Human Resource Management in Manufacturing

Sector in India

Submitted by:
Group – 7 Section – A
20037 Prakruthi Vivekananda
20038 Prerana Jain
20039 Priyanka V
20040 Rajat Kumar Mishra
20041 Akhil Bhargava Ramisetti
20042 Rashmi MR
Submitted to:
Dr. Mousumi Sengupta

OCTOBER 19, 2020

ACKNOWLEDEMENT:

We would like to express our gratitude to our instructor Dr. Mousumi Sengupta as well as our
Institute Shri Dharmasthala Manjunatheshwara Institute for Managemant Development
(SDMIMD) who has given us this opportunity to do the project on the topic “Human Resource
Management in Manufacturing Sector in India”, which has helped us understand and integrate
theoretical knowledge with practical applications.
We would like to thank the PGDM office and Library staff of SDMIMD for helping us obtain
necessary certification for this project report.
We would like to express our gratitude to the members of group-8 of section-A, who share the
same topic for the project and cooperated in ensuring that there is no duplication of work.
We would like to express our gratitude to our parents and classmates who are an inspiration
and guidance.

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INTRODUCTION:

Manufacturing industry is one of the prominent sectors in India. In relation to the production
of handmade goods for personal use, manufacturing can be described as physical and chemical
transformation of materials into products on a large-scale using machinery or capital
equipment. 30% of the Indian economy is in the manufacturing industry. Textiles, capital
goods, metals, chemicals, tyres, cement, electronics, automotive, leather and footwear,
machine tools, food, ceramics, textile machinery, etc. are major industries. India was ranked
fourth out of 38 nations as the most competitive manufacturing nation in Deloitte 's 2013 global
index, behind US, Germany, and China.

The Indian economy was heavily dependent on the agricultural sector after independence.
This sector contributed to a GDP of more than 50 percent. India has progressively evolved
over the years from an agricultural economy to a service-based economy. Many economists
believe that missing the secondary sector is the primary reason why India's economy has not
expanded as rapidly as other world economies.

The manufacturing industry has been the main focus for the government of India in recent
years. The current government has understood the importance of the manufacturing sector
and has formulated strategies such as generating employment that leads to higher growth in
the same. There is ample scope for the manufacturing sector to further grow in the country,
having the advantage of a large number of educated people and work force.

One of the progressive measures taken by the government to draw foreign investors to invest
and start manufacturing in India is the 'Make in India' campaign launched by the current
government. The government offers sufficient infrastructure to promote the transport of
goods and services, including electricity and a strong network of roads and railways. In order
to make it easier for foreign investors to start their business in India, several laws supporting
land and labour acquisition are being implemented. Their key motive is to produce zero-
defect goods in such a way that none of the goods exported are returned to India. The
government does not want to compromise on environmental standards with the "Make in
India" initiative.

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LITERATURE REVIEW:

In addition to opinions / statements made by experts in the field, studies carried out on HR
policies and practises by various researchers are listed below.

• Budhwar S. Pawan (2000)' conducts an empirical research to explore the detriments of

HRM Policies and Practices in India. The report is based on a questionnaire survey of 137
Indian companies in the manufacturing industry. The findings indicate a number of
important similarities between a number of contingent variables ( i.e. age, size,
ownership, an organisation's life cycle stage and HRM strategies, form of industry and
union membership) and HRM recruitment and selection functions, training and growth,
compensation and communication with employees. Similarly, four national factors
(namely national culture, institutions, dynamic business environment and business sector)
are suggested, which influence Indian HRM policies and practices.

• Udai Pareek and T.V.Rao (1983), the pioneers of HRD philosophy in India since 1970s,
have dealt with all the aspects of HRD and enumerated illustrations and case studies for
introducing HRD systems in their book ‘Designing and Managing Human Resource
system’.

• Bhushan Y K (1988) observes that HRD is for the purpose of improvement in the
capacities and capabilities of the personnel in relation to the needs of the organisation. He
also mentioned that the creation of right ‘HRD Climate’ will facilitate the improvement in
human knowledge, skill, capabilities and creativity. According to him the use of HRD
processes will facilitate the personnel in the organisation to give their best for achieving
the corporate objectives and goals with optimal effectiveness.

• Ahmad Sohel & Schroeder Roger G (2003) addresses the impact of human resource
management practices on operations management. Their research aims to generalise the
effectiveness of seven HRM practises by Pfeffer in relation to country and industry,
concentrating mainly on the impact on operations of these practises. The results provide
overall support for the seven HRM practises of Pfeffer and support an ideal form of HRM
framework for manufacturing facilities objectively.

• Budhwar Pawan. Harsh K L & Bhatnagar Jyothsna (2006) in their paper, "The dynamics
of HRM systems in Indian BPO firms"' highlights the context within which the BPO has
rapidly grown in India and the-critical need to investigate the dynamics 39 of human
resource management practices and systems in this sector. (Literature Review, n.d.)

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Role of Human Resource Management in Manufacturing Sector:

Human Capital is as important as the Machinery and Equipment’s in this sector. Manufacturing
will have imbalance if the work force is not efficient and cautious. Human capital plays integral
role in this sector as the results completely depends on their hard-work and diligence. In order
to enhance productivity and efficiency, Human Resource Management in each firm should be
practiced well to remain competitive in Manufacturing Sector.

In India, Manufacturing sector majorly employees low-skill and semi-skilled workers. Along
with the general functions of HR (Recruiting, Training, Compensation & Appraisal and
Retaining) HR is liable to resolve problems in each function as well to ensure smooth flow and
healthy environment across.

HR Functions and Problems faced:

1. RECRUITMENT & SELECTION: Recruitment is the process of searching prospective

employees and staffing the company.HR scrutinizes and selects the most suitable
candidate for the job. HR should ensure the workforce selected are aligned with the
strategic objectives of the company. In Manufacturing sector, the major recruitment
happens via “Labour Unions”. The Company ties up with Unions and drafts a bond
which mentions all the details like Wage, Bonus, Welfare, Incentives etc. HR role here
is to draft a win-win bond where both the parties necessities are addressed.

2. TRAINING: In an organization, it is important to provide necessary training to the

employees and keep them up to date with the latest trends and developments in the
industry. Training is the process of increasing the knowledge and skills of employee in
doing the particular job. As Manufacturing sector is evolving in rapid pace and the
technologies used are improvising, it is important for HR along with other line
managers to provide necessary training to their workers every time there is change in
the technology. Bridging the gap between the skill of employee and the skill needed by
the firm to remain competitive is the motive of training.

3. APPRAISAL: Performance appraisal is as important as training and staffing. HR is

responsible for evaluating the performance of every employees and providing
appraisals.HR can internally design and implement structured employee evaluation
systems or can use external counsellors to support with the procedure to ensure that the
procedure and instrument are consistent with the objectives of the company.
Furthermore, HR should stipulate line managers with the tools and expertise they
require to take part in these processes efficiently so that the company can produce the
anticipated results. Successful performance management encourages staff engagement;
a dedicated workforce, in line which results in growth of the sector.

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 4. COMPENSATION: Compensation expenses are usually next to raw materials or
imported goods, the second largest business expense. It is no longer cost-effective to
compete for talent on the basis of salaries alone, and HR managers should maintain the
correct balance of basic pay, variable pay and rewards that attract and maintain elevated
performers, and align the pay package (along with reward programs) with the
organization, teams and individuals' success markers.

Challenges for Human Resource Management in this Industry:

• This issue of a declining workforce must be addressed by HR. It must find ways of
replenishing the organisation's required human resources.

• With an already substantial shortage in the workforce and recruiting abilities,

minimizing attrition is essential for manufacturing companies. Many HR departments
face the challenge of retaining highly skilled talents in the manufacturing industry.
Skills retention is undoubtedly one of the most critical problems in India's
manufacturing industry.

• Inadequate investment in employee growth and development combined with the

perception of a stagnant wage package, insufficient benefits, poor work atmosphere,
and high turnover rates are an uphill task for the entire HR manufacturing sector.

• To cope with fierce competition, HR needs to have a large number of outstanding

talents and innovators still available in their respective workplaces.

• To remain competitive in the industry, HR must concentrate on training and growth.

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TATA STEEL:
TATA Steel private Limited is now the second - largest steel company founded by Jamshetji
Tata on 26 August 1907. As a global Indian corporation, with its head-quarters located in
Mumbai, Maharashtra and their largest plant in Jharkhand. TATA was earlier known as
TISCO (Tata Iron & Steel Company Limited.

• Products they produce: Hot and cold rolled steel, Coated Coil, Steel Tubes, Steel
Tubes, Steel Rebar, Wire Rods.
• Segment they serve: Agriculture, Automotive, Construction, Energy and Power and
Engineering.

Focus on HR specifics of TATA Steel, India:

TATA Steel follows a vision that states-we aspire to be the reference point for creating value
and corporate citizenship in the worldwide industrial sector. They primarily aim at making
difference through their company policies:

• For our people: Encouraging teamwork, nurturing innovation, improving leadership

skills, and acting with pace, enthusiasm, and pride.

• For our offerings: Become the supplier of choice, provide our customers with quality
goods & services, and build value.

• Our behaviour: Ensuring a safe environment, extend care for our communities, also
exhibit ethical standard.
• Our policies: In accordance with the Tata Code of Conduct, we practice a set of
principles in our daily operations to promote uniformity overall.

• Our Creative Approach: Develop Innovative solutions in all aspects i.e. technology,
process, and products.

The mission of Tata steel is to serve with utmost excellence in everything it does, to provide
an environment which is free from fear and to reiterate confidence with its democratic
principles. They claim that the primary source of competition are their workers/employees,
hence company place them first in all their initiatives.
TATA have a sustainable performance as they acknowledge and rightly focus on maintaining
healthy relationship with their resource capitals which help the company to create value.

Stand-out HR specific policies/practices of TATA Steel:

• Strive to foster an open environment where employees have mutual trust and teamwork.
• Our HR role is of strategic partner, ensuring the business adopts best practices for
healthy relationships with employees.

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 • Company firmly believes that people are their greatest asset, and their growth and job
satisfaction is of utmost priorities.
• TATA Steel is the first manufacturing industry to have a policy of 5 day work per week
and 8 hour per day.
• They follow leave with pay and Workers’ Provident Fund Scheme for all their
employees.
• TATA steel is announced as the “The Best Place to Work” in Business Today, India
Survey 2016 and 2018.
• Company formulated stringent policies in regard to Maternity Leave for its employees.
• Mosaic, a project for diversity and inclusion that promotes meritocracy, gender
diversity, a welcoming workplace for workers for differently abled and increased
women's involvement in senior management.
• Tata Steel recently rolled out a new policy where LGBTQ+ (Lesbian, gay, bisexual,
transgender and questionable) community can declare their partnership and avail all
the HR benefits permissible by the law.

• Remuneration policy for Directors, KMP’s and all the employees are formulated which
in itself is sufficient to attract and retain the talented and competent employees.

a) Basic/Fixed salaries to all employees sufficient and suitable in the line of their
expertise and service.
b) In addition to basic/fixed pay the company provides allowances and benefits to
ensure employees enable certain level of lifestyle and scope for saving and tax
optimization.
c) The company provides retirement benefits as applicable.
d) Company follow performance linked bonus, incentives, and appraisal to all their
employees.
e) Premium for Insurance policy if applicable.

Health and Safety

Company has a committee which follows a strong governance structure to ensure

safety, health through monthly reviews (Quarterly health checkup’s) executed
throughout the organization.

a) Ensured all the first aid centers are always fully equipped and manned with
doctors at all times.
b) “Doctor at Doorstep” is a program which sees if the dedicated team of
physicians, technician visit the employees on shopfloor and conducts
counselling sessions on Essentials of Lifestyle and importance of health care.
c) Access to Healthy Food 24 * 7 in the canteen.
d) In order to minimize dust levels, air pollution control systems have been
installed in all the plants.
e) Detector is installed for detecting hazardous gases in the plants.

f) Company avails a mobile application “Our mobi step” to ensure employees can
report any unsafe condition/act in the workplace.

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TATA Workers Union: (Source of Recruiting Employee in TATA Steel Plant)
• TWU is one amongst the earliest trade unions which was formed in India. It plays a
predominant role in this industry with their exceptional pioneering practices and
policies.
It’s been a century now since TATA Steel collaborated with TMU.
• It is widely accepted by the Boards that TMU has always marked their presence with
utmost service and unity during crisis time.
• In the history, TMU had only one strike during the year 1928, which was resolved with
the guidance of Subash Chandra Bose.
• TMU had a structure where workers and the management got equal authority.
• With the help and coordination of TMU, Tata Steel was bestowed with numerous
awards for their work-life practices.
• Tata steel and TWC have recently made revision in their bond by making annual bonus
system essential to all workers. This was applicable even during our Global Covid-19
pandemic.

Approach for Protecting Human Rights:

1. For Full-Time Employees: A special forum on diversity called MOSAIC has been
established across all Tata Steel locations in India to raise awareness of the workforce
as well as to undertake diversity promotion initiatives. It ensures equal chance for all
workers with no gender, caste, color, creed discrimination.
2. For supply chain: All business partners comply with / sign the Code of Conduct setting
out the standards for human rights and protection that need to be adhered.
3. For Contract workforce: A dedicated cell for the contractor is set up to ensure that all
contract employees are provided with periodic reviews in a secure and healthy
workplace.
4. For indigenous communities: The Corporate Social Responsibility Team ensures that
the company upholds the highest levels of human rights as part of recovery and
resettlement, both before and after project completion.

Financial year 2018-2019 report on Human Capital (TATA Steel Integrated Report, 2018-
2019):Statistics related to Human Resource Management:

• 32,984- On-the-roll workers in India

• 26% Drop in high-possibility events
• 12366 contract employees - Felt Leadership Managers offered skill qualification
training and development services
• For the last four years, ZERO road incidents inside plant premises.
• 12.62 out of 16, Average Health Index Score.
• 132.87 crore in Employee Training and Growth was invested. (TATA Steel Integrated
Report, 2018-2019)

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ASIAN PAINTS

Asian Paints is a remarkable 75-year old paint manufacturing company in India & the world.
It started as a partnership firm by 4 friends post-independence turmoil in the country. Its
turnover is Rs201.1 billion with 41-42% market share in the Indian paint manufacturing
industry. Asian paints has its presence in 15 countries and 26 manufacturing units serving
consumers in 60 countries worldwide. It is headquartered in Mumbai with over 7,500 plus
employees spread across the world.

Asian Paint’s vision is to be world-class Research & Technology led company. They push their
limits when it comes to innovation and adapt to changing needs of the market and customers
as well as ever-changing technology. They strongly believe that through R&T they will be able
to achieve and meet customer needs and drive expansion. Ultimately, they want to grow large
in size and better in quality. We can also notice their quirky and relevant print and media
advertisements time and again over the years which helped them in being the market leader &
captured the Indian & Global customer loyalty which has levelled up their brand image to a
great extent.

• High Commitment & Integrity in dealing with customers & partners.

• Innovation – Agile through all times.
• Customer Obsession

Stand-out Human Resource Policy:

Asian Paints believes that it’s people as it’s a key strength. This gives rise to all people’s
processes which begins from the induction of a new employee and helps them grow in the
organization.

- The leading principles are transparency, trust and welfare, and the focus is on hiring and
training young people who are inexperienced.
- Creating a safe & secure environment.
- Staying relevant with their efforts in Innovation is the key to their success. In the same
context, they have established an innovation lab where learning & research is encouraged
across all levels in both plant & corporate offices.
- Competitive compensation and transparent model for performance and evaluation of every
employee.

Structure of the Human Resource Department:

1) Business HR – It is their obligation to work closely with the line managers to run all
processes related to individuals, including recruiting, learning, performance and
interaction. Their role involves designing & executing interventions that focus on
business needs.

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 2) Plant HR – Recruiting, training & managing contractors, career advancement, and
statutory requirements. Factory offices visit as and when required with respect to union
negotiations.
3) Corporate HR – Here the people managers are responsible on entire organizational level
where recruitment, learning and development, resource management, organization
development, performance management, remuneration and benefits in the
establishment. This role demands to be an expert as well as wide exposure &
understanding of all other business functions in the firm.

Best HR Practices:

Asian Paints has ensured that their HR policies and procedures are uniform across the
organization & is implemented in an effective way.

• The company depicts itself as “Custodians of Culture” where there is a fine baalnce
between work,learning, & well-being of the employees.
• Via numerous workforce engagement programmes for both campus and side talent
pools, the company has continued its commitment to recruit best-in-class talent.
• Functional Competency frameworks are already created for various functions in the
establishment now are being employed to build study modules and steer eminence
in every task.
• The leadership competency framework of the organization continues to be
completely incorporated with several HR tasks including recruitmemt and also in
employee evaluation process.
• Swara is a affinity group of women inside the organization which is formed to
confront challenges faced by them while at work.
• Canvas, the campus case competitons aims increasing engagement with bright
minds from premiere B-schools across the country and winners are given an
opportunity to intern with the company.
• The Connect Programme aims on building the capacity for employee
management among mangers in manufacturing factories. The course trains them on
key features to inculcate partnerhsips in the workplace. Under this program, the
employee relationship is assesed through a scorecard.
• One Link philosophy of team management – This programme is designed for top
level managers which choses transformation subjects related to unexplored areas.
With increased engagement at the top level it will foster development & lead to
better decision making.
• A learning platform is built around the concepts of customised,combined & peer
learning among the employees. This has widened the scope of active learning
through mobile accessibility.
• Effective & Transparent Grievance Redressal system in place since 2007.
• The 5S (Sort, Set in Order, Shine, Standardize, Sustain) system used with in relation
to employee relations comprises communication, career advancement, wellbeing of
employees, and inclusive participation which is enabling sustainable industrial
relations.

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Health & Safety
The top priority of Asian Paints in workplace health & protection. In the enterprise and
throughout the supply chain, it’s committed on long-term target of zero injuries.

1. The team is dedicated to the safety of its staff, infrastructure and also to nurture
stewardship through a series of sustainbility intiatives.
2. Building safer and healthier workplaces – The firm has formed a paternship for frequent
review with credible sources and has introduced initiatives in all facilities to take
workers & contractors on a path of transition in areas of pyscological protection.
3. Rs 150 million and plus was used in making sure engineering control through safety &
health.
4. Every manufacturing facility enforce and adhere to strict manufactiring rules. In the
corporate entity, occupational health and safety is centrally administered by a Safety
Council. Plant level apex, Department compliance committees are formed to keep a
check on the same.
5. Emergency Readiness- Planned and executed crisis response team practise managed by
an expert consultant, preceeded by a mock drill every fortnight in all manufacturing
plants. (Asian Paints, n.d.)

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L&T HEAVY ENGINEERING
Larsen & Toubro (L&T) Heavy Engineering is one in all the biggest and maximum
esteemed agencies in manufacturing sector of India. With over 60 years of
a robust, purchaser-cantered method and a non-stop quest for international-elegance fine,
the business enterprise operates with cutting edge technologies and innovative production
processes. It operates Strategic Business Units (SBUs) which are self-reliant and meet the
demands of various sectors. L&T Heavy Engineering has manufacturing plants to supply
custom-designed equipment to various industries in different sectors.

Their centre values are:

• Commitment to overall purchaser satisfaction.

• Enhancement of shareholder value.
• Emphasis on innovation, entrepreneurship, and empowerment.
• Nurturing a subculture of care, trust, and skill improvement.
• Fulfilling expectancies of individuals associated with the company and the society
at large.

Stand out Human Resource Policy:

L&T believes that humans are their maximum precious aid and play a pivotal function in
supporting them to realise their vision. They are devoted to:

• Recruiting, developing, and keeping a team of excessive calibre expertise.

• Enable and empower employees to become innovative.
• Well defined structures and practices to ensure transparency, fairness, and equity.
• Creating an environment with opportunities for continuous learning, enhance
competitiveness and excellence.
• Establish adequate controls to uphold ethics, values, and governance.
• Adherence with United Nations declarations of Human Rights and charter of
International Labour Organization.

Best Practices:

L&T follows diverse techniques to make certain the powerful implementation of its HR
regulations for high-satisfactory enterprise practices. Humans are crucial to all their
accomplishments. Their passion, dedication, and scalability are what powers L&T’s boom
and prospects. The business enterprise believes in equal opportunities irrespective of
gender, caste, religion and nationality. More than 55% of the team of
workers are beneath the age of 30. This younger pool of expertise is
obtainable a healthful blend of possibilities, responsibilities, boom, and purpose. The
business enterprise’s incorporated human aid control framework complements worker
abilities and nurtures each expert and behavioural competency. The paintings subculture

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 empowers its personnel with the liberty to suppose past the predictable and encourages
them to innovate to elevate the overall performance levels.

Diversity:

• L&T provides equal opportunities and its recruitment policies have been fine tuned to
meet this objective. Its programme meant for women specialists to re-join the company
after break is considered as a revolutionary step towards encouragement and support
for women employees.
• L&T has established redressal gadget to deal with proceedings from women employees
on sexual harassment as per the government policy. It formed committees to address
employees’ complaints on such cases.

Employee Upskill Programs:

L&T focus on Continuous Training and professional development of its manpower is

essential to
fulfil its capacity building requirements. It gives numerous schooling modules for
workers
improvement and ability to satisfy the organizational needs and improve overall
performance.

Types of Developmental Programmes:

• Orientation Programmes - Entry-degree programmes to make an easy transition of

the team of workers from instructional establishments into the company environment.
• Core Skills Development Programmes - Aimed to train suitable employees to
undertake larger responsibilities.

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 • Centre of Excellence Programmes – These programmes offer consulting on diverse
enterprise tasks to improve operational excellence.
• Training Programmes – These programmes offer unique schooling on technical topic
through outside experts.
• Performance Oriented Development Plan – It comprises of various activities like
participation in inner and outside competitions, attending seminars and voluntary
assignments etc.
• Theme Based Programmes – Intend to unfold recognition and know-
how approximately a gadget, model, or a manner.
• Safety Course – L&T conducts NEBOSH and IOSH courses for its personnel to
maintain protection throughout its business units.

Leadership Development

Its Leadership Development Academy (LDA) at Lonavala, works with reputed

establishments to offer worldwide exposure.

Leadership Development Programme - It is designed for future leaders.

GLDP - Stephen M. Ross School of Business at University of Michigan conducts this

programme on management abilities in the worldwide context.

Remodelling L&T into a Global Organisation - INSEAD, France, designed the program
for pinnacle control executives. It covers strategic selections like M&A, threat control,
and management attitudes, from a worldwide perspective.

Global CEOs Programme - Harvard Business School conducts this program for handpicked
leaders for destiny roles along with CEOs, Members of the Board, Heads of Business Units
and Key business leaders.

Global Leader Education – This program is aimed for shortlisted leaders with leading
business schools in UK and France.

Selective leaders nominated for Advanced Management Programmes (AMPs) undergoes

courses in colleges like London Business School and INSEAD, etc.

Coaching Leaders – This programme is headed by Group Chairman for senior executives
of the company.

Civil Rights & Work Practices

World organisations conventions on civil rights and work practices are followed
meticulously.

Health & Safety

Company is devoted to ensure a secure and safe place of business through its campuses and
mission sites. It is committed to make sure that each task, or challenge is carried out safely.

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 EHS policy display its dedication to ensure accident free workplace in conjunction with
establishment of control framework throughout its business.

Awards:

L&T was selected as the ‘Company of the Year’ through referred to enterprise day by day
Business Standard. The accolade comes as a part of Business Standard’s ‘Corporate Excellence
Awards 2019’ with excessive profile enterprise magnates gambling the function of the jury.
This award becomes given on evaluation of the business enterprise’s practices that constructed
from high-satisfactory withinside the elegance paintings-existence portfolio as given beneath
Corporate governance:

• Contribution to society
• Scale of operations
• Sustainability
• Leadership and innovation
• All-spherical boom

The 2019 Randstad Employer Brand Research (REBR) survey positioned L&T as one of
the pinnacles of appealing corporation of manufacturers within the country. L&T is the most
effective company at the listing from the engineering, construction, production, or economic
services. L&T scored high due to its economic health, technological bent and a robust
recognition amongst capability personnel.

Leading enterprise magazine Forbes indexed L&T as one of the World’s Best Employers
for 2018. The listing was primarily based on Forbes’ Global 2000 scores of publicly
traded agencies in 60 nations. L&T was positioned at no.22, making it the highest ranked
Indian company throughout all sectors. (L&T, n.d.) (htt)

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HERO MOTOCORP

Hero MotoCorp Limited previously recognized as Hero Honda is the leading two-wheeler
organization with its registered headquarters in India. The organization came into existence
as a joint venture of Two-Wheeler vehicles between Hero India and Japanese Honda in 1984,
although in 2010 they Honda decided to move out and that’s when Hero Cycles decided to
bought their shares and became an independent organization.

Retitled as Hero MotoCorp in August 2011 it is now the world's leading two-wheeler
producer. The company proposes vast range of two-wheelers including scooters and
motorbikes. Through its three manufacturing plants located in Haridwar, Gurgaon and
Dharuhera, Hero manufactures about three million bikes a year. Not only in production the
company is a real "hero" in consumer services with a sizeable network of 3000 stores and
service centres across the country.

Vision
Hero MotoCorp Ltd. has a vision of an empowered and mobile India, fuelled by its bikes.
The corporation's new ownership demonstrates its dedication in providing top-class
automobile utility solutions with improved focus on increasing the corporation's track
globally.

Mission
To be a global business that meets the needs and aspirations of its customers by moving,
setting standards on technology, design, and value to transform its consumers into its brand
envoys. With mindset to continue to emphasize on building value and lasting relations with
its customers.

Standout Human Resource Policy:

Improving Human Capital productivity through training, retraining & incentive schemes.
Multi-tasking is one of the best tools in which an organization improves its productivity and
provides the right opportunity for its employees to move up to the next level.

Organizations that create effective programs for selecting, developing, and retaining talent,
and that involve and invest in all activities by providing the tools and authority to solve
problems and take advantage of opportunities, are likely to emerge before the game. Hero
MotoCorp has started HR driving to keep the company ahead.

HR Practices in Hero MotoCorp

Recruiting and hiring: Great emphasis on recruitment activities is given at Hero MotoCorp.
It forces them to establish formal procedures to ensure that they hire the right people to get

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the right jobs. The training and retraining are very well organized to keep employees
motivated, focused and highly productive.

Performance Management: To meet the expectations of management, employees need clear

goals in terms of Key Result Areas, to focus on strategic development, a well-established
response system & a well-established performance management system is in place.

Personnel development and training: 85% of Hero MotoCorp employees receive 8-20
hours of training/retraining annually to improve their performances. Internal training, in job
training is a major source of staff improvement and development.

Supervisors development and training: At all levels of corporate governors, managers,

leaders play a very important role in guiding their colleagues in implementing strategies and
achieving holistic goals. Hero MotoCorp develops incompetent leaders

• Effective communication and business strategy.

• Support dedicated, engaged staff.

• Manage change effectively.

• Serve as coaches and mentors.

• Promoting a culture of accountability.

• Make strategic decisions and strategies in a timely manner.

Effective teaming: Hero MotoCorp has almost all the above points in its team and that is
why it became the world no. 1 two-wheeler production company. At all levels there is
excellent interaction. Most employees have a very long relationship with the company.
Young people are recruited through multiple HR tests. Competency, productivity, and
modesty are few vital characters of Hero MotoCorp team.

Safety and health

Hero MotoCorp believes that safer working methods provide better business performance,
motivated staff, and higher productivity. With all of this in mind, Hero MotoCorp focuses on
organizational safety traditions as follows:

• Integration of welfare and health issues in each of its activities.

• Ensuring fulfilment with all appropriate legal requirements.
• Empowers its workforces to ensure protection in their workshops.
• Encouraging welfare and health consciousness for members, dealers, and
contractors.
• Continuing to improve its safety precautions by providing its employees with
appropriate training. (HeroMotoCorp, n.d.)

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Conclusion:

The study on the role of Human Resource Management Practices in the manufacturing
industry has brought up number of findings about the performance and management of
various companies. Some of the findings in this report point very clearly the effect of sound
HRM system in a company and directly lay emphasis on the practical application of the HRM
Concepts. There are some other findings and observations that signify the best use of Human
Recourses that leads to development of both economic and social well-being. While the
economic development leads business expansion and diversification along with high rates of
profits, the social development leads to high job satisfaction level, high class business ethics
and values among employees.

The manufacturing industries in India have successfully emphasised on the health and safety
of their work capital across their plants. It is very important to mention before summing up
the conclusion that the research is based on the study of impact of HRM practices of Tata
Steel, Asian Paints, L&T Heavy Engineering and Hero Moto Corp. The four companies on
which we have researched, have their own unique policies to hire, train, develop and retain
their eligible work force. The Human Recourses from both executive and non-executive
categories were examined to understand the prevailing practices of HRM in these companies.
The learnings were based on number of parameters in each of HRM practice namely
Recruitment, Training and Recognition.

The Human Recourse Management in manufacturing industries has improved drastically in

recent years. Each company is now taking steps to change the perception, making their
policies, real milestones, and guiding forces for other companies as well. The strong inputs
and endeavours of these companies have really stablished the Manufacturing Industry as one
the prominent integrated sectors in India.

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References

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Asian Paints. (n.d.). Retrieved from

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navigation/investors/annual-reports/Asian%20Paints%20Annual%20Report_Web.pdf

HeroMotoCorp. (n.d.). Retrieved from

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L&T. (n.d.). Retrieved from https://www.larsentoubro.com/

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