MANAGING HUMAN RESOURCES

GROUP PROJECT

TOPIC- HR VERTICALS

MADE BY-
STUDY GROUP- 07
ASHUTOSH SHARMA(PGFB1915)
SAGAR CHAUDHARY (PGFB1941)
SHIVAM GUPTA (PGFB1946)
SHREYA AHUJA (PGFB1949)
VASU BHARDWAJ(PGFB1959)

SUBMITTED TO-
Dr RAHUUL SINGH
 GROUP PROFILE

 Ashutosh Sharma: I am B-Tech Mechanical graduate, with work-ex of over 2.5 years with JLL
(Jones Lang LaSalle), Gurugram. I am from NTPC Dadri. Currently pursuing PGDM with an aim to
make the best use of these 2 years in order to achieve my goals. I want to work in HR domain in
future because as per my opinion HR Department is the backbone of any organization, starting
from hiring, training and in the end conducting exit interview, everything requires involvement of
HR. I am a huge Football lover and interested at Singing.

 Sagar Chaudhary: I hold Bachelors’ degree in Civil Engineering, did my schooling from Ryan
International School, Ghaziabad and currently pursuing PGDM. My major interests are travelling,
playing badminton, mixed martial arts and music.

 Shivam Gupta: I am a B.Sc Biotech graduate, did my schooling from The Radient School, Gwalior
And currently pursuing PGDM general. I want to work in Marketing domain, and my major
interests are playing table tennis and badminton

 Shreya Ahuja: A native of Delhi. Have completed my bachelors in Business Administration from
Maharaja Agrasen Institute of Management Studies scoring 8.50 CGPA and occupying 10 th
Rank(overall university). Done schooling from Bal Bharti Public School Pitampura, New Delhi. I
like travelling, interacting with people and writing blogs.

 Vasu Bhardwaj: I am B.Com graduate from Apeejay college, Jalandhar, Punjab. Continuing my
studies further I did a 30 days ITOP certification course under ICAI. Along with my interest in
commerce, I also have a unique interest in traditional art and comicbook art and have worked for
2 years as a commission (independent) artist and focused on developing my skills. I also
collaborated with a Portuguese comicbook artist and commission artist in the concept building of
a comicbook company. Currently, I am pursuing PGDM from Jaipuria Institute of Management,
Noida.
 ABOUT THE COMPANY

ADITYA BIRLA GROUP

Aditya Birla Group is an Indian Multinational Conglomerate, headquartered in Worli, Mumbai,

Maharashtra, India. The company operates in 34 countries and has more than 1,20,000 employees
worldwide. The group was founded in 1857 by Seth Shiv Narayan Birla. It is in the Fortune 500 league.
The group is involved in viscose staple fibre, metals, cement (largest in India), branded apparel, carbon
black, chemicals, fertilizers, insulators, financial services, and telecom.
It had a turnover of INR3,42,930 crore (US$48.3 billion) in 2019. With $ 110 billion in sales and $ 90
billion in revenue, it is the third largest Indian private sector behind TATA Group. The group led the
Nielsen Corporate Image Monitor 2014-15 and emerged as the “No. 1 Corporate”, the “Best in class”,
for the third time in a row.
BUSINESSES-
It is active in 14 industry sectors and has gained global and national leadership in many businesses.
Some of them are-

 Carbon Black
 Cement
 Fashion
 Financial services
 Retail
 Metal
 R&D
 Mining
 Telecom
 Textiles
 Trading
 Chemicals

SUBSIDIARIES –
Few of its subsidiaries are-

 Aditya Birla Capital Ltd (ABCL)

 Aditya Birla Chemicals Ltd
 Aditya Birla Fashion and Retail Ltd (ABFL)
 Birla Carbon
 Aditya Birla Insulators
  Cameroon Alumina Ltd (CAL)
 Vodafone Idea Ltd
BRANDS-

 Allen Solly
 American Eagle
 Louis Philippe
 Peter England
 Ultratech Cement
 Simon Carter
 Pantaloons
 Birla Cellulose
 Van Heusen

CHAIRMAN- Mr Kumar Mangalam Birla

Aditya Birla Group is globally

 1st in aluminium rolling

 1st in carbon black
 2nd in telecom
 3rd in cement(excluding China)
 3rd largest producer of insulators
In India, the group leads in several sectors

 No. 1 fashion (branded apparel) and lifestyle player

 No. 1 mobile telephony company
 2nd largest player in viscose filament yarn
 No. 1 player in grey cement, white cement and concrete
 A leading player in life insurance and asset management
 HR VERTICALS

The HR verticals that we selected to gather some insights are Learning & Development and Talent
Management. Here is a brief about these two verticals-
LEARNING & DEVELOPMENT(L&D)-
Learning and Development, aims to improve the performance of groups and individuals by improving
their skills and knowledge. It is a part of company’s talent management strategy and aims to sync the
performance and goals of groups and individuals with the overall vision and goals of the company. It is a
tough task that requires different skills. The objectives of this function are-

 Create a learning strategy for an organization, which includes strategies for implementing,
monitoring, and measuring effectiveness of the plan.
 Developing the learning culture for an organization and developing a strategy to increase
learner engagement with training programs.
 Develop trainers/coaches and managers to deliver high quality, instructor-led training and e-
learning.

TALENT MANAGEMENT (TM)-

Talent Management is the full scope of HR processes to attract, develop, motivate and retain high-
performing employees. It’s one of the key functions of HR.
It has following constituents:

 The full scope of HR processes- Talent Management is a set of HR processes that are interlinked
with each other. This means that a Talent Management strategy is needed to reach the full
potential.
 Attract, develop, motivate and retain all the key HR areas, from hiring to employee onboarding
and from performance management to retention.
 High-performing employees- The purpose of TM is to increase performance. It is aimed at
motivating, engaging, and retaining employees to make them perform better. This is why TM is
important. When it’s done right, companies can build a sustainable competitive advantage and
outperform their competition through an integrated system of talent management practices
which are hard to copy or imitate.
In other words Talent Management is a process aimed at driving performance through integrated
people management practices.
 INTERVIEW WITH HR PROFESSIONAL

To know better about the selected verticals, we had met with one of the HR professionals, M/s Pragya
Sharma, working at Aditya Birla Group and conducted a brief interview with her on 15 th Nov
2019(Friday). She is currently working as Human Resource Leadership Associate with ABFRL (Aditya Birla
Fashion & Retail Ltd), one of the subsidiaries of ABG.
HR Vertical- Learning & Development
Q1) Tell me something about yourself.
Ans: I am an Electronics Engineer, did my MBA from XLRI Jamshedpur. Trained in Vocal Music and
Sports. Interned with Accenture and working currently with ABG for over an year now.
Q2) Please let us know something about Aditya Birla Group.
Ans Aditya Birla Group is an Indian Multinational Conglomerate, headquartered in Worli, Mumbai,
Maharashtra, India. The company operates in 34 countries and has more than 1,20,000 employees
worldwide. Talking about ABFRL, which I am associated with, is first billion dollar pure-play fashion
powerhouse in India comprising of leading fashion brand and retail formats. It was created following the
consolidation of the ABG branded businesses which includes the Madura Fashion Division of ABNL
(Aditya Birla Nuvo Ltd) and Madura Fashion & Lifestyle (MFL). I am working MFL as of now.
Q3) What are your roles and responsibilities?
Ans: Currently I am working on a Learning & Development project for front end Retail employees.
Basically, once the candidates are hired we convert them in our talent by investing in L&D. I am working
on building a learning culture and promoting digital learning.
Q4) What is Learning & Development all about? Is it similar to Training and Development?
Ans: L&D is about nurturing the talent available by creating a culture that reconciles group and
individual goals with the company’s vision. It doesn’t differ much with Training & Development,
different companies say it differently, but as per my opinion training is more instruction based and
learning, like I said is a culture.
Q5) Then, what is the difference between Learning and Development?
Ans: You learn in order to develop or hone your skill set or personality. So, learning is Primary step to
Development.
Q6) Is evaluation of employees part of this program? If yes, how do you evaluate employees?
Ans: Yes, Employee is part of this program. Our evaluation includes Quizzes, Audits by visiting stores, at
times taking customer feedback, also taking feedback from respective employees to understand if the
program is working fine or not.
Q7) What are the challenges have you faced during your work tenure?
Ans: There are challenges like lack of buy in from end sales associates, from learning perspective, it is
large organization, so the scale is, you have keep upgrading yourself. Also, any change in culture itself a
challenge that you have to deal with.
Q8) How do you plan and prioritize your work?
Ans: I go every morning and make a list of to dos for the day, then allocate time to each task and
prioritize which one to finish first.
Q9) According to you what is the importance/objective of Learning & Development for employees?
Ans: As I said earlier, It is very important to keep learning and growing everyday to keep ourselves
updated. Retail is specially a fast -moving business, the competition is fierce and if we don’t upgrade our
talent, we’ll lose.
Q10) What is the role of a Trainer in L&D?
Ans: Trainer is critical because whatever you train is what gets absorbed. If you don’t do your job well,
the employees will suffer and in turn they won’t do well which will definitely hamper company’s growth
as well.
Q11) Do you want to share something related to HRM which can be beneficial for MBA(HR) pursuing
students?
Ans: Yes, you should know about Digital Learning.
HR Vertical- Talent Management

Q1) What is Talent Management all about?

Ans: As the name suggests, managing the talent wisely you have recruited in your organization.
Q2) What is the difference between Talent Management and Talent Acquisition or are they
interrelated?
Ans: Talent Acquisition is when you acquire talent from outside and within, that you search and select.
Talent Management is everything, the entire HR process after recruitment and onboarding, so it is a
broader umbrella.
Q3) What are the challenges in this vertical?
Ans: Actually many, it’s too big, everything is interlinked, so every process should be properly designed
and all processes(programs) should talk to one another, they should be in sync.
Q4) What are the roles and responsibilities of HR personnel in Talent Management?
Ans: HR personnel takes care of different verticals with Talent Management, so, some will take care of
staffing, some will recruit, others will be taking care of manpower planning, some of succession planning
etc.
Q5) What are the strategies the company adopts for controlling employee turnover rate?
Ans: There are few like good work-life balance, flexible working hours, innovative projects, internal
movements, strong value system.
Q6) Are work force planning and Talent Management interrelated?
Ans: Yes, they are interrelated. First you plan how many people you need for what work , once you
recruit them, you plan their training and all basis where they are required, whether they have the right
competencies, at last put in a development plan, etc.
Q7) What all aspects TM covers in relation to employee?
Ans: Assessments, competency check, put them on learning plan. Leadership development was partly
being looked by team. After from these, succession planning and career staffing.
Q8) Are performance appraisals part of Talent Management? If yes, what is the criteria for appraisals?
Ans: Yes, appraisals are part of TM. We facilitate the process once the Manager puts in the ratings, they
are out on development plans and accordingly promotions or movements are decided. Criteria is
performance based on rating scale. Proper assessment process is designed for the same.

M/s Pragya Sharma can be reached out at pragya.sharma@adityabirla.com

LinkedIn ID- linkedin.com/in/pragya-sharma-b06aa1148
 ANALYSIS/CONCLUSION

After all the discussion, we can conclude that both Learning & Development and Talent Management
plays a critical role in HRM. So, the major takeaways from this project are-

 Learning & Development provides you a path, a culture that syncs the individual and group goals
with company’s vision, so you need to value learning.
 Learning is primary step to development; it helps you to develop your skill set.
 Evaluation plays a crucial part in L&D. It basically helps in identifying your strengths and
weaknesses.
 Talent Management is basically using the available talent wisely.
 TM deals with Manpower planning, staffing, and succession planning. It helps in identifying
leaders.
 TM also helps in improving the top talent in the organization.
 TM helps companies to engage employees and prevent turnover. Increasing retention rate is one
of its objectives.
 A Talent Management team in any organization is responsible for designing their organization
structure and defining each position’s responsibilities.
 Both the verticals have their own responsibilities. They require proper planning and strategies
and their implementation to identify the maximum potential of employees which in turn helps in
overall development of employees.
 Last but not the least, it is very important for an individual to keep learning and upgrading
yourself as the competition is quite fierce in the market, otherwise, you’ll lose.
 FUTURE IMPLICATIONS

Businesses want to enhance their L&D initiatives due to three main reasons: mainly to ensure that
employees have the desired skills sets to do the job today, to ensure that the employees have the
capabilities to support future business growth and to keep talented employees on board.
Managing a business has become difficult in this tech-savvy era. As more and more industries are
digitized and tasks automated, so too are the capabilities that businesses need. Additionally, modern
businesses require employees who can adapt to different things. Though technical skills and
competencies are needed, employees should focus on soft skills as well, e.g.- critical thinking, in order to
face any unforeseen challenges in future.
We may witness paradigm shifts in Talent Management in future. It can get effected by AI (Artificial
Intelligence). Outsourcing has already begun, nowadays companies generally hire employees by the help
of consultancies. Technological advancement is at its peak. Companies are generally using different HR
portals and soft wares like Peoplesoft, Workday etc for better connection with employees. This has led
to more transparency within an organization.
It is not necessary that these shifts would abolish some of the true and proven HR practices, so, we
believe Learning & Development and Talent Management will still be playing a major role in HRM in
future as well.
 REFERENCES

Apart from the interview, we tried to make the best use of internet for this project by referring to
following resources-
 www.adityabirla.com
 https://en.wikipedia.org/wiki/Aditya_Birla_Group
 https://managementhelp.org/training
 https://www.hrzone.com