Delhi School of Management

Delhi Technological University

MBA

Semester: III
Paper Code: MGT-34

SUMMER INTERNSHIP REPORT

Academic Year 2021-2022

Topic:

HUMAN RESOURCE INFORMATION SYSTEM

Submitted By:
Lav Sharma | 2K20/DMBA/31
(Section A)

Under the guidance of:

Mr. Bharat Panwar
Sr. DGM
Corporate Human Resource Department
Bharat Heavy Electricals Limited, Siri Fort, New Delhi
Certificate

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 Acknowledgment

My internship with Bharat Heavy Electricals Limited in New Delhi provided me with a
fantastic opportunity to learn and obtain new skills and expertise. As a result, I feel extremely
fortunate to have been a part of the organization's internship programme. During this time, I
was able to interact with many excellent people and experts, and I am glad for the
opportunity.
I'd like to express my heartfelt gratitude to Mr. Bharat Panwar (Sr. DGM, Corporate Human
Resource Department, Corporate Headquarters), Mr. Virendra Prasad Sah (Deputy Manager
(HR)), and Mr. Vikas Sharma (Assistant Engineer) for providing me with this fantastic
opportunity and providing me with invaluable guidance and support throughout my
internship.
I'd want to express my heartfelt gratitude to my respected mentors for their constant
guidance, unwavering support, motivation, and encouragement, all of which pushed me to
pursue my project with renewed passion and zeal.
I'd also like to convey my heartfelt gratitude to everyone of my family, friends, and well-
wishers for their unwavering support throughout the internship and the writing of this report.
This report, I feel, will be a wonderful tool and source of information not only for an
academic institution, but also for everyone interested in learning about internship experiences
at Bharat Heavy Electricals Limited.
This opportunity represents a significant step forward in my professional development. I will
make every effort to put my newly acquired skills and knowledge to the greatest possible use,
and I will continue to refine them in order to achieve my career goals.

Lav Sharma.
3rd Semester, MBA
Marketing and Human Resources Management
Delhi School of Management
Delhi Technological University

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 Content

● Certificate
● Acknowledgment
● Executive Summary
● Overview of the Organization
● Organizational Structure
● Internship Program
● Work Output
● Theory to Practical
● Organization Analysis
● Recommendation
● References

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 Executive Summary

The Human Resource Information System, or HRIS, is a system for storing data and
information for each individual employee in order to better plan, decision-making, and the
submission of returns and reports to external organisations. Integrated systems that gather,
store, and analyse data regarding an organization's human resources are referred to as HRIS.
It merges the field of information technology with HRM as a subject, as well as basic HR
operations and processes. It can be used to keep track of employee profiles, absence reports,
salary administration, and a variety of reports, among other things. It is regarded as one of the
most effective HR practices in the commercial world.
Professionals and business owners are increasingly appreciating the importance of a well-
functioning HR system. The HRIS is one of the most significant components of the HR
system. As a result, the importance of HRIS is increasing in line with the rapid growth of the
corporate sector.

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 Overview of the Organization

About Bharat Heavy Electricals Limited

Bharat Heavy Electricals Limited (BHEL) is a state-owned engineering and manufacturing
company headquartered in New Delhi, India. It is owned by the Government of India's
Ministry of Heavy Industries and Public Enterprises. BHEL is India's largest power
generation equipment manufacturer, having been founded in 1964.
BHEL was founded in 1964, marking the beginning of India's Heavy Electrical Equipment
business. In 1974, Heavy Electricals (India) Limited amalgamated with BHEL. BHEL
became a publicly traded firm in 1991. It eventually gained the ability to manufacture a wide
range of electrical, electronic, and mechanical equipment for a variety of industries, including
transmission, transportation, oil and gas, and other linked industries. However, the sale of
power production equipment such as turbines and boilers continues to generate the majority
of the company's revenue. As of 2017, BHEL-supplied equipment accounted for almost 55%
of India's total installed power generation capacity. The company also provides electric trains
to the Indian Railways and defence equipment to the Indian Armed Forces, including the
Super Rapid Gun Mount (SRGM) naval weapons developed in collaboration with the
Ordnance Factory Board and simulators.
Operations at Bharat Heavy Electricals Limited:
BHEL develops, engineers, manufactures, constructs, tests, commissions, and services a
variety of products, systems, and services for the economy's primary sectors, including
power, transmission, industry, transportation, renewable energy, oil and gas, and defence. It
has a network of 17 manufacturing facilities, two repair units, four regional offices, eight
service centres, eight foreign offices, fifteen regional centres, seven joint ventures, and
infrastructure that allows it to perform more than 150 projects in India and abroad. The
company has created a capability to produce 20,000 MW of power generation equipment
each year to fulfil the rising demand.
In 2015–16, BHEL maintained its market leadership position in the Power Sector, with a
market share of 74%. In 2015–16, BHEL completed 15059 MW of power plant
commissioning/synchronization in both domestic and international markets, a 59 percent
increase over the previous year. With the all-time high commissioning of 15000 MW in a
single year FY 2015-16, BHEL has surpassed 170 GW of installed base of power generating
equipment.
It has also been exporting its power and industry segment products and services for over 40
years. BHEL has global references in 76 countries across all six continents. In 21 countries,
including Malaysia, Oman, Iraq, the United Arab Emirates, Bhutan, Egypt, and New Zealand,
BHEL-produced power plants have a total installed capacity of nearly 9,000 MW. Its tangible
exports include turnkey projects and after-sales services.

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 Achievements

● The renowned US business magazine Forbes recognised Bharat Heavy Electricals

Limited (BHEL) as the Ninth Most Innovative Company in the World in 2011.
● For the sixth year in a row, BHEL has won the ICWAI National Accolades for
Excellence in Cost Management, the most awards of any public or private sector
company.
● BHEL's ingenuity has been recognised around the world; Forbes has ranked BHEL as
the No. 9 most innovative company in the world.
● The Golden Peacock Award for Occupational Health and Safety was given to BHEL
in 2011.
● For the 20th year in a row, BHEL wins the EEPC Top Export Award.
● For the year 2006–07, BHEL received the MoU Excellence Award for the best growth
rate in Market Capitalization.

Organizational Structure

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Organization Structure
At the corporate level, the organisation structure for reviewing and approving project
proposals is based on a three-tiered system of committees. A separate committee operates to
manage and monitor project activities at the unit/region/division level. The committees'
details are listed below.
● Committees at Corporate Level
○ Board Level Committee for CSR
○ Level-1 Committee for CSR
○ Level-2 Committee for CSRit/regions/divisions level a separate committee
exists.
● Committee at the Unit Level

Head of the Organisation:

Dr. Nalin Shinghal
Chairman & Managing Director

Vision, Mission and Key objectives:

Vision:
To become a global engineering company that provides solutions for a better future.
Mission:
In the domains of energy, industry, and infrastructure, we provide long-term business
solutions.
Key Objectives:
Bharat Heavy Electricals Limited (BHEL) was founded on November 13, 1964, with the goal
of creating an Indian Heavy Electrical Equipment Industry. BHEL provides solutions in
power, transmission, transportation, renewables, water, military & aerospace, e-mobility &
energy storage, oil & gas, and industrial to customers in the main sectors of the economy.

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Corporate organisational structure, classified according to the functions is as detailed below.

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 Internship Program

About the Program

Small-scale research was undertaken as part of the programme to better understand the
importance and need for an HRIS at BHEL's manufacturing facilities. In order to comprehend
the ins and outs of an HRIS, its application and utility, procedures involved in its
implementation, training necessary, benefits, and limitations and obstacles, I had to study
several research papers and read a number of publications.

Following the completion of the study, the next step was to establish a training and
development programme to give staff the appropriate HRIS training. For this phase, I needed
to create a training module that included a variety of videos and articles that covered the
fundamentals of the programme in question.

Methodology
This was a study that used Qualitative Secondary Analysis. For the goal of this study, a
variety of research papers and articles were examined, and after a thorough examination of
HRIS, a comparative analysis was conducted on a number of HRIS systems available to the
organisation to adopt inside the department.

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 Work Output

Over the last decade, several firms have implemented Human Resource Information Systems
(HRIS) to help them develop and profit by cutting costs, facilitating information flow, and
aiding HR managers in making smart decisions and achieving a competitive advantage. HRIS
has shown to be a useful instrument for boosting organisational performance in recent years.
The purpose of HRIS is to assist businesses in the creation, transmission, and application of
data about their human resources or personnel.

As a result, effective HRIS development and deployment necessitate a firm basis in multiple
rich literatures. In order to be credible, HRIS research and development should conserve and
build upon the important literature that exists in various but related disciplines. This study
examines the functions, applications, and many concepts of HRIS, with a focus on its
potential role in an organisation.

Human Resource Information Systems (HRIS) have made a substantial contribution to an

organization's effectiveness in today's dynamic business climate and in the era of knowledge
workers. HRIS gives a wealth of information to human resources (HR) professionals,
allowing them to become strategic partners with top management and to forecast the
organization's future needs. The HRIS encourages employees to use HR tasks more
efficiently and delivers better data for decision-making.
HR managers' work responsibilities and expectations have evolved over the last few years, as
functional and strategic challenges have increased.
HRIS is a system that collects, stores, manipulates, analyses, retrieves, and distributes data on
a company's human resources.

HRIS is frequently thought of as a service that provides information to an organisation.

However, as the use of these systems grows more common, higher-level versions of HRIS are
expected to emerge. HRIS will be implemented in three stages: from information to
automation, automation to transformation, and transformation to automation. HR departments
will be able to focus on improved analysis of existing data and creative uses of the HRIS to
give better and more accurate data on which strategic decisions are made as a result of HRIS's
informational efficiency and cost savings.

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A MODEL of ORGANIZATIONAL SYSTEM CENTERED on HRIS

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 APPLICATION & UTILITIES

Database management
Most human resource information system systems include a ready-access database that can be
used to store and manage all personnel information. All employee data can be simply entered
into the system by the HR team (or anyone controlling the portal). The goal is to have instant
access to all of this data and important indicators from anywhere on the planet. Compensation
information, emergency contact information, and schooling background are among the types
of data saved on the system, which also includes current contact information, learning
metrics, and performance review ratings. The database is at the centre of all HR tasks, and it
might serve as a good online or cloud-based backup for a paperless office.

Time and labor management

It takes a lot of work to keep track of each employee's clocking hours. With most companies
now allowing employees to punch in biometrically or log on to enter their own hours, this
daily dosage of data requires appropriate administration. Managers can now approve requests
for leave, and the information can be linked to payroll. As a result, a non-intrusive but
effective human resource information system can monitor timeliness and attendance.

Payroll functions
Payroll is one of HR's most crucial duties. The number crunch can be made a lot easier, and
payments to employees may be made more smoothly, with a lean human resource
information system that allows easy download or upload of employee hours and attendance
data. By decreasing human intervention, this also leads to fewer errors. Furthermore, most
HRIS payroll software improves tax compliance, particularly for businesses that deal with
various tax levels.

Benefits management
Benefits administration encompasses not only medical benefits and retirement investments,
but also all benefits-related questions, feedback, data, and communication. Such applications
give companies and employees alike a one-stop platform experience, increase transparency,
and make processes run more smoothly. The benefits regulations and strategy influence every
employee, and how they are administered affects the individual's overall experience at work.

Employee interface
Employees have limited user access to most human resource information system software,
but even that moderate level of employee self-service is a step toward developing a culture
where employees have more operational independence. The user interface for updating
personal information, reviewing pay scales, changing retirement benefit programmes,
updating direct deposit information, and downloading benefit election documents must be
simple, integrated, and time-saving.

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Talent acquisition and retention
An organization's ability to expand depends on its ability to attract and retain the proper
talent. With that in mind, recruitment and retention are critical components of any HRIS and
are considered must-have elements by the majority of businesses. Recruiting the proper talent
is only the first step in solving the talent conundrum. To promote growth, increase morale,
and foster job happiness, employees must also be supplied with the appropriate training,
career pathing, and reward systems. HRIS software can help recruiters source, track, and
engage with the best candidates while also improving the candidate experience.

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 IMPLEMENTATION of HRIS

The steps involved in building and deploying an HRIS are as follows.

Inception of idea
The inception of the idea is the initial step in HRIS implementation. The requirement for
HRIS software in the organisation must be recognised and agreed upon by top management.
It is an investment, and management must remember that.

Feasibility study
The viability of HRIS must be evaluated because this is an investment. It includes the
following topics:
● Scope of the software
● Future benefits after implementation
● Potential software developers assessment
● Cost estimate
● Value addition to business
● ROI calculation
A thorough feasibility study will aid management in making informed decisions based on
data. Step 3: Putting together a project team
HRIS implementation is a project since it necessitates a planned cost, a set timetable, and
high-quality delivery. The project team's ability and effort are critical to successful
implementation. Members of the project team should come from both HR and IT. Senior
management involvement is necessary to gain top management buy-in on various topics.
"Experts advise that the project team's leadership be shared between HR and IT personnel. If
at all possible, project team leaders should devote their entire time on conversion. "Having a
dedicated team implies [the deployment] will proceed faster," says Gretchen Alarcon, vice
president of human capital management product strategy for Oracle, an HRIS software
company based in Redwood Shores, Calif.

Defining the requirements

The scope of the project must be specified at this point. It will not be a comprehensive
requirement definition, but it will include the processes that will be implemented in the
software. Some corporations may choose to develop the payroll module, while others may
desire the development of additional modules. It all depends on the concerned organization's
budget and strategy. However, it is a necessary step before contacting the vendor or software
developers. Otherwise, it will be more difficult to communicate and negotiate with software
developers. At this point, the company's HR policies and processes must be thoroughly
examined and established. If the process is ambiguous, it may be difficult to incorporate it
into the programme.

Vendor analysis
Another problem is finding the correct software developer. The developers' capability, track
record, and good will must all be taken into account. The organization's needs must be
communicated to developers in a clear and unambiguous manner. If necessary, existing

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processes can be clarified with them. They will make an offer after they have a good
knowledge of the requirements, which will include a cost and a specified schedule for project
completion. To avoid ambiguity in the future, the software requirement specification should
be documented.

Package contract negotiation

Following receipt of the final quote from the suppliers, the work order choice will be made
based on cost and quality factors. After that, the software developers will sign a contract.
Then the development process will begin. However, the corporation must periodically
monitor the development work to guarantee that the project is delivered on time and in good
condition.

Training
After the contract is signed, training normally begins as soon as possible. First, the project
team members are taught how to use the Human Resource Information System. The human
resource representative will train managers from other departments on how to submit
information to the HRIS and how to seek information from it near the conclusion of the
implementation.

Tailoring the system

Following the completion of the system requirement specification, the software design
process will begin. To highlight areas for improvement, the design should be shared with the
company.

Collecting data
At this point, the necessary data for entering into the software will be gathered. To collect
data for the programme, a team of HR professionals must be employed. Validation of data is
also essential. This is an extremely important aspect of the project.

Testing the system

Testing is essential once the system has been developed with data. It's referred to as the User
Acceptance Test by some organisations. Users utilise it at this point to see if there is any
discrepancy between the requirements and the software delivery. If the test passes, the
company receives the final deliverable.

Starting up
Following User Acceptance, the software will be installed on the user's PC or through the
web, according to the system settings and requirements.

Running in parallel

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Running the present process, whether manual or software, in parallel with the new software is
a safe bet. The process will not be hampered in the event that the new software fails. To avoid
any technological issues, at least one full cycle of the procedure must be conducted in
parallel.

Maintenance
After the programme has been deployed, it must be maintained and monitored on a regular
basis. An annual maintenance contract with the software development company might be
negotiated for effectiveness.

Evaluation
The performance of the software will be evaluated once it has been executed for a specific
amount of time. It's important to assess how much value the software has added since its
inception.

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 BENEFITS of HRIS

Using HRIS has a number of benefits for businesses. They broadly include: providing a
comprehensive information picture as a single and comprehensive database; this enables
organisations to provide structural connectivity across units and activities and increase the
speed of information transactions; increasing competitiveness by improving HR operations
and management processes; collecting appropriate data and converting it into information and
knowledge for improved timeliness and quality of decision making; collecting appropriate
data and converting it into information and knowledge for improved timeliness and quality of
decision making; collecting appropriate data and converting it into information and
knowledge for improved timeliness and quality of decision

Traditional accounting methodologies do not work with the HRM function when evaluating
the benefits and impact of an HRIS on a business. While there are some tangible advantages
to using an HRIS, such as payroll efficiencies and labour cost reductions owing to
automation, there are also several intangible or hidden advantages.

The key benefits of HRIS are as follows:

● Increased data retrieval and processing speed.
● Reduced duplication of work, resulting in lower costs.
● Data classification and reclassification is simple.
● Improved analysis leads to better decision-making.
● The information/report generated is more accurate.
● Quick response to questions.
● Report quality is improved.
● A more positive work environment.
● Creating a streamlined and methodical technique.
● There is more transparency in the system.
● Employee-Self Management.

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 LIMITATIONS and CHALLENGES to SUCCESS of HRIS

● One of the main concerns is security. Unauthorized access to sensitive and

confidential data, as well as the inadvertent publication of such material, must be
avoided using systems. This usually necessitated a large number of "compartments"
and access levels, all of which had to be monitored and maintained.
● There's also the financial consideration. This can be an issue, especially for smaller
businesses. There are acquisition and maintenance costs associated with any system.
Because they are cloud-based and don't require as much upfront investment, SaaS
(software as a service) technologies are more cost-effective.
● Staffing. The cost of engaging an IT specialist to manage the system is likely to be
higher with larger installations.
● Inconsistencies in the value placed on HRIS have made it difficult to maintain
management commitment to the project and get the resources needed to properly
build the new or improved HRIS.
● The tendency to underestimate the HRIS's complexity and its impact on the
organization's behaviour and procedures.
● The difficulties in getting users to adopt the HRIS and the resulting underestimation
of the necessity of change management.

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 Theory to Practical

Many concepts learnt in my MBA course came in handy while working in the internship. A
lot of concepts related to Market Research learnt in Business Research Methods, IT and
Innovation Management and Human Resource Management in the second semester were of
great help in my projects. Having prior basic knowledge made my task easier. The concepts
like qualitative and quantitative research, Databases, lay the foundation for my project.
On the Corporate skills front, theories learnt in Business Communications and Organizational
Behavior were of great help to ensure good conduct and interpersonal relations in the
company. Having used these skills practically gave me confidence for being able to excel at it
in my future endeavors.

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 Organizational Analysis

The corporate world's culture is shifting dramatically. The sources of power have switched
from capital to human capital, and from natural to knowledge resources. In the personal,
professional, and organisational contexts, we live in a world where there is a discernible gap
between the current condition and the intended state.

HRD plays a critical role in assisting both management and staff in recognising and closing
the aforesaid gap through suitable training. This is the cornerstone of modern HRD practice.

HRD is the process of assisting people in developing their job competence, personality, and
other characteristics in a continual and organised manner. It is the overall development of
people in order for them to provide their best to the organisation.

In the context of an organisation, HRD is a process by which employees are consistently and
strategically assisted to:

● Acquire or improve the abilities needed to effectively perform their current and
predicted future positions.

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 ● Develop the broad talents to recognise and investigate their own organisational
development potential.
● Develop an organisational culture that promotes teamwork, mutual trust, and the
freedom to express one's feelings and opinions in order to benefit employees and the
organization's professional well-being.

BHEL views its employees to be a valuable resource. It looks after the organization's human
relationships.

The main functions of the HRD:

● Determine what employees require.

● A training and development programme is implemented based on the requirement.
● Training budget is approved by the HOD
● The required employees will undergo training

Letter of Recommendation

To Whomsoever It May Concern

It is with great pleasure that I recommend Lav Sharma. He did an amazing job as a
Management Summer Intern at Bharat Heavy Electricals Limited by diligently executing the
project assigned to him and showcased good, polite behavior. He has truly worked hard in a
dedicated manner to understand the workings of the organization and its HRD and provided
good insights to improve the functioning of the department.
I am sure he will be a great addition to any team or role the person takes up and will excel at
it. With this, I would take this opportunity to wish him all luck with future endeavors.

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Yours truly,

Mr. Virendra Prasad Sah

Dy HR Manager
Corporate Office
Bharat Heavy Electricals Limited, New Delhi

References

● https://www.bhel.com/sites/default/files/Serial-No-1
● https://www.bhel.com/organization-structure
● Hendrickson, A.R. (2003) Human Resource Information Systems: Backbone
Technology of Contemporary Human Resources. Journal of Labor Research
● Sah, M.K. (2013) Human Resource Information System.
http://www.authorstream.com/Presentation/mundirika10-1428876-hris/
● Arnold, J.T. (2007) Moving to a new HRIS. HR Magazine: HR Technology
● Shanu, U. (2013) Human Resource Information Systems.
http://www.slideshare.net/ujjmishra1/human-resource-information-system-28839723
● Dery, K., Grant, D. and Wiblen, S. (2013) Human Resource Information Systems
(HRIS): Replacing or Enhancing HRM.

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