipment power generation equipment,
special cooling equipment etc. the aircraft are the airborne early warning
demonstrator aircrafts.

C. MIG Complex:-
 (X) Nakik division:-

Nakik divisions currently manufacture the MIG 21 BIS aircrafts having

successfully completed the manufacture of MIG 21 FL &M versions.
Earlier it also overhauls variants opf MIG 21 aircrafts.

D. Design and Development Complex:-

As already mentioned above HAL has designed and developed a variety

of aircrafts which include HT2, HF24, HJT16 (MK1 and 2) AJEET,
HPT32 and HIT34. Design activity has been further expanding to include
avionics in Hyderabad. Accessories at Lucknow and work has
commenced a helicopter and small jet engine for pilot less aircraft design
and development of ALH is also in progress.

History of Lucknow division

It was established in January 1970 with a project collator planned
manufacture of sophisticated accessories and instrument meet requirement of
various aircraft. In addition to the manufacturing activities the division is
also engaged in design and 1977 following the recommendation of
RAJADHYAKSHA committee to the government. It comprise Lucknow,
korwa, Hyderabad MD is office at present division has 3439 employees out
of which 2791 are workmen (1429 direct and 1376 indirect) 617 officers.
The division being a public sector organization has extended a lot of statuary
and non statuary welfare facilities. For example create bank schools, play
grounds etc.

The human relation and discipline matter are regulated in the division
through a well defined system the division has also certified standing orders
for regulating the service matters of the workmen while in the case of
officers are taking care by the conduct appeal and discipline rules. There are
five registered trade unions presently working in Lucknow division.
Note:-

HAL Lucknow division has 375000 sqmt areas which are constructed in
45000 sqmt. Excluding township.

AIM/OBJECTIVES

 Increasing the labour productivity

 Maintain mental

 Growing economic situation

 Increasing profitability of institution

 Giving incentives and benefits

 Maintain better industrial relation in institution organization.

Importance/value

 Establishment of labour power in industrial sector.

 Maintain the healthy and increasing ability of labour.

 Maintain the industrial peace

 Ignoring the absents of labour

 Restriction/problems on the bad habits of labour

 Achieve the development target.

 Establishment on welfare state.

 Profitability benefit to all the society.

OBJECTIVE
“The company has set up healthy tradition in encouraging and fostering cordial
and harmonious industrial relations in its dealing with the trade union as will
as officers associations. The company has recognized the workers unions in its
various divisions/ officers under the code of if any with recognized unions at
corporate level and the complex/divisional level. Similar forums have been
established for consultation with officers associations. Various bipartite
committees have also been set up like the plants/shops level committees,
canteen, management committee and safety committee, quality circles house
allotment etc. besides others voluntary organizations such as welfare fund
securing active cooperation of workmen in day to day work. This section
provided following schemes and facilities to the employees and maintains good
relationship between management and employee.”
Medical facilities:-
The company has setup well equipped hospitals in Bangalore, Naskik, and
Loraput and disparate at Hyderabad, Lucknow, Kanpur, Korwa and Barrakpore.
Employees covered under the ESI scheme. The medical facilities
treatment/sickness benefits

accident benefit and other benefits under the ESI scheme are regulates in
accordance with the ESI Act and rules and regulation.

Transportation Facilities:-
To the extent possible employees residing outside the company township are
provided treatment facilities at subsidized rates for communicating the distance
residence and the place work and back.

“LABOUR WELFARE”
RECONGNITION OF THE TRADE UNIONS:-

The company has accorded recognition to the trade unions which have a
majority following and have accepted the code of discipline in industry as
applicable to the defense public sector undertaking.

Facilities provide by the trade union:-

A. Association should have written constitution specifying its objectives

and functions, but these should be mentioned in the preceding
paragraph. There should be no outsider as office-bearer or no. of the
association. The association will press its demands if only through
discussion with the management and will not resort to attritional
 activities. The association is not to make representation is supply of its
proposal. The association is not to resort to any from of agitation or
demonstration. If the association has to make any representation in
respect of any of the item following with its objects it will do so to the
management of the concern division. The association is not to make
representation to the chairman managing director or other directors of
the board except through the general manager of the division. The
association should not take up grievance of individual officers, but
will only taken up common issues affecting the welfare of the officers
in the general and matters of broad policy. The association is not to

(i) Interfere with day to day administration of the division.

(ii) Criticizes the policy of the agencies relating to the matter with
which the association is not directly concerned.
Association should at all times, maintain a degree of decorum and restrain
in its discussion with and representation to the management befitting the
prestige and dignity of the executive it represent.

“Effective communication between employees and

management”
It has been the practice in the company to have co-operate level
negotiations, in all matter which have over all company wide implication
on major policies affecting service conditions pay and all ounce etc of the
workman periodical meeting are held by the management the
representative of the recognized unions in the company.
It has also been the practice to hold periodically meeting between the
management and the representative of the recognized trade unions at the
divisional level to sort out the negotiations and discussion thesis which
purely locating nature.

WELFARE MEASURES
There are some welfare measures given below-
Medical facilities-
The company has set up well equipped hospital in Bangalore, Nasik and
Korpat disparate at Hyderabad, Lucknow, Kanpur, Korwa and Barrakpur.
All modern facilities including well enquired Operation Theater,
pathological laboratory, dental ENT and X-ray including specialist
consultations are provided HAL hospital.

Transport facilities:-

To extend possible employee residing outside the company township are

provide treatment facilities at subsidized rates for comminuting the
distance residence and the place work and back.

Housing facilities:-
The township is located near the factories at these places and is
maintained by the company. Most of the township is self contained with
necessary
facilities such as school hospital and dispensaries, cinema, playground,
parks, post office, bank, police station according to their entitlement as
per their reliability for a particular type of quarter.

Uniforms:-
Three step of uniform are issues alternative year to the entire workman.
The uniform will complete to full sleeves shirts and trousers. The trousers
materials will be biscuits color and shirt materials will be matching shade
polyester cotton clothe, shirts have two pockets with flash. The float side
pocket will carry HAL Monogram. Button also will be Biscuits color.
The sources for women employee will be biscuit colors polyester plain.

Employees welfare fund:-

Employees labour welfare funds have been established in all the
Divisions with the objects of undertaking recreational, educational and
cultural activities for the been fays meat it encourage self help, mutual
co-operation and to the foster a spirit of good will and better
understanding amongst the of representative or the Management and the
employees.

Death relief fund schemes:-

Death relief fund have been formed in the divisions on a purely voluntary
basis, the found committee from the time to time. The membership’s fee
is recoverable through pay rolls. The funds are utilized for providing
immediate financial assistance to the bereaved family of a bereaved
family of a deceased member. The company makes a contribution of
250000/ to bereaved family of the employee
expiring while in the service in addition to the finance assistance given by
fund/ the company provides to the finance assistance given by the
fund/the company provides office accommodation of the funds. The
company also provides the transport to the committee member to visit the
bereaved family.

HAL family’s welfare association:-

Family’s welfare associations formed by the wives of officers are
function in the division with the object of looking after the welfare of the
employee and
Their families and also to assist the dependence of the deceased
employees. The family welfare association at Bangalore is running a
pappadom center and a tailoring unit and has providing gainful employee.
The association conducts various activities such as provided wheel
chair/calipers to the handicapped employees and their dependents
reimbursement if the cost of medicine blood etc. to the employee in
indigent circumstances motivating employees and their families through
awards of prizes and gifts. The association at Bangalore has collected and
contributed funds for setting up a school for the mentally retorted
children in HAL Township. The management has providing building and
furniture and some grants to school.

Scheme for the importing literacy education to

illiterate workman
Company has introduced a scheme to in (or function literacy to illiterate
functional workman. The duration of the program is 5 months and classes
are conducted by the respective division 6 days a week for duration of 2
hour a day.
The maximum age limit is 50 years reliable in exceptional classes up to
55yrs. The educational level of the course will be IVth slandered. On
completion of the 5 months course the candidates will be subjected to a
test/interview by the faculty together with the member of the directors of
adult education of the respective state govt. the above scheme gradually
extended over illiterate children of employee.
ORGANISATION CHART OF P&A DEPARTMENT

(H.K.Singh)
Chief Manager
(P&G)

(Mohan Singh) (A A Khan) (Jacob Chandy)Sr

Sr Manager (P&A) Executive Asstt. Manager(Admin-IR)

(Rama Mohan
(Y.P.Mathur)Manager (Smt Mukta Sahay) Dy (Smt Alice Mathew) (Smt Pradnya Saini) (Ashish Saini) Dy
Acharya) Dy Manager
(Personnel) Manager (HRD) Asst. Per Officer Dy Manager (Per) Manager (Per)
(Legal)

(Smt Ruchira Dobhal

Km Anupama Samad (R.S.Bajpai) Personnel (B.K.Uoadhyay)
Personnel Officer
Dy Manager (Per) Officer (L) Personnel Officer (IR)
(HRD)

(Anurag) Asst. Per (N.K.Singh) Personnel

Officer Officer (IR)

(Ram Adhar) Asst. Per

Officer

(.A.N.Mishra) Asst.
Per Officer

(R.N.Srivastava)
Asst. Per Officer
SECTION B

Different Section
Of HR
 SOME SECTION OF P&A

1- HRD SECTION

Concern about human resource development (HRD) as we know the technology

alone cannot yield the best outcomes if people do not advance. The human
resource development build-up harmonious relationship between the
organization structure, technology and its people .The specific components of
HRD (job involvement, job satisfaction, recognisation). One hundred two
respondents working as officers, and supporting staff of a successful business
organization with the help of well developed organisational structure which
establishes significant and positive correlation ship between age of the
employees in consonance with their salary, experience and promotions in the
organisation are made keeping in view the length of their service and
experience acquired. Each wings and sections of the organisation are well
design in such a manner, so that the feedback can be easily obtained and any
deviation from the actual track can be work to the line with no loss of time. The
HRD section in HAL has developed a very good work cultural and the entire
organisation with in the company runs without any friction. A proper
mechanism has been developed to redress grievances of the employees so that it
can not take the shape of conflict.
2- RECRUITMENT SECTION:-

Recruitment is an important part of human resource planning and their

competitive strength. Competent human resources at the right positions in the
organisation are a vital resource and can be a core competency or a strategic
advantage for it. The objective of the recruitment process is to obtain the
number and quality of employees that can be selected in order to help the
organisation to achieve its goals and objectives.

With the same objective, recruitment helps to create a pool of prospective

employees for the organisation so that the management can select the right
candidate for the right job from this pool. Recruitment acts as a link between the
employers and the job seekers and ensures the placement of right candidate at
the right place at the right time. Using and following the right recruitment
processes can facilitate the selection of the best candidates for the organisation.
In this competitive global market human resource recruitment is becoming
more and more important in every business. Therefore, recruitment serves as the
first step in fulfilling the needs of organisations for a competitive, motivated
and flexible work force that can help the organisation in achieving its
objectives.
Here at Naukrihub, we attempt to provide a detailed insight into the concept of
recruitments, recruitment process and its sources, recent trends in recruitment,
recruitment strategies and the scenario in the industry along with the career
options for recruiters.
This section also deal with the induction of the employees and
assignment of work as per a division made between them. These division are
skilled employees, semiskilled.
While requiting the employees the provision of reservation given to SC/ST’s are
also fallowed as per circular and order of GOI.

There are also provision of promotion for the reserved category candidates that
is fallowed as per the policy guideline GOI .

 Time sale promotion for employees up to G.F.

 Internal merit section and carrier planning promotion for employees of
G1-VI.
 Promotion from GV and above are dealt by corporate office of
Bangalore.
3- ESTRABLISHMENT SECTION

In this section record of each employees are maintain besides this other function
of this section are as under-

 Provision for further studies and incentives on acquiring higher

qualification.
 HRA to officer living in their own houses.
 Revivification of character, Antecedents, Caste previous employment and
monthly return of employee.
 All types of leave case including leave taken by patients.
 Supply of stationary.
 NOC for passport and contesting election of local bodies.
 LTC encashment/ hometown declaration.
 Merit scholarship scheme for MBBS Engg. Etc.
 Registration death cased superannuation voluntary retirement and related
correspondence.
 Looking after affairs concerning filling up of property return by employee
and many other functions.
 4- RAJBHASHA/GEN ADMINISTRATION:-

In view of the importance and the inevitable need of translation in the

progressive use of the Official Language Hindi, it was obligatory to provide a
well planned organization for translation work. With this objective in mind,
translation work of non-statutory procedural literature was started by setting up
Central Hindi Directorate under the Ministry of Education in the year 1960.
However, the implementation of Official Language was the responsibility of
Ministry of Home Affairs, hence the work of translating non-statutory
procedural literature was transferred to the Ministry of Home Affairs.
Therefore, on 1st March, 1971 Central Translation Bureau was set up under the
Ministry of Home Affairs and it was entrusted with the responsibilities of
translating work of non-statutory procedural literature of the ministries,
departments, offices, undertakings, etc. of the Central Government. Central
Translation Bureau is a subordinate office of the Department of Official
Language, Ministry of Home Affairs.

To ensure simplicity, lucidity & intelligibility in the translation work and also to
ensure uniformity of technical terminology Central Translation Bureau was
entrusted with the responsibility of imparting training in translation. Thus the
Bureau is also imparting training in translation. In fact Central Translation
Bureau is the only organization of the Central Government, engaged in the work
of translation and imparting training in translation.

Responsibilities

1. Translation of non-statutory procedural literature and training material of

the ministries/departments/offices/banks/undertakings etc. of the
Government of India.

2. Imparting training in translation to officers/employees engaged in

translation work.

3. Publication of a journal “Anusheelan” and a newsletter “Bureauvarta”.

4. Ensuring uniformity in administrative glossary and expressions.

 ORGANISATIONAL SETUP

Home Minister

State Home Minister

Secretary : Dr. Pradeep Kumar, IAS

Joint Secretary : Shri D.K. Pandey

 Divisions
 Policy
 Sewa
 Technical Cell Implementation
 Reserch & Publication Division
 Training

Subordinate Offices

 Central Translation Bureau

 Central Hindi Training Institute

Translation work

Central Translation Bureau translates, free of cost, the non-statutory procedural

literature such as codes, manuals, forms, training material etc. of the different
ministries/departments/ offices of Central Government and Public Sector
Undertakings, Corporations, Autonomous Bodies, Organizations and Banks etc.
owned or controlled by the Central Government. From the year 1971 to
30th June, 2006, Central Translation Bureau has translated around 19,07,964
standard pages. For early disposal of backlog of translation work, “Scheme for
Expansion of Translating Capacity” (Anuvad Kshamta Vistaar Yojana) was
started in Bureau in the year 1989. The said material is also being translated by
external translators on honorarium basis under this scheme. Rates of the
honorarium for translation are (a) For Non-technical translation – Rs.60/- per
thousand words, (b) For Technical translation – Rs.65/- per thousand words.
Those desirous of doing the translation work can contact the Headquarters, at
New Delhi. For the sake of convenience, this work is so far given only to
people residing in Delhi or in the nearby areas.

Training in Translation

1. Three Months’ Translation Training Course :

Central Translation Bureau has been conducting an in-service Three Months’

Translation Training Course since 1973 for the Officials engaged in
translation/Official Language work at its Headquarters in New Delhi. In order
to cater to the increasing needs of the offices of the Central Government spread
all over the country, translation training centers were set up at Mumbai,
Bangalore and Kolkata in January, 1985; October, 1985 and October, 1987
respectively. Under this course, four programmes of three months’ duration
each are organised at all the centres every year from (1) January to March, (2)
April to June, (3) July to September and (4) October to December. Central
Translation Bureau has conducted 375 such programmes upto 30th June, 2006,
wherein 9,000 officials have been trained. Hostel facility is also available for
the convenience of the trainees at Delhi and Kolkata centres.

2. 21 days’ Translation Training Course

21 days’ Translation Training Course has been designed for the personnel of
Public Sector Undertakings & Banks. The programmes under this course are
conducted in their offices on demand, in which Training Officers are sent by
Central Translation Bureau. Central Translation Bureau has conducted 25 such
programmes upto 30th June, 2006, wherein 551 officials have received
training.
 3. 5 days’ Short-Term Translation Training Course

On demand from various offices across the country, Central Translation Bureau
also conducts 5 days’ Short-Term Translation Training course for such offices.
Seeing the usefulness and popularity of these programmes, the demand for these
has been continually increasing. These programmes are conducted in the
offices concerned and Training Officers are sent by Bureau to impart training.
9,397 officials have been trained in 353 such programmes conducted upto
30th June, 2006.

4. Advanced/Refresher Translation Training Course (Duration: 5 working

days)

At present, this course is conducted only at Headquarters at New Delhi. Offices

can send their officers/employees to receive training in these programmes.
Hostel facility is also available for the trainees. Under this course, 75
programmes have been conducted up to 30th June, 2006, wherein 1,239
officials have been trained.

5. Translation Training Course for Scientists (Five days)

A special translation training course has been introduced from the year
2005-06. One such programme was conducted in Terminal Ballistics
Research Laboratory, Chandigarh from 29.8.2005 to 2.9.2005 and another
such programme was conducted in National Aerospace Laboratories,
Bangalore from 05.06.2006 to 09.06.2006. Unto 30th June, 2006 under these
two programmes 54 trainees have been trained.
 FUNCTIONS OF THE DEPARTMENT OF OFFICIAL
LANGUAGE

With a view to ensuring compliance of the constitutional and legal

provisions regarding official language and to promote the use of Hindi for
the official purposes of the Union, the Department of Official language was
set up in June 1975 as an independent Department of the Ministry of Home
Affairs. Since then, this Department has been making efforts for the
progressive use of Hindi for the official purposes of the Union. In
accordance with the Government of India (Allocation of Business) Rules,
1961, this Department has been entrusted with the following items of work:-

1. Implementation of the provisions of the Constitution relating to the

Official Language and the provisions of the Official Languages Act,
1963, (19 of 1963) except to the extent such implementation has been
assigned to any other Department.
2. Prior approval of the President for authorising the limited use of a
language other than English in the proceedings in the High Court of a
State.
3. Nodal responsibility for all matters relating to the progressive use of
Hindi as the Official Language of the Union, including Hindi Teaching
Scheme for Central Government employees and publication of
magazines, journals and other literature related thereto.
4. Coordination in all matters relating to the progressive use of Hindi as the
Official Language of the Union, including administrative terminology,
syllabi, textbooks, training courses and equipment (with standardised
script) required therefore.
5. Constitution and cadre-management of the Central Secretariat Official
Language Service.
6. Matters relating to the Kendriya Hindi Samiti including its Sub-
Committees.
7. Coordination of work relating to the Hindi Salahkar Samities set up by
the various Ministries/Departments.
8. Matters relating to the Central Translation Bureau.

Help Yourself with Prabodh, Praveen and Pragya An Exciting Learning

Experience. Computer technology has today enriched nearly all domains of
our lives, including that of education and language learning/training. With
new advances in computer, artificial intelligence and multimedia
technologies, it is possible to design language learning packages which use
dynamic and interactive tutoring system with audio, visual and video
support. The present

LILA (Learning Indian Languages through Artificial intelligence) Hindi

Prabodh, Praveen and Pragya packages offer a user-friendly and effective
tool on the World Wide Web to learn Hindi through the medium of
Assamese, Bodo, Bangla, Gujarati, Kannada, Kashmiri, Malayalam,
Manipuri, Marathi, Nepalese, Oriya, Punjabi, Tamil and Telugu. These
packages can be used equally well by individuals and groups of learners.
They are, however, not a substitute for the teacher. The teacher can also use
these packages, to make the lessons more interesting, cut down the routine
and provide him/her the opportunity of addressing the more substantial
problems of the learner. The courses are based on the Hindi Prabodh, Hindi
Praveen and Hindi Pragya syllabi, already in use for classroom teaching and
distant education, by the Department of Official Language, Ministry of
Home Affairs, Government of India.

1- Prabodh

LILA Hindi Prabodh

LILA Hindi Prabodh aims to impart a basic knowledge of Hindi and is the
first-level course towards equipping one to carry out his/her day-to-day work
in the Official Language. The package consists of Alphabet, Vocabulary,
Lessons (51 units) and Dictionary Modules.

a. Alphabet Module
b. Vocabulary Module
c. Lessons Module
d. Dictionary Module
2- Praveen

LILA Hindi Praveen

LILA Hindi Praveen is the full-length second-level Hindi course, specially

designed for government and corporate employees. It is also useful for
learning advanced Hindi after completing the LILA Hindi Prabodh course.
The objective is to help you acquire a level of knowledge of Hindi enough to
communicate in day-to-day situations and to equip you with a sound base of
written Hindi and its core functional grammar.

Praveen package consists of Lessons (27 Lessons and 04 Review Lessons)

and Dictionary Modules.

a. Lessons Module
b. Dictionary Module

3- Pragya
LILA Hindi Pragya

LILA Hindi Pragya course is specially designed to help the learner develop
competence in drafting, in Hindi, various forms of official correspondence
and texts, like notes, orders, memoranda, applications, circulars,
notifications, reports, minutes, proceedings, requisitions, reminders, press
releases, communiqué, etc., relevant to the Union Government. It also
sharpens the learner?s skills in using appropriate technical terms and
expressions in Hindi. The texts and narratives used in the course material
have been specially designed to provide, directly or indirectly, relevant
information about the structures of offices, various office practices and
procedures, the Government file system, work models, distribution of work
amongst Departments and Sections and the different types of
correspondence, forms and templates used in these offices. The package is
largely addressed to the employees of Union Government and semi-
Government offices, public sector undertakings, corporations and financial
institutions who are required to attain functional competence in Hindi, to be
able to perform their office work in the Official Language. The prerequisite
for using the Pragya package is that the user should have either completed
 the Hindi Praveen course or have a working knowledge of spoken and
written Hindi of almost equivalent level. The package can also be used by
persons whose mother tongue is Hindi but who do not find themselves fully
equipped to perform office work in Hindi for want of appropriate knowledge
of the official forms, expressions, technical terminology, etc.

Pragya Course Structure

The course material consists of 33 lessons and has been graded into four
parts:

a. Language-based Review Lessons

b. Drafting of Correspondence
c. Noting in Hindi and
d. Unit Exams

1. Appendix Module
2. Dictionary Module
5- LEGAL SECTION

The legal dept. looks in to legal matters pertaining to civil and other cases
arising out of violation of labour law.
This section acts as interne diary between H.A.L and lawyer of H.A.L. they
work with the lawyer and collects fact& data required for the particular case.
They also coordinate & monitor court proceeding. This section deals with all
the cases whether they are in the conciliation stages or arbitration stage. This
section deals civil cases. Some functions of legal section are given below:-

 To initiate cases against outsiders.

 It act coordinator for taking advice on collaboration etc. from there legal
advisor.
 It deals with disciplinary action.
 It also deals with civil suits including recoveries and land disputes.
 And if any other cases are referred to it.
6- INDUSTRIAL RELATIONS SECTION
Industrial relations has become one of the most delicate and complex problems
of modern industrial society. Industrial progress is impossible without
cooperation of labors and harmonious relationships. Therefore, it is in the
interest of all to create and maintain good relations between employees (labor)
and employers (management).

Concept of Industrial Relations:

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and

‘Relations’. “Industry” refers to “any productive activity in which an individual
(or a group of individuals) is (are) engaged”. By “relations” we mean “the
relationships that exist within the industry between the employer and his
workmen.” The term industrial relations explains the relationship between
employees and management which stem directly or indirectly from union-
employer relationship.

Industrial relations are the relationships between employees and employers

within the organizational settings. The field of industrial relations looks at the
relationship between management and workers, particularly groups of workers
represented by a union. Industrial relations are basically the interactions
between employers, employees and the government, and the institutions and
associations through which such interactions are mediated. The term industrial
relations have a broad as well as a narrow outlook. Originally, industrial
relations were broadly defined to include the relationships and interactions
between employers and employees. From this perspective, industrial relations
cover all aspects of the employment relationship, including human resource
management, employee relations, and union-management (or labor) relations.
Now its meaning has become more specific and restricted. Accordingly,
industrial relations pertains to the study and practice of collective bargaining,
trade unionism, and labor-management relations, while human resource
management is a separate, largely distinct field that deals with nonunion
employment relationships and the personnel practices and policies of
employers.

The relationships which arise at and out of the workplace generally include the
relationships between individual workers, the relationships between workers
and their employer, the relationships between employers, the relationships
employers

and workers have with the organizations formed to promote their respective
interests, and the relations between those organizations, at all levels. industrial
relations also includes the processes through which these relationships are
expressed (such as, collective bargaining, workers’ participation in decision-
making, and grievance and dispute settlement), and the management of conflict
between employers, workers and trade unions, when it arises.

INDUSTRIAL RELATIONS

Industrial relations are used to denote the collective relationships between

management and the workers. Traditionally, the term industrial relations is used
to cover such aspects of industrial life as trade unionism, collective bargaining,
workers’ participation in management, discipline and grievance handling,
industrial disputes and interpretation of labor laws and rules and code of
conduct.

In the words of Lester, "Industrial relations involve attempts at arriving at

solutions between the conflicting objectives and values; between the profit
motive and social gain; between discipline and freedom, between authority and
industrial democracy; between bargaining and co-operation; and between
conflicting interests of the individual, the group and the community”.
The National Commission on Labor (NCL) also emphasize on the same
concept. According to NCL, industrial relations affect not merely the interests
of the two participants- labor and management, but also the economic and social
goals to which the State addresses itself. To regulate these relations in socially
desirable channels is a function, which the State is in the best position to
perform.
In fact, industrial relation encompasses all such factors that influence behavior
of people at work. A few such important factors are below:

Institution: It includes government, employers, trade unions, union federations

or associations, government bodies, labor courts, tribunals and other
organizations which have direct or indirect impact on the industrial relations
systems.

Characters: It aims to study the role of workers unions and employers’

federation’s officials, shop stewards, industrial relations officers/ manager,
mediator/conciliator
-rs / arbitrator, judges of labor court, tribunal etc.

Methods: Methods focus on collective bargaining, workers’ participation in the

industrial relations schemes, discipline procedure, grievance redressal
machinery,
dispute settlements machinery working of closed shops, union reorganization,
organizations of protests through methods like revisions of existing rules,
regulations, policies, procedures, hearing of labor courts, tribunals etc.
Contents: It includes matter pertaining to employment conditions like pay,
hours of works, leave with wages, health, and safety disciplinary actions, lay-
off, dismissals retirements etc., laws relating to such activities, regulations
governing labor welfare, social security, industrial relations, issues concerning
with workers’ participation in management, collective bargaining, etc.

Industrial relations means to maintain healthy relationship between management

and employee and employee-employee, employee-organisation. Organisation
and agencies. On the advices of Ministry of Human Resources Development
Govt. of India. HAL has also provided functional literacy to illiterate employee
in the first phase and later on to cover illiterate person among the family
employee and illiterate people living in the surrounding areas where HAL
division are located as a part of involvements of public servant in the national
literary people living in the surrounding areas where HAL division are located
as a part of involvements of public servant in the national literacy mission. The
divisions get the literacy kits from the concerned State resource centre.
Human Resource Planning: an Introduction
A British Foreign Office official looking back over a career spanning the first
half of the twentieth century commented: ‘Year after year the fretters and
worriers would come to me with their awful predictions of the outbreak of war.
I denied it each time. I was only wrong twice!’ Some would see this as the
arrogant complacency to be associated with planners. Critics think of the
inaccuracy and over-optimism of forecasting — the ‘hockey stick’ business
growth projections. They regard planning as too inflexible, slow to respond to
change, too conservative in assumptions and risk averse. These points are made
about any sort of planning.

Practical benefits
When it concerns human resources, there are the more specific criticisms that it
is over-quantitative and neglects the qualitative aspects of contribution. The
issue has become not how many people should be employed, but ensuring that
all members of staff are making an effective contribution. And for the future,
the questions are what are the skills that will be required, and how will they be
acquired.

There are others, though, that still regard the quantitative planning of resources
as important. They do not see its value in trying to predict events, be they wars
or takeovers. Rather, they believe there is a benefit from using planning to
challenge assumptions about the future, to stimulate thinking. For some there is,
moreover, an implicit or explicit wish to get better integration of decision
making and resourcing across the whole organisation, or greater influence by
the centre over devolved operating units.

Cynics would say this is all very well, but the assertion of corporate control has
been tried and rejected. And is it not the talk of the process benefits to be
derived self indulgent nonsense? Can we really afford this kind of intellectual
dilettantism? Whether these criticisms are fair or not, supporters of human
resource planning point to its practical benefits in optimising the use of
 resources and identifying ways of making them more flexible. For some
organisation, the need to acquire

and grow skills which take time to develop is paramount. If they fail to identify
the business demand, both numerically and in the skills required, and secure the
appropriate supply, then the capacity of the organisation to fulfil its function
will be endangered.

Why human resource planning?

Human Resource Planning: an Introduction was written to draw these issues to
the attention of HR or line managers. We address such questions as:

 What is human resource planning?

 How do organisation undertake this sort of exercise?
 What specific uses does it have?

In dealing with the last point we need to be able to say to hard pressed
managers: why spend time on this activity rather than the other issues bulging
your in tray? The report tries to meet this need by illustrating how human
resource planning techniques can be applied to four key problems. It then
concludes by considering the circumstance is which human resourcing can be
used.

1. Determining the numbers to be employed at a new location:-

If organisation overdoes the size of their workforce it will carry surplus or
underutilised staff. Alternatively, if the opposite misjudgment is made, staff
may be overstretched, making it hard or impossible to meet production or
service deadlines at the quality level expected. So the questions we ask are:

 How can output be improved your through understanding the

interrelation between productivity, work organisation and technological
development? What does this mean for staff numbers?
 What techniques can be used to establish workforce requirements?
 Have more flexible work arrangements been considered?
 How are the staff you need to be acquired?

The principles can be applied to any exercise to define workforce requirements,

whether it be a business start-up, a relocation, or the opening of new factory or
office.

2. Retaining your highly skilled staff :-

Issues about retention may not have been to the fore in recent years, but all it
needs is for organisation to lose key staff to realise that an understanding of the
pattern of resignation is needed. Thus organisation should:

 monitor the extent of resignation

 discover the reasons for it
 establish what it is costing the organisation
 compare loss rates with other similar organisation.

Without this understanding, management may be unaware of how many good

quality staff are being lost. This will cost the organisation directly through the
bill for separation, recruitment and induction, but also through a loss of long-
term capability.

Having understood the nature and extent of resignation steps can be taken to
rectify the situation. These may be relatively cheap and simple solutions once
the reasons for the departure of employees have been identified. But it will
depend on whether the problem is peculiar to your own organisation, and
whether it is concentrated in particular groups (eg by age, gender, grade or
skill).

3. Managing an effective downsizing programme:-

This is an all too common issue for managers. How is the workforce to be cut
painlessly, while at the same time protecting the long-term interests of the
organisation? A question made all the harder by the time pressures management
is under, both because of business necessities and employee anxieties. HRP
helps by considering:
 the sort of workforce envisaged at the end of the exercise
 the pros and cons of the different routes to get there
 how the nature and extent of wastage will change during the run-down
 the utility of retraining, redeployment and transfers
 What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of
various methods of reduction can be assessed, and the time taken to meet targets
established. If instead the CEO announces on day one that there will be no
compulsory redundancies and voluntary severance is open to all staff, the
danger is that an unbalanced workforce will result, reflecting the take-up of the
severance offer. It is often difficult and expensive to replace lost quality and
experience.

4. Where will the next generation of managers come from?

Many senior managers are troubled by this issue. They have seen traditional
career paths disappear. They have had to bring in senior staff from elsewhere.
But they recognise that while this may have dealt with a short-term skills
shortage, it has not solved the longer term question of managerial supply: what
sort, how many, and where will they come from? To address these questions
you need to understand:

 the present career system (including patterns of promotion and movement,

of recruitment and wastage)
 the characteristics of those who currently occupy senior positions
 The organisation’s future supply of talent.

This then can be compared with future requirements, in number and type. These
will of course be affected by internal structural changes and external business or
political changes. Comparing your current supply to this revised demand will
show surpluses and shortages which will allow you to take corrective action
such as:
 recruiting to meet a shortage of those with senior management potential
 allowing faster promotion to fill immediate gaps
 developing cross functional transfers for high fliers
 hiring on fixed-term contracts to meet short-term skills/experience deficits
 Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be

pursued to meet business needs. Otherwise processes are likely to be haphazard
and inconsistent. The wrong sort of staff is engaged at the wrong time on the
wrong contract. It is expensive and embarrassing to put such matters right.

How can HRP be applied?

The report details the sort of approach companies might wish to take. Most
organisation are likely to want HRP systems:

 which are responsive to change

 where assumptions can easily be modified
 that recognise organisational fluidity around skills
 that allow flexibility in supply to be included
 that are simple to understand and use
 Which are not too time demanding.

 To operate such systems organisation need:

 appropriate demand models

 good monitoring and corrective action processes
 comprehensive data about current employees and the external labour
market
 An understanding how resourcing works in the organisation.

If HRP techniques are ignored, decisions will still be taken, but without the
benefit of understanding their implications. Graduate recruitment numbers will
be set in ignorance of demand, or management succession problems will
develop unnoticed. As George Bernard Shaw said: ‘to be in hell is to drift; to be
in heaven is to steer’. It is surely better if decision makers follow this maxim in
the way they make and execute resourcing plans.
Emanating from the Company's Mission Statement, the strategic Human
Resource Development (HRD) goal of HAL is to create an atmosphere of
technological and managerial excellence to become a globally competitive
Aerospace Industry. With the changing environment, rapid technological
changes characterised by a paradigm shift from licensed production to R&D
based production duly balanced with co-development / co-production,
technological up gradation etc., greater customer demand, focused
diversification to civilian and export markets, the overall objective of the
Human Resource Development plan is to build a vibrant and learning
organisation, so as to meet the challenges of quality and excellence, recruitment
and retention of competent human resources and develop high commitment and
a sense of belongings to the Company. Accordingly, the Company's HR Vision,
Mission, Objectives, Strategies and Policies have been identified and indicated
as follows:-

VISION

"To make HAL a dynamic, vibrant, value-based learning organisation

with human resources exceptionally skilled, highly motivated and
committed to meet the current and future challenges. This will be driven
by core values of the Company fully embedded in the culture of the
Organisation"

MISSION

Enable all those working for HAL to give their best to ensure their all-
round growth as well as that of the Organization
 OBJECTIVES

 To ensure availability of Total Quality People to meet the

Organizational Goals and Objectives
 To have a continuous improvement in Knowledge, Skill and
Competence
(Managerial, Behavioral and Technical)
 To promote a Culture of Achievement and Excellence with
emphasis on Integrity, Credibility and Quality
 To maintain a motivated workforce through empowerment of
Individual and Team- building
 To enhance Organizational Learning
 To play a pivotal role directly and significantly to enhance
Productivity, Profitability and improve the Quality of Work
Life
 STRATEGY

 To be in total alignment with Corporate Strategy

 Maintain Human Resource at optimum level to meet the
objectives and goals of the Company
 Be competent in Mapping, Analysis and Up gradation of
Knowledge and Skills including Training, Re-training, Multi-
skilling etc
 Cultivate Leadership with Shared Vision at various levels in
the Organization
 Focus on Development of Core Competence in High-Tech
areas
 Build Cross-functional Teams
 Create awareness of Mission, Values and Organizational
Goals through out the Company
 Introduce / Implement personnel policies based on
performance that would ensure growth, Rewards, Recognition,
Motivation
FOCUS OF HUMAN RESOURCE POLICY

 Competence Building
 Commitment
 Motivation
 Employee Relations
In the backdrop of the above, the focus of Human Resource Development
initiatives at HAL emphasizes the following:

I) MAN POWER PLANNING

 Out sourcing of low tech and medium tech jobs

 Fresh induction only in critical / highly specialised areas based on
requirements due to increase in work load and super annuation
profile (Annexure-II). In the Workmen Cadre, induction will be
restricted to Direct Workmen only
 Improving the existing qualification profile by focusing on
induction of professionally qualified personnel and diploma
holders Hence focus of recruitment would be to recruit people with
a combination of knowledge, skill, experience and attitude in line
with the organisational requirement through appropriate manpower
plan both short term (contract appointments) and long term
recruitment programme.
II) TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human

resource. Hence, identification of training competency profile in terms
of Vision, Mission of the Company would be the strategic point of the
training and development strategy of the Company. The following
objectives have been set in this regard:-

 To provide training to all employees at regular intervals in a plan

period of 5 years.
 Training to become an integral component of individual
professional evolution by:
 updating knowledge to avoid obsolescence
 enhancing professional creativity
 enabling employees to shoulder higher responsibility
 creating a business trend and strategic thinking to take up
new business challenges (creation of Centre of Excellence,
etc)
The goals of training will be to progressively achieve 7 days training
per employee per year with a budget of 2% of annual Wage Bill.
Keeping in view the organisational requirement and goals and
objectives of training, the following have been identified as the key
focus areas of training:

 Technology
 Tooling
 Quality
 Information Technology
Further, to facilitate the development of soft skills (change of mind-
set, managerial development etc.) training would be imparted on a
continuous basis. Tie-ups with Centres of Excellence like IITs, NDC,
FIAS France etc. for imparting training would be given prime
importance.
III) PERFORMANCE APPRAISAL:

Appraising people for meeting the Company's goal would be the

prime focus of performance management. The new Performance
Appraisal System based on work planning and commitment (mutually
agreed tasks) , self-review and performance analysis, performance
review and feedback would ensure that the focus would be on value
adding activities rather than on routine activities which bear no
relationship with the Organisation's goals and objectives.

Identification of low performers and resultant corrective action

through out the Company would be given priority. Similarly, faster
career growth opportunity would be provided to high performers.

IV) REWARD SYSTEM

The focus of the reward system in the Company is to promote team

work and cultivate a sense of achievement and excellence in the
Organisation. This is in addition to the existing scheme of reward for
an individual who innovatively and creatively makes exemplary
contributions in the key thrust areas of the Company that would lead
to its achieving overall excellence. Coupled with the above, schemes
like "Inter Divisional Competition" and "Profit Sharing Scheme" have
been institutionalised in the Company for team reward.

V) SCHEME FOR LEARNING AND CERTIFICATION FOR

EXECUTIVES

A "Learning Organisation" is essential for survival in the present era

of Liberalisation, Privatisation and Globalisation. Therefore,
"Knowledge" is the only core competence of Organisation for coping
with changes. Since individual knowledge is the starting point for
organizational knowledge, it is only the employees who can convert
knowledge into efficient actions. In line with the above philosophy,
among other initiatives like institutionalizing Learning Centers in
Divisions etc., HAL has also introduced the scheme for Learning and
Certification for executives as a starting point for building individual
knowledge. The scheme inter-alia provides an opportunity for the
Junior and Middle Management Cadre Executives to broaden their
perspective by not only learning about all functions and procedures in
their respective disciplines but also in related areas and overall
knowledge about the Organization and its environment. So far,
approximately, 45% (both for "O" & "A" level) of executives have
been certified (Annexure IV). It is proposed to expand the coverage of
this scheme further, if required, by linking the scheme to some kind of
reward mechanism. Lastly, the HRD
Plan will also include time-to-time OD Interventions to address
specific requirement of the Company.
HAL Management Academy (HMA) was established by the corporate
management of Hindustan Aeronautics Limited, way back in August
1969, under the then name of HAL Staff College. It was re-named HAL
Management Academy in June 2001 to reflect its focus on management
development, consultancy and research. HMA has now competed 35
years of fruitful contribution to the cause of management education.
Responding to the need amongst practicing managers to constantly
refresh and update their managerial skills, HMA offers a variety of
programs in an open and short duration format. These programs form a
part of a larger focus on Executive education. HMA’s programs prepare
practicing managers to meet the challenges of today’s dynamic business
milieu. These programs provide exposure to the latest development in
managerial practice at a global as well as local level. HMA’s programs
break fresh ground in management thinking as well as practice.
Participants gain insight into both theory as well as application of the
latest in management. Participants are encouraged to apply learning in
their organizational contexts, with a view to formulate strategies for post-
program implementations. Programs at HMA provide not just individual
learning, but also the opportunity to network with other practicing
managers in the area, providing for active sharing of experience as well
as building useful contacts.
The programs offered are conducted by HMA Faculty, who provides a
unique blend of academic, research as well as consulting skills. In
addition, all participants have access to the vast infrastructure as well as
resources of the institute.
MANAGEMENT DEVELOPMENT PROGRAMS

The Programs conducted at HMA are broadly categorized into

 Individual Development
 General Management
 Functional/ Technical Programs
 Leadership Programs

Certain programs provide opportunity for experiential learning inside and

outside the classroom. Action oriented learning is imparted through
outbound training in serene settings away from the hustle bustle of the
city.

FACULTY

HAL Management Academy has qualified and experienced full time

faculty who have worked for several years in production divisions. In
addition, senior executives from different divisions are also invited as
guest faculty. Apart from this, expert faculty from reputed institutions
like the Indian Institute of Management, the Indian Statistical Institute,
the Administrative Staff College of India, the Indian Institutes of
Technology, the Indian Institute of Science and other well known
trainers, consultants are also invited to handle sessions on specialized
topics.

METHODOLOGY

HMA continuously reviews and modernizes its knowledge delivery

systems to add value to the services offered by it. A balanced mix of
training methods are used in the Programs. Interactive learning is
supplemented with case studies, syndicate work, role plays, management
games, computer simulated business experiences, outbound training,
book reviews, panel discussions and project work. All participants are
assigned project work. The knowledge thus gained can be used in their
respective work areas. Outbound training provides them with
opportunities for transformation to become effective leaders and team
 players.

SOME PROGRAM THEMES

 LEAN Management
 Visionary Thinking through Strategic Management
 Human Resource Management for Competitive Advantage in the
dynamic environment
 Personality Development for Corporate Excellence

 Integrated Material Management & Supply Chain Management for Value

Addition
 Quality Management
 Finance Management
 Induction and Basic Management Program for new entrants

TOOLS FOR TRAINING

Diagnostics, experience-sharing, action-planning and learning diary help

in enhancing the effectiveness of learning. Diagnostics exercise enables
participants to identify difficulties faced in their work-place, helps them
in analysing the situation and arriving at remedial solutions. The Learning
Diary helps participants identify key learning points. Individual and
group action plans are the means for transferring learning from the
classroom to the work-place.

AMBIENCE

A sprawling building amidst thick foliage, lush lawns, pathways and

flower beds provide a serene retreat from the distractions of the bustling
metropolis. This ambience has a soothing effect on the minds of the
participants and takes them away from the hectic business scenes to an
idyllic location where they can review their contribution from more
creative perspectives.
INFRASTRUCTURE

Training Halls

HMA has five air-conditioned and acoustically-treated training halls with

seating capacity varying from 15 to 50, with flexible seating
arrangements. Each classroom is equipped with an Overhead projector,
writing board, Public Address System, Digital Light Processing Projector
(DLP), computer with the necessary state-of-the-art software to make
presentations.

Library

A good library with over 12000 books mainly on management topics, a number
of professional journals and an impressive collection of audio-visual aids
supplement classroom learning and assignments.

Auditorium

An auditorium air-conditioned and acoustically designed with 180 seats is also

available for viewing films / videos and conducting seminars. A well-lit dais is
also suitable for cultural Programs by participants.

Accommodation

Forty fully furnished twin occupancy rooms and five dormitories provide
accommodation for a hundred participants. A neat and tidy cafeteria within the
campus provides nutritious food and caters to the palate of the participants from
all over the country

Recreation Centre

The recreation centre is equipped with a home-gym, facilities for indoor and
outdoor sports and also a television set, which provide the participants the much
needed relaxation during the off-hours and holidays. A lot of newspapers and
magazines are also available.
HUMAN RECOURSE PLANNING WORK AREA OF HAL
EMPLOYEES RELATION MGT-ESTT.

With immediate effect, the following work assignment is

made to the officers of establishment section:-
The work area of HAL (HRD) is post wise divided.
I. Director manager:-
 Data entry on ERP
 Work related to probationary PAR and Confirmation of Officers
 Reply to audit paras /RTI Act correspondence/ Ministry &
Corporate references/ other miscellaneous correspondence
 Merit Scholarship Scheme for the Children of the employees who
are accruing Degree of Engg. MBBS.
 Presentation of watches/Gift/Unit items on completion of
10/15/25/35 years services.
 Pay fixation of officers/workmen.
 Resignation cases and its related work
 NOC for Passport/VISA and its related work.
 Sponsorship for PG Course/Attachment/Deputation of other
Div/Org. of its work.
 Property Returns (Gd.-I and above) and its work.
 Maintenance of policy files.
 Reimbursement of Conveyance Maintenance (Officers/Workmen)
 Issuance of Certificate for salary/residential address proof.
 Verification of dependent of employees for booking HAL Welfare
Centre/ Kalyan Mandap/HAL School Booking/ summer training.
  Interest Subsidy on Children Higher Education Loan.
 Interest Subsidy on vehicle loan.
 Capital/ performance Budget.
 All work related to superannuation of employees.
 Medical Termination/ Voluntary Retirement/Optional Retirement
and its related work.
 Service/ Pension Certificate etc.
 Reimbursement of school fees to the Officers/ workmen.
 Verification of previous employment, caste, character &
Antecedent.
 Verification of pension document.
 Leave cases, spl. Leave/spl. Increment on adopting small family
norms
 NOC for further studies /Incentive for acquiring Higher
qualification
 Credit sale for clothes. & its related works.
 Absorption of Management Trainees and Design trainees.

II. DIRECTOR MANAGER:-

 Data entry on ERP.

 Group Saving Linked Insurance Scheme & its settlement with LIC.
 All matters related to interest subsidy on House Bldg. Loan for Officers
and workmen.
 Forwarding of application to other Division of HAL and outside
organization.
 Transfer of Gratuity & Earn Leave of Officers who joined from other
PUS/Govt. Orgn.
 Transfer of personal files on transfer.
 Work related to joining formalities.
 Confirmation of workmen for salary/residential address poof.
 Medical I/ Card.
  Verification of dependent of employees for booking HA L Welfare
Centre/ Kalyan Mandap/HAL School Booking/ summer training.
 Medical Facilities dependant family members outside HQ.
 All work related to superannuation of employees
 Leave Travel Assistance/Leave Travel Concession Cases.
 Change of home town.
 Death Cases of employees and its related work.
 Post Retirement of medical Assistance and its related work.
 Production Link Incentive Cases and its related correspondence of ex-
employees./ Arrears of Ex- employees.
 Addition/Deletion/Change of Name for family members or dependent.
 Attendance/ incentive report for employees of P&A Department.
 Verification of Punishment/Education Qualification for Promotion.
 NOC for contesting election for local bodies, MP/MLA sector Warden
etc.
 Reimbursement of membership fee paid to professional bodies.
 Two wheeler advance to the workmen.
 Physically Handicapped Allowance.
 Re- categorization of employees.
 Absorption of Diploma and Technical Trainees.

3- Officer HR:-

 Pay fixation of officers/ workmen.

 Maintenance of policy records/ files and circulation of policy.
 Familiarization of Establishment work.

4- Assistant Officer HR:-

 Verification of pervious employment, caste, character & Antecedent

 Verification of pension document.
 Verification of punishment/ Educational Qualification for Promotion.
 Leave Cases, Spl Leave/Spl. Increment on adopting small family norms
 NOC for further studies/ incentive for acquiring Higher Qualification.
 NOC for contesting election for local bodies, MP/MLA sector warden
etc.
  Reimbursement of membership fee paid to professional bodies
 Two wheeler advance to the workmen.
 Physically Handicapped Allowance.
 Credit Sale of Clothes & its related works.

Importance of Human Resource

“Manpower” or “Human resource” may be thought of as “the total

knowledge, skills, creative abilities, talents and aptitudes of an
organisation’s work force, as well as the values, attitudes and benefits
of an individual involved…..It is the sum total of inherent abilities,
acquired employed persons.” Of all the “Ms” in management, the
most important is “M” for men or human resources. It is the most
valuable asset of an organisation, and not the money or physical
equipment. It is in fact an important economic resource, covering all
human resource- organised or unorganised, employment, working at
all levels- supervisors, executives, Government employees, “blue”
and “white” collar workers, managerial, scientific, engineering,
technical, developing, managing and operating productive and service
enterprises, and other economic activities, Human resources are
utilized to the maximum possible extent in order to achieve individual
and organisational goals. An organisation’s performance and resulting
productivity are directly proportional to the quantity and quality of its
human resources. Hence, the importance of human resource.

Need for human Resource Planning

Human resource planning is deemed necessary for all organisation for

one or the other of the following reasons:

 To carry on its work, each organisation needs personnel with the

necessary qualifications, skills, knowledge, work experience and
aptitude for work. These are provided through effective
manpower planning.
 Since a large number of persons have to be replaced who have
grown old, or who retire, die or become incapacitated because of
physical or mental ailments, there is a constant need for
replacing such personnel. Otherwise, the work would suffer.

 Human resource planning is essential because of frequent labour

turnover which is unavoidable and even beneficial because it
arises from factors which are socially and economically sound
such as voluntary quits, discharges, marriage, promotions; or
factors such as seasonal and cyclical fluctuations in business
which cause a constant ebb and flow in the work force in many
organisations.

 In order to meet the needs of expansion programmes (which

become necessary because of increase in the demand for goods
and services by a growing population, a rising standard of
living- which calls for larger quantities of the same goods and
services as also for new goods; the competitive position of a
firm which brings it more business arising from improvements
effected in the slump period; and the rate of growth of the
organisation )human resource planning in unavoidable.

 The nature of the present work force in relation to its changing

needs also necessitates the recruitment of new labour. To meet
the challenge of a new and changing technology and new
techniques of production, existing employees need to be trained
or new blood injected in an organisation.

 Manpower planning is also needed in order to identify areas of

surplus personnel or areas in which there is a shortage of
personnel. if there is a surplus, it can be redeployed; and if there
is shortage, it may be made good.
 Process of Human Resource Planning

Overall Net new Inventory of Action Procedures

Long-
Requirement Human present Human programmes for
range Resource Resource for Recruiting evaluating
for Human
objectiv Resource requirements & selecting effectivenes
es and needed s of present
plans personnel Human
Resource

Plans for
Short-term Work force Needed developin
goals. Plans Requirements Replacemants
Inventory .By.occupational g,
programmes By occupational Or additiooons transferri
and budgets categories, job skills, categories, job skills,
ng, in
Demographic demographic characteristics Recurutin
characteristics
g and
selecting
Needed
people.
 Job analysis: Area of Application

Primary work or
activities JOBS
Analysis RECRUITING
JOB
DESCRIPTION
JOBS JOB
TRAINING
SPECIFICATIO
NS COMPESATION
 METHODS
JOB
JOBS  TECHNIQUES EVALUATION DEVELOPMENT
 RELATIONS ASSESSMENT
Secondary Structures  RESPONSIBILITIE OF PLANNING
S PERFOORMAN
FORECASTING
activities CE
supporting main JOB ROTATION
work JOB ENRICHMENT
 Conclusion
Because the purpose of human resource planning is to ensure that the right
people are in the right place at the right time, it must be linked with the plans of
the total organization. Traditionally, there has been a weak one-way linkage
between business planning and human resource planning. Business plans, where
they exist, have defined human resource needs, thereby making human resource
planning a reactive exercise. companies often give lip service to the service to
the importance of human resources in achievements of business objectives, but
rarely is detailed, thoughtful analysis performed….personnel professionals,
even human resource planning specialists, often are not well informed regarding
business planning processor and are thus ill equipped to introduce linkages
between human resource planning and business strategic planning.
It has been observed that H.A.L. Lko has excellent system of welfare services
and it is very successful for its worker satisfaction towards their job. Even the
study conducted has some suggestions to improve the level of welfare services
and to make it perfect so that the organization will be able to achieve the full
commitment of its employees.
 SUGGESTIONS

 Worker in the origination workers for long hours in the front of huge
machine which is creating lot of sound proper equipment are required to
be given so that there could not be any adverse effect on the ear and of
the worker.
 The grievances redressal mechanism required to response more quickly.
 Trade union leaders should be bought into confidence while promoting
labours of the organisation.
 The appraisals of the employees are required to be done twice in year.
 The immediate supervisor of the worker should be present while doing
appeals of workers.
 BIBILIOGRAPHY

 www.hal-india.com.
 www.rajbhasha.com.
 www.hrplaning.
 www.google.com.
 hal class lectures.