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SUBMITTED TO: Mrs. Pragya Sonawane
Submitted By: Section J Akshay Seth Arvind Singh Ankit Kumar Dharam Raj Gautam Dinesh Kumar Pankaj Lokesh Kumar
IILM INSTITUTE FOR HIGHER EDUCATION Content Introduction to a company Report on HRM practices followed by MARUTI SUZUKI Conclusion Bibliography 2 .
The company offers a wide range of cars across different segments. people movers.03.000) passenger car units annually.200.78. off-roader Gypsy. These include Maruti Suzuki has employee strength over 7.75 million by 2013.20. Maruti Suzuki's revenue has grown consistently over the years. SUV Grand Vitara. With this. For this the company will be investing around Rs. Swift. A-star.922 2.365 vehicles including 1. the company sold a record 10.034 1. sedans SX4 and Swift DZire In an environment friendly initiative. 3 .INTRODUCTION Maruti Suzuki India Limited (MSIL. WagonR.600 (as at end March 2010). India.45.583 Year 2005-06 2007-08 2009-10 (Rs. MSIL has been the leader of the Indian car market for over two and a half decades. Year 2004-05 2006-07 2008-09 Net Sales 1.3 per cent of the Indian passenger car market (including C segment).18.575 units of exports. in August 2010 Maruti Suzuki introduced factory fitted CNG option on 5 models across vehicle segments.603 3. 60 Billion (Rs 6. international brands Alto.01. in Million) Net Sales 1.000 Crores) over the period till 2013. Omni and Eeco. It offers 14 brands and over 150 variants .198 The company is listed on Bombay Stock Exchange and National Stock Exchange. south of New Delhi. Alto-K10. The company plans to expand its manufacturing capacity to 1. Japan.Maruti 800. Maruti Suzuki had a market share of 53. The company has two manufacturing facilities located at Gurgaon and Manesar.2 million (1. Ritz and Estilo.09. Both the facilities have a combined capability to produce over a 1. formerly known as Maruti Udyog Limited) is a subsidiary of Suzuki Motor Corporation. at the end of March 2010.47.108 1. In 2009-10.
. On interviewing him we asked a question related to the HR skills. job description.K. HR planning. interview process and types.Subject Knowledge Manager should be people centric i. The questions with responses are as follows: What are the proficiencies (skills) should a HR manager have in the according to you? The four proficiencies are Understanding of Business Understanding skills required for Business HR competence. performance appraisals. recruitment and selection.. S. direct application Campus recruitment 4 ..e. orientation and induction process. The Assistant Manager of (HRD Dept) MARUTI.e. we visited MARUTI to meet Mr.e. Bhatia.. he should be employee champion Sources of recruitment: The different sources of recruiting the candidate or selecting the candidate for the firm are: Consultants i. During the meeting with him we asked questions related to HR practices followed in the company.e. Company database Job portal response Through advertisement on the company website i. and assessment criteria. Gurgoan Branch. training.On 11th January 2011. with the help of consultancy company Employee referral Databank i.
administration staff etc. meeting rooms. boardrooms. the new candidates first go through the orientation program where the trainer makes the candidate familiar with the environment and culture of the company. CIT: The Critical Incident Technique (or CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria. which are then used to solve practical problems and develop broad psychological principles. bathrooms. A critical incident can be described as one that makes a significant contribution—either positively or negatively—to an activity or phenomenon. Induction: means getting the new candidate acquainted with the job he/she has to perform in the organization. However only actual use demonstrating that the product no longer induces the problem ensures that it is currently safe. c) Health and safety training as necessary dependent on job role. useful offices such as IT support staff. pointing out fire exits. CIT identifies possible sources of serious user-system or product difficulties. Assessment Centre: There is assessment sheet the company follows to check the performance of their employee during the tenure they spend in the company. So that they check the problem solving ability of a candidate. In MARUTI. These observations are then kept track of as incidents. 5 . The recommendations for improvement try to eliminate the potential for the same situation to result in similar loss. The assessment sheet is same for all the employee of all the departments in a firm. Induction program should include: a) Introduction to important staff (not just a quick hello but sufficient time to get acquainted and understand their job role) b) Tour of the building. may include items such as manual handling and where to find the health and safety notice board.Interviews: There are basically three types of interview: CBIT Critical Event Incident/Behavior/Critical Incident Technique: This is most important type of interview the company took before recruiting the candidate to check their behavior by giving them a challenging situation related to real life scenario. Don't forget to show them where to find office stationery and the position of photocopiers / faxes. Orientation and induction program Orientation: means procedure for providing full information about the company’s background to the new employee.
This training checks the how the new employee works in a team by assigning them to play different roles. It depicts the hallmark of good management and the ability of a manager to give training to the new as well as current employee. appraisal criteria. laws and policies. According to HR manager of MARUTI. is an employee in the organization in the administrative department provided us with the information that appraisal system in MARUTI is very slow so the rewards and recognition are delayed on the continuous basis which effect the working of organization. The role may be of a team player. and then the new employee is transfer to their respective departments where the induction process took place. Training means the process of teaching new employee the basic skills they need to perform their job. with the working environment. this training comprises of the subject knowledge related to the job assigned to new candidate. The Company gives two type of training to their employee: Technical Training Behavior Training Technical Training: In MARUTI. or understanding the function of business i. the orientation process followed by an induction process. 6 . Behavior Training: In this training the employees are given a situation under which they have to project their behavior. Training process Training is the most important process for the organization. In technical training the candidate is trained with advanced technology. we did not come out with the performance appraisal system but the person through whom we were able to contact the HR manager. team leader. vision to achieve. In MARUTI. First the orientation took place at the different offices of MARUTI. Performance Appraisal: Meeting with the HR manager. assessment criteria. people of all departments. health and safety training.d) How to complete day to day tasks and where to find the necessary folders / files. new method to achieve their target with in a time period.e. In which the employee gets acquainted with the job he/she has to perform while he/she is working for the organization. how efficiently they can work in a given situation.
We find that the recruitment process of the organization is comparatively has a parity. Organization follow the same procedures from screening to selection. But one aspect that MARUTI overlooked was that an employee of the organization should have right attitude towards the vision and objectives of the organization and also the employee of an organization are satisfied with their roles and position of responsibility in the organization. After that shortlisted candidate is call for the interview and screening process. In MARUTI recruitment process begins from by preparing the MANPOWER budgeting by CEO. GM-HR and HOD of the company at the end of financial year. 7 . HR manager emphasized on the requirements that the HR manager should have in it to efficiently manage the organization with the certain proficiencies. There are three interview rounds took place Functional Interview Round. If this form approves then this form is transferred to the Recruitment manager where sourcing of CV’s is done.Analysis OF HRM Practices for MARUTI We got to know the HRM practices followed by company. from point of Job Description to recruitment to training and development of an employee in the organization. where we went through a series of question with HR manager. and last HR interview where selected candidate from two round negotiate on salary with HR manager. The concerned department manager request for the MANPOWER approval form from the GM-HR of the company. JAF.
Conclusion: Finding we made out analyzing Maruti. processes and procedures that was a part of HRM practices mentioned by HR department and was implemented quite effectively in all the levels of hierarchy in organization. This proper and effective implementation of policies enabled the company to effectively manage all the priority functions of organization. was that there was proper policies. The effective policies enabled the positioning of the right person for right job and aided the personnel of the company to bring it among the leading automotive industries of India. which holds the major chunk of Indian market. 8 .
marutisuzuki. S.Bibliography: http://www.com/ Interview with Assistant Manager-HR Mr. Bhatia of MARUTI MARUTI SUZUKI Annual Report 2008-2009 9 .K.
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