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Lloyds Group



From the early fifties, the Indian economy has experienced significant growth and diversification, particularly in the manufacturing sector. The growth in this sector has been characterized by the emergence of new enterprises, increasing size of business operations, technological changes, growing competition, clear emergence of Governments industrial policy, growth in the capital market, growing desire of Indian businessman to shed old traditional values and its management, social and political changes, increased uncertainties, changes in Labours approach and Labour Laws and amounting complexities in business operations, etc. These changes have brought the need for modern management tolls and practices. As such HRD is being considered an integral part of the business. For its survival and growth, a modern enterprise must be in a position to freeze its long-term future, visualize the inherent opportunities and threats. In other words, an organization must be in a position to analyse the futurity of its present decisions and reduce the uncertainty of future. In this context, HRD has emerged as an effective tool, which enables an organization to cope up with the environmental pressures and future uncertainties . The present study is an attempt to analyse the practice of Training & Development activities carryout by the Lloyds Group of companies Chapter (a) focuses of HR Planning, Training Policy and Training budget. Chapter (b) explains the training needs assessment system. Chapter(c) analyses training and other development programmes and their evaluations. Chapter (d) discusses the strategies for improving HR activities in the organization.

This is to thank immensely all people (particularly HRD personnel of Lloyds) for their help in completing this report. At the same time, I am extremely grateful to my guide, Sh. A. Mallik, Dy. General Manager Personnel (Rtd.) L & T, who took all pains to provide timely guidance in completing my Thesis.. During my association with him, I have benefited by his wide experience and enhanced my vision in the field of HRD. I am obliged to my friends in Lloyds Group who have always given me encouragement and valuable assistance.

Sr. No. Topic 1. 2. 3. 4. 5. 6. Objective and Scope of Week Methodology History of the Organisation Design & Structuring of HRD Existing HRD & Training Practices - An Analytical Study A. B. HRD System : HR Planning, Training Policy, and Training Budget. Training Needs Assessment System Training and other development programme and their evaluation

7. 8.

Strategies for Improving HRD activates in the organization Conclusion

INTRODUCTION :- Increasingly, more importance is being given to people in organization is releasing that human assets are the most important of all assets. This emphasis can also be partly attributed to the new emerging values of humanism and humanization. Moreover, with the increased emphasis on creativity and autonomy, which people are increasingly acquiring and enjoying in the society, the expectations of people, cannot be granted any more. The term human Resource is sometimes criticized mainly on the ground that this concept treats people as a resources, and not as human beings. Probably, two concepts are involved in this term, one that people are resource and so are valuable for the organization and two that this resources has to be treated as a human resource and not merely as people or personnel resource. In other words, human resource may be interpreted as a resource to be recognized and appreciated and has to be treated differently, as a human one, and not like other material resources. The concept of Human Resources System (HRS) therefore, assumes that human beings are a great asset to the organization. They are not merely necessary evils to be reckoned with, in fact, they can contribute a great deal to the achievement of organization goals. This positive view of people working in the organizations as an asset

with unlimited potential is the core of the concept of the human resource system. Another underlying concept of the system is that investment in human beings is necessary. Investment for increasing the resources is important and the more an organisation invests in its human resources, the greater the return from the investment is likely to be. This realisation of the need for continuous investment and the possibility of substantial return, is an important concept of the human resource system. There is also one more reason why investment in human resources is necessary. It is also being realised that organizations have an obligations to the society, that they should also contribute to the development of people, and operate with the new values of treating people as human beings as well as contribute to this value of creating traditions and culture of respecting people as human beings. Human Resources System has four implications, which are as follows :1. It consists of several dimension or components, which are unique and distinct although related to one another. These components need to be treated as unique entitles. 2. These elements or components are inter related and form a network reinforcing each other, there are feedback loops from one sub system to the

other, such a network assumes inter relationships amongst the various components, contributing to a thrust by the entire system. 3. The human resources system can be conceived as an open system, interacts with other systems in the organization such as the information system, the budgetary system etc., and does not function in isolation. 4. It is a unique system, for it has own dynamic, rules, procedures and operation, which is distinct from that of other systems. It has, therefore, unique ways of working and hence requires special consideration. With these, it can be treated as a system. Human Resource is a large system in itself and it consists of several subsystems.

OBJECTIVE AND SCOPE OF WORK: The primary objective of the present study is to analyse the practice of HR Systems in the organization. It aims at bringing to the focus the salient features or what are being practices in the name of HR System by the organization. Exploration, examination and analysis of gaps between ideal systems and practice of HR System would indicate the causes and remedies for the dichotomy between ideal systems and practice of HR System would indicate the causes and remedies for the dichotomy between what is being practices and what ought to be practiced. Keeping this in view, this study intends to analyse and cover the following aspects of HR System. HR Planning Training Policy Training budget Training Needs Assessment system Training and other development programme and their evaluation. Strategies for improving HRD activates in the organization.

METHODOLOGY: The methodology used for this study is: In dept study of existing HR Systems, policies procedures and methods. Discussion with middle level and senior level executive in the organization at different interval to know their opinion and ideas about the system. Discussion with Chief Executive and Managing Director.

HISTORY OF THE ORGANIZATION Lloyds Groups is more than 30 years old company engaged in diverse activities like manufacturing of sophisticated equipment and executing turnkey projects, Steel, Finance, Reality, several of them being first of their kind in India. The Company was incorporated in the name and style of Gupta Tubes and Pipes Pvt. Ltd. On 27th April 1970. The name of the company was changed to Lloyds Steel Industries Ltd. on 10th September 1985. The companys status was changed to that of public limited company with effect from 3rd June 1986. The main objectives of the company are: To carry on business as manufactures, importers, exporters, dealers, distributors, commission agents, wholesalers and retail dealers in ERW Tubes, iron and steel, metal, steel alloys, scrap pipes, wires, drawing of any metal. To carry on business of all kind or iron and steel founders, steel makers, steel shapers and manufactures, mechanical, structural, electrical, metallurgical engineers and fabricating turnkey contracts casting and to by, take on lease or hire, sell, import export, manufacture, process, repair, covert, let on hire. Otherwise deal in such products and allied commodities machinery and implements.

Chairman Managing Director : : Mukesh R Gupta Rajesh R Gupta B L Agarwal S Samarpungavan D D Damodar S P Nagarkattee R Narayanan P P Chitale P C Soni S Govindaraj N N Joshi Company Secretary Turnover Products : : : S N Tiwari Rs. 5000 Crores i. H R Coils / Plates ii. C R Coils iii. Galvanized sheets / coils iv. CR Strips v. FRW Pipes vi. Sponge Iron

vii. Manufacturing Equipment, Power Equipment viii. Turnkey Projects ix. Corporate Finance x. Investment Banking &

HC Plant


xi. International Trade xii. Third Country Exports

xiii. Real Estate Development Total Manpower : 2500 (Approximate)

DESIGN AND STRUCTURE OF HRD GROUP Organisation gives lot of importance to HRD and expects tremendous contribution from HRD in organizational development. Keeping that in mind, Management has designed existence of HRD Department in every group company. Structure is as follows: CHAIRMAN



In each group company P & A is headed by General Manager & have separate Personnel and IR, HRD and Administration department which is headed by Managers.


Lloyds Group is a 5000/- Crore organization which deals in Engineering Steel, Finance, Projects, International Trade, realities, etc. Total manpower strength of the group is around 2500 employees working at different location in the country and abroad. The entire group is again divided into different divisions and companies as per the product / service line. Each group is having its own HR Department, which take care of the HR function at unit level and co-ordinate with Group HR, which is as follows: 1. 2. 3. 4. 5. 6. 7. 8. H R Policies manpower Planning Recruitment and Selection Training and Development Performance Appraisal Salary Administration I. R and Statutory Compliance Administration etc.

For purpose of our project, we will focus only on following HR aspects as required: HR Planning Training & Development Training Policy Training Budget Training Need Assessment System T & D Programme & its evaluation

H R PLANNING: In last 30 years Lloyds Group has grown in many folds with diversified activities. Perhaps due to fast growth in business, they could not keep pace with systematic HR Planning, resulting in adhoc recruitment system. Presently, the company is having large number of surplus manpower and HR planning is in bad shape. During the study, it was observed that following factors are pushing the company toward heavy losses. Bad Human Relations Job dissatisfaction Low productivity and efficiency of the employees Rise in Union activities Heavy burden in terms of salary and other fringe benefits

There is need to introspect at the entire process of HR Planning in the Lloyds Group which management have realized now. TRAINING POLICY AND TRAINING BUDGET: The importance of training function is reflected in the organizations budgets allotments to training. In Lloyds Group not even 0.1% of the entire budget is spent on training and this shows the importance to training department. There is nobody who is directly and only responsible for training in the organization. This is handled by P & A Head alongwith other functions. There is absence of clear out philosophy and policy on training. There is absence of recognition of purpose mechanism of assessing training needs prerequisites for sponsorship to programmes follow up requirements factors to be taken into consideration before sponsoring and employees for training sponsorship responsibilities and other details Training guidelines and organization expectations out of employee is not made available to them. TRAINING NEEDS ASSESSMENT SYSTEM On the part of Training Department it is necessary to ensure that the training programme is based on the inputs needed by the trainees. This posses more challenges and difficulties to HR department because it is difficult to predict the requirement of employees in absence of any scientific method. One can only design programmes that are likely to be of general use. HR Department

does not have accurate data on requirement of employees. There is no periodic survey or research studies carried out for identification of training needs. Normally there is a small heading in the appraisal from about the future training requirement of employees. Even that column is not filled at ally by the superiors. They feel training is not required. There is need for scientific study to find out the requirement of employees in terms of knowledge, skill and attitude. TRAINING AND OTHER DEVELOPMENT PROGRAMMES AND THEIR EVALUATION: Lloyds is a fast growing company and in the last 30 years the companys turnover has reached to Rs. 5000/- crore. Growth has its own problem and in last 30 years the company did not feel the requirement of training function. H R department used to organize very few training programme on adhoc basis. The is no systematic / scientific criteria for selection of candidates for such training programme. Evaluation of training programme is also not done very systematic. At the organization of trainging programme, about faculty and handouts which is not of much use. It is more a formality.


Lloyds Group is a multiproduct, multilocation and multicrore organization, having its head office in Bombay, Around 5000 employees are working in this organization. Lloyds Groups investment profile is highly capital intensive. Its business environment is also quite competitive having global operations. Growth process of the group has been very fast and sustained. In any business group like ours, basic question is as to how to stabilize the organizational process, improve the competitive ability of enterprises, cost reduction and improving overall productivity of their operations. Obviously, the basic input for achieving sustained success in an environment like ours is through building up management systems and quality improvement in human resources particularly management group. Experience all over the world has shown that advantage of modern, advanced technology adoption and large scale operation could be obtained only when organisation is able to match sophistication in technology through their sophistication in administrative, organizational and human systems. There are ample number of cases all around showing that even if an enterprises has been able to mobilize and assimilate an advanced technology and technical systems, its failure in developing its administrative and functional management systems, organizational and human systems have prevented overall success of enterprises. HR Systems and productivity / Quality Systems like Total Quality Management Kaizen, Quality Circle, Suggestion Scheme and such other schemes predominantly an effort to build up the overall managerial inputs of an enterprises by building up its functional management and administrative systems as well as organizational and human systems. One of the very remarkable features of Lloyds Group is its abundant inbuilt faith in renovation and creativity, particularly in the systems of HRD. Fairly reasonable infrastructure has been built up in all the enterprises of the Lloyds Group in India for taking advantage of modern systems of HRD and productivity systems. However, the total effectiveness of our efforts on HRD have to be much greater that what they are today and there is unlimited potential for improvement and an increased output through systems. To state with, organization is to define its concept and philosophy of HRS and total scope of work to be taken up in coverage of HRS.



HUMAN RESOURCE POLICY CONCEPTUALISATION AND ARTICULATIONS : Defining the broad objective with respect to human resources is like focusing on the mission with respect to human resources. Here, the concern is not the preparation of personal manual and its circulation. Focus is on clarifying and articulating the approach to human resources each company would like to have. For example, one has to a distinctively choose whether the company would like to play a role of a model employer or is it concerned with taking human resources as a potentially high yielding asset ? Is the company concerned with a short term objective of employment and output or is it concerned with a long term, objective of building up commitments and loyalties of the employees or is human resources mission and policy or a combination of all these. Thus, each company has to define, what is the basic focus n its human resources policy. If we are taking long term growth and success of our enterprises, our human resource policy has to have perspective approach of on treating human resources as human capital, which has infinite potential for value addition and high yield depending on our management strategy and practices. Starting point has to be policy framework, which has to be translated into reality through deliberate planned actions. HR Policy has to define, articulate and appropriately share the defined concept among the employees. It is the shared value and concept, which will have implications. OBJECTIVES AND AIMS OF HR POLICIES A managements HR policy will have two types of objective, general and specific. The statement of general objective will express the top managements basic philosophy of human resources and reflect its deep underlying convictions as to the importance of people in an organization and management activity which deals with people i.e. personnel administration. The management must formulate and develop a basic creed, which should contain a clear-cut statement of the companys general objectives of the personnel management major responsibility. The statement of specific objectives should refer to the various activities of personnel administration connected with staffing, training, developing, wage and salary administration, motivation, employee services and benefits employee records, labour relations and personnel research. The aims of HIR policies will be : 1. To enable the organization to fulfill or carry out the main objectives which have been laid down as the desirable minima of general employment policy. 2. To ensure that its employees are informed of these items of policy and to secure their co-operation for their attainment.


To provide such conditions of employment and procedures that enables all the employees to develop a sincere sense of unity with the enterprise and to carry out their duties in the most willing and effective manner. 4. To provide an adequate, competent and trained personnel for all levels and types of management. 5. To protect the common interests of al the parties and recognize the role of trade unions in the organizations. 6. To provide for a consultative participation by employees in the management of an organization and the framing of conditions for this participation, which, however, will not take place in technical, financial or trading policy. 7. To provide an efficient consultative service which aims at creating mutual faith among those who work in the enterprises : a) By developing management leadership, which is bold and imaginative and guided by moral values. b) By effectively delegating the human relations aspects of personnel functions to line managers. c) By enforcing discipline on the basis of co-operative understanding and a humane application of rules and regulations, and d) By providing for a happy relationship at all levels. 8. To establish the conditions for mutual confidence and avoid confusion and misunderstanding between the management and the workers, by developing suggestions plans, joint management councils, work committees, etc. and by performance appraisal discussions. 9. To provide security of employment to workers so that they may not be distracted by the uncertainties of their future. 10. To provide an opportunity for growth within the organization to persons who are willing to learn and undergo training to improve their future prospects. 11. To provide for the payment of fair and adequate wages and salary to workers so that their healthy co-operation may be ensured for an efficient working of the undertaking. 12. To recognize the work and accomplishments of the employees by offering non-monetary incentives and 13. to create a sense of responsibility on the part of those in authority, for the claims of employees as human beings that should be guaranteed protection of their fundamental rights and offered enough scope for developing their potential. COVERAGE OF THE HR POLICIES :

HR Policies will cover the following points : 1. History of the companys growth. 2. Employment practices and conditions of employment minimum hiring qualifications, preferred services for recruiting personnel, physical examination, psychological and occupational interest and aptitude test, methods of wage payment and pay period, hours of work, overtime work, shift work and shift relations, the basis of promotion and promotion channels, layoffs and rehiring, discharge, voluntary separations, seniority rights, guaranteed employment after attaining a certain length of service and when an employee is considered as a regular employee. 3. Grievance redressal procedure. 4. Safety rules and regulations and responsibilities of employees while at work. 5. General practices employee identification, punching time cards and reporting in and out of the plant or department, checking of tools, purchases from the company usually at a discount, procedures of getting pay, absence, leave of absence, change of address and solicitation on company premises. 6. Mutuality of interests and need for co-operation between management and union. 7. Employee financial aids-savings, loans, credit co-operatives, mutual benefit associations, group insurance, profit sharing, bonus plans, incentive plans, partial or full payment of tuition fees for attendance at professional institutions. 8. Educational opportunities apprentice training, factory schools, vestibule school and on the job training, training for promotion, provision of training facilities. 9. Employees news sheet and house journals. 10. Communication media and suggestion system. 11. Health and hospitalization medical, health and safety services and programmes. 12. Vacation with pay. 13. Sickness, death and maternity benefits or allowances. 14. Freedom for the employees to discuss any item of interest with the management. 15. Company stores. 16. Social security and other kinds of compensation and unemployment and accident compensation, provident fund, pension, gratuity, compensation for employees injured while on duty, invalidity.


18. 19. 20. 21. 22.

Collective bargaining and recognizing the employees rights to join any union of his choice, recognition of a particular bargaining agency, procedure to be followed in settling grievances or the interpretation of a bargaining contract, and the right of an individual to be heard. Procedures for disseminating information on company policies. Maintenance of discipline and adherence to rules penalties available. Public Relations. Labour management relations and union management co-operation. Prohibited activities smoking, gambling, imbibing liquor and soliciting on company premises and during working hours.


HUMAN RESOURCE PLANNING AND ROLE ANALYSIS : The second most important ingredient of HRS is Human Resource planning. As we are aware, manning pattern in most of our group companies is primarily based on what can be termed as a process of evolution, based on the experience of individuals and their judgments. There has not been very scientific measurement an exact manpower requirement for company. The manning pattern of company decides the human resource productivity in a big way. In absence of scientific evaluation and norms, there is bound to be subjective judgments and decisions on total manpower requirements for a company as well as for different departments. It is bound to lead to a process of suboptimisation. There will always be a debate on under manning v/s manning in our group companies. A very challenging task for HR Planning in the entire group is to work on the scientific way of deciding the total manpower vis--vis department wise manpower requirement and manning pattern. These can not be left to the subjective judgments of individuals. A company can pay very heavy price of over manning as well as for under manning or inappropriate manning. When we talk of manpower planning, it is important that we structure, formalize and condition the total document, giving details like total manpower required for the company, department wise, section wise and level wise classification, job objectives of each position, job descriptions as well as the job requirements in terms of qualifications, experience and personality profile for each position. In the absence of a clear role analysis, consisting of role objectives, specific task of the role and the job requirements, we are bound to lose much of the strength of the HR Planning in a company. Then again, it is not that the document, alone which is very important, the process of designing the documents is very crucial. A joint participation of all levels and sharing of the information is very important to get the full advantage of the systems. Role analysis exercise has to be taken in totality going beyond the documentation process. For existing companies, it would mean analyzing the entire role and matching the role requirements and individuals profile. It should also be extended upto role effectiveness evaluation in terms of looking at role ambiguities, role erosion, self-role distance, role isolation, role adequacy, resource position for each role etc.

The entire process requires well planned qualitative HR Planning invention which can be mobilized by our H R Group. PROCESS OF HUMAN RESOURCE PLANNING The process of human resource planning is one of the most crucial, complex and continuing managerial functions which, embraces organization development, management development, career planning and succession planning. The process has gained importance in Lloyds Group due to increase in the size of business enterprises, complex production technology and the adoption of professional management techniques. It may be rightly regarded as a multistep process, including various issues, such as : Deciding goals or objectives. Estimating future organizational structure and manpower requirements. Auditing human resources. Planning job requirements and job descriptions and Developing a human resources.

1. i. ii.






NEED AND OBJECTIVE OF HUMAN RESOURCE PLANNING. Human Resource Planning is deemed necessary for Lloyds Group for one or the other of the following reasons : To carry on its work, it needs personnel with the necessary qualifications, skills, knowledge, work experience and aptitude for work. These will be provided through effective HR Planning. Since a large number of persons have to be replaced who have grown old, or who will retire, die or become incapacitated because of physical or mental ailments, there is a constant need for replacing such personnel. Otherwise, the work would suffer. It is essential because of frequent labour turnover which is unavoidable and even beneficial because it arises from factors which are socially and economically sound such as voluntary quits, discharges, marriage, promotions, or factors such as seasonal and cyclical fluctuations in business which cause a constant ebb and flow in the work force in organizations. In order to meet the needs of expansion programmes (which is necessary because of increase in the demand for goods and services, which calls for larger quantities of the same goods and services as also for new goods, the competitive position of a firm which brings it more business arising from improvements effected in the slump period, and the rate of growth of the organization, human resources planning is unavoidable. The nature of the present work force in relation to its changing needs, also necessitates the recruitment. To meet the challenge of a new and changing technology and new techniques of production, existing employees need to be trained or new blood will be injected in the organization. It is needed in order to identify areas of surplus personnel or areas in which there is a shortage of personnel. If there is a surplus, it can be redeployed and if there is shortage, it may be made good. The Objective of human resource planning is to maintain and improve the organisations ability to achieve its goal by developing strategies that will result in optimum contribution of human resources. For this purpose, we recommend the following nine strategies for the HR Planning. Collect, maintain and interpret relevant information regarding human resources.

(b) (c) (d) (e) (f) (g)

(h) (i)




Report periodically manpower objectives, requirements and existing employment and allied features of manpower. Develop procedures and techniques to determine the requirements of different types of manpower over a period of time from the standpoint of organisations goals. Develop measures of manpower utilization as component of forecasts of manpower requirement alongwith independent validation. Employ suitable techniques leading to effective allocation of work with a view to improving manpower utilization. Conduct research to determine factors hampering the contribution of the individuals and groups to the organization with a view to modifying or removing these handicaps. Develop and employ methods of economic assessment of human resources reflecting its features as income generator and cost and accordingly improving the quality of decisions affecting the manpower. Evaluate the procurement, promotion and retention of the effective human resources. Analyse the dynamic process of recruitment, promotion and loss the organization and control these processes with a view to maximizing individual and group performance without involving high cost. Estimating The Future Organisational Structure And Forecasting The Manpower Requirements. The management has to estimate the structure of the organization at a given point of time. For this estimate, the number and type of employees needed have to be determined. Many environmental factors will affect this determination. They include business forecasts, expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix, and competition. Forecasting will provides the basic premises on which the manpower planning is built. There are various reasons such as : The eventualities and contingencies of general economic business cycles (such as inflation, wages, prices, costs, and raw material supplies) have an influence on the short range and long run plans of all organization. An expansion follows enlargement and growth in business involves the use of additional machinery and personnel and a

c. d.

e. f.



reallocation of facilities, all of which call for advance planning of human resources. Changes in management philosophies and leadership styles. The use of mechanical technology (such as the introduction of automatic controls, or the mechanization of materials handling functions) necessitate changes in the skills of workers, as well as a change in the number of employees needed. Changes in the quantity or quality of products or services require a change in the organization structure. Plans are to be made for this purpose as well. Consolidation of business in short terms. After estimating the future organization structure, the next step is to draw up the requirements of human resources, both for the existing departments and for new vacancies. For this purpose, a forecast of manpower is needed, and requisitions will be obtained from different departments i.e. forecast has to be made in returns of functional demotions, but personnel are lost through voluntary quits, death, dismissals, terminations and retirements. After making adjustments for anticipated and expected losses and separations, the real shortage or surplus may be found out. If a shortage is there, efforts will be made to meet it either by new recruitment or promotion from within, or by developing the existing staff. If there is a surplus, it is to be decided how it will be dealt with, i.e. whether there should be transfers, lay-offs, retrenchment or reduction in the hours of work at all. Auditing Human Resources : Once the future human resources needs are estimated, the next step will be to determine the present supply of manpower resources. This will be done through what is called Skills Inventory. A skills inventory contains data about each employees skills, abilities, work preferences and other items of information, which indicate his overall value to the company. The above facts are usually recorded by HR department in some forms, from which the information is obtained. Other data pertaining to his performance ratings and his superiors evaluation of his potential for promotion may also be obtained. ROLE ANALYSIS : After having decided number of positions and persons, it is necessary to prepare a role analysis, which records details of training, skills, qualification, abilities, experiences and responsibilities etc. which are needed for a job. Role analysis


includes the preparation of job descriptions and job specifications. CONTENTS OF ROLE ANALYSIS A role analysis provides the following the following information regarding the position and role occupant -- Job identification : Its title, including its code number. Qualification : a) Essential b) Preferred Significant Characteristics of a job : Its location, physical setting, supervision, union jurisdiction, hazards and discomforts. Experience : a) Number of years of service b) Quality of experience c) Kind of experience d) Place of experience e) Preferred experience Critical attributes for performing the role. Job Description nature of job role occupant is required to perform. Reporting relationship to whom role occupant will report and who will report to role occupant. Remarks any specific information regarding the role. DEVELOPING A HUMAN RESOURCE PLAN : This step refers to the development and implementation of the human resources plan, which consists in finding out the sources of manpower supply with a view to making an effective use of these sources. The first things, therefore, is to decide on the policy should the personnel be hired from within through promotional channels or should it be obtained from an outside source. The best policy suggested, which is followed by most organizations, is to fill up higher vacancies by promotion and lower level positions by recruitment from the outside world.

C) RECRUITMENT AND SELECTION One of the drawbacks we face in out group companies is, at times, many agencies, recruiting for the same company resulting into different types of decisions creating anomalies in salary levels, grades, etc. We must define our recruitment and selection system. HR Department will take up the total responsibility of recruitment within the company. Of course, this has to be done with the complete participation and involvement of the functional managers. Recruitment is a highly specialized job. This calls for a complete orientation in modern selection process, use of psychological tests and integrated process of group decision making. Simplest safeguard in recruitment process is to put an adequately equipped and trained HR professional with committee representing the user departments. Criticality of the recruitment process remains whether recruitment is for junior level or senior level. A junior level man of today will become a middle and senior level personnel tomorrow. Therefore, even in recruiting junior most employees, we must exercise total care as per carefully documented recruitment systems. There will be a commonly shared strategy within the company, if not at the group level. Crisis based recruitment is bound to have far reaching implications in the long-term point of view. There is very specific role of HR Department in all our Group companies with respect to recruitment. Firstly each HR head has to take stock of his HR inputs available with him. Is it matching with recruitment of modern recruitment process? Have we clearly defined and documented our recruitment process in the company ? As we ensuring that recruitment process takes place only as per defined norms of systems? Are we in a position to apply different test batteries depending on specific requirement ? A great deal of preparation is required for HRS setups to mobilize, reorient, update and ultimately ensure that companies are available to take advantage of modern recruitment process. The Indian Scenario of socio, economic and political environments being what it is, recruitment at the lower level is subjected to multiple pressures of all types. The HR Group is to develop it style and strategy to protect the Companys interest from socio-political pressures. RECRUITMENT PROCESS :
We recommend five elements for recruitment in the organization. They are a) Recruitment Policy b) Recruitment Organisation c) Estimate of Manpower. d) Development of Source of Recruitment.

e) a) 1) 2) 3) 4) 5) 6)

Assessing the Recruitment Programme.

Recruitment Policy : Organisation objectives : to acquire required quantity and quality of human resources at right time and right place. Recruitment will be done strictly as per organogram. Al group heads have to fill in Recruitment Requisition Form and duly approve from Chief Executive or Managing Director. All suitable candidates have a fill-in our Personal History Form compulsorily. Test will be carried out for recruitment of staff, trainees, and junior level employees. Once the candidate is approved by the appropriate authorities he will be issued offer letter. All candidates will be required to provide following documents at the time of joining : Testimonials & Certificates. Relieving letters & experiences certificate. Proof of age Medical Report. Photographs 3 No. Salary certificate. All candidates will be required to produce medical certificate from company approved doctor. All the interview committee members will be required to fill-in the Interviewing Rating Sheet. All candidates have to undergo Induction Training Programme immediately after joining the organization. Criteria for recommended candidates : Should be interview along with other candidates. Their status to be informed to the concerned persons. In case, they are below par, decision of Chief Executive / Managing Director is final. Reimbursement for candidates called for interview is strictly as per attached policy. Reference check is to be carried out for all the new recruits.

7) 8) 9) 10)

11) 12)

13) 14) 15) 16)





Interview Panel : Which highlights the tiered system for interviewing various categories / grades of officers / nonSupervisor. The ratios to be observed through various tires of interview panels to select a candidate. Procedure for issue of offer/appointment letters. Procedure for confirmation / Extension of probation / Acceptance of resignation. Annexure III : Personal History Form. Annexure IV : HR Information Form. Annexure V : Offer Letter. Annexure VI : Appointment Letter. Recruitment Organisation : Recruitment has to be planned well in advance and all concerned people should be informed about the same. There will be written plan for every activity and the person responsible for the same. Estimate of Manpower : Manpower requirement will be estimated in advance keeping in view various factors affect estimate of manpower. In terms of man specification and responsibilities, i.e. job specification and job description for all the position shown in organograme.. Development of Source of Recruitment : Transfer and promotion from within the group & division. Through notice board announcement. Through recruitment agencies. Through advertisement in papers / magazines. Through head hunting. Campus interview. Method of Assessing Recruitment Programme : A suitable method will be evolved to assess the recruitment programme every fortnightly and make amendment in the plan accordingly.

D) PLACEMENT, JOB ENRICHMENT AND JOB ROTATION : Job enrichment and development through planned job rotation are key elements in HRS process. There has been phenomenal growth in systems and processes in HRS field equipping HRD professionals with adequate objective tools of aptitude testing, work measurement, role effectiveness measurement, etc. this can be considered as new systems in HRS FIELD. Professional world is using these techniques to their advantages. Application of these systems depends on the top management awareness, clarity about HRS role and skill profile of the HRS group. Over all not much systematic work has been done in our organisation in the area of structured job satisfaction measurement and job enrichment exercise, planned job rotation, etc. In fact, we are missing quite lot in this area. Starting point of work for our organization will be through reorientation and also qualitative strengthening of our HRD departments, planned action programme about these schemes with participative mode of implementation. However, with clear vision and determined mind such innovative schemes become reality. Skill audit of the all the employees is done to find out about there a) Knowledge level b) c) Skill level Managerial / Supervisory profile

d) Confidence level etc. Accordingly replacement, job enrichment and job rotation can be decided about the existing employees. PLACEMENT : It is the determination of the job to which acceptable candidate is to be assigned and his assignment to the job. A proper placement of employee will reduce turn over, absenteeism and accident rates and improve morale. JOB ENRICHMENT : It is another method of making job more interesting and fulfilling. In an enriched job, the employee knows the overall deadlines and the quality standards he must meet and within that framework he plans the order in which he will tackle the various tasks and the time that should be devoted to each. He holds himself responsible both for meeting the deadlines and or producing work of the necessary quality and he does not pass his work or let others to judge it till he is satisfied that it meets the required standards. JOB ROTATION : It implies the shifting of an employee from one job to another so that monotony and boredom are reduced. The basic objective of job rotation is to increase the skill and knowledge of the employee about

related jobs. In job rotation, workers learn to do all the different activities necessary for an operation or unit of work. E) I) PERFORMANCE NORMS DEFINITION AND INDIVIDUAL GOAL SETTING. Performance Norms Definition : After all the management is the game of producing results and managers ultimate task to produce results. There are numbers of cases where even highly skilled, experienced dedicated and hard working persons are unable to contribute must to the organization in absence of lack of role clarity as well as ambiguity in terms of goals and objectives they have to achieve. In the absence of proper performance standard, it is difficult to evaluate whether the person is performing well or otherwise. DEFINITION
Assessee Assessor Reviewer Consultee : : : : is a person under appraisal. is a person under whom Assessee is working directly. Is two positions above Assessor. Is a person with whom Assessee has interaction regarding work on regular basis and should be of Assessors level.

1. 2. 3. 4.

5. 6.

Facilitating factor Inhibiting factor

: :

A factor, which helps on Assessee to perform well. A factor, which hinders an Assessee to perform well.




Communication Skills

The ability to convey thoughts and feelings accurately.

Verbal Expression

Ability to express himself clearly and concisely orally.

Written expression

Ability to express himself clearly and concisely in writing.



Ability to mobiles, coordinate and direct various resources and to delegate adequate responsibility and appropriate authority.


TEAM BUILDING : The ability to create an atmosphere in which different people can cooperate in the accomplishment of agreed-upon goals. HUMAN RELATIONS : Ability to get along well with peers, subordinates and superiors for day-today work needs. GRIEVANCE REDRESSAL : Ability to listen to employee grievances and effectiveness in solving them. PLANNING ABILITY : The ability to draw up a series of activities and utilization of resources necessary to achieve a specific goal. LEADERSHIP : Ability to get positive results through others and effectiveness in motivating people and influencing them.


5. 6.




Ability to assess the performance of subordinates in an objective manner without any biases coming into the judgment knowingly. 9. 10. COST ORIENTATION : Conscious weighing of all aspects of the job vis--vis their costs. SUBORDINATE DEVELOPMENT : The ability to plan trains creates an environment and provides facilities in which subordinates can realize their optimum potential. PERSUASIVENESS : The ability to influence by argument, reasoning, inducement or to win over other persons to accept something to be true, credible, essential, commendable or worthy. DECISION MAKING : Time consciousness with respect to work schedules. TIME MANAGEMENT : Time consciousness with respect to work schedules. ASSERTIVENESS : Ability to exert in order to get work done when necessary. CONTROLLING AND MONITORING : The ability to evolve control systems and monitor progress and performance. CONCEPTUAL SKILLS : Ability to estimate, gauge the impact of / effect of certain decisions / actions. DELEGATION SKILLS : Distribution of works with proper guidance such that it enables to do the work / gets the work done. AUDITING SKILLS : Systematic review of work performed from an objective angle to suggest overcoming wrong doings or improve existing methods / procedures.


12. 13. 14. 15.





SYSTEMS DEVELOPMENT : Development of any procedure or system resulting in streamlining of activity. NEGOTIATION : The ability to bargain and obtain favourable terms. The ability to be firm and seek compromises to arrive at settlement of some matters. PUBLIC RELATIONS : Ability to project a favourable corporate image of the organization, its philosophies and practices both within and outside the organization. It also includes building friendly relationships with other organizations that come in contact with us. CONFLICT HANDLING : The ability to manage differences to the greatest satisfaction of all involved persons. RESOURCEFULNESS : Ability to muster resources in terms of men, machine and materials in order to get a job done. MOTIVATION : The ability to elicit desire, enthusiasm and commitment and effective behaviour for goal achievement. POLICY ADMINISTRATION : Ensuring proper policy administration and adherence. ANALYTICAL SKILLS : The ability to breakdown data and see how various elements fit with each other and the way they relate to other elements. PROBLEM SOLVING : The ability to elicit relevant and reliable information, to locate and identify real difficulties and solve problems. COUNSELLING : Ability to empathize with an individual, listens to the problems effecting his work and assist in solving them.






25. 26.



ATTRIBUTES 1. INTEGRITY : An uncoming adherence to a code of moral or other values, utter sincerity, honesty and candor, avoidance of deception, expediency, artificiality or shallowness of any kind; maintains an honest and just approach in all his dealings. ACHIEVEMENT MOTIVATION : The need to compete with some challenging standard of excellence, either internal or external. SELF DEFENCE : Observance of rules, regulations, procedures and policies of the company and leading by examples. INITIATIVE DRIVE : The ability to take action without being told, can undertake with minimum instructions or act independently and does not look for someone to lean on.. TEAM SPIRIT : Participates willingly and cooperates wholeheartedly with other members of the team. DEPENDABILITY : Ability to accomplish desired actions consistently without supervision and to accept additional responsibilities. INDUSTRIOUSNESS : Regular hard work, marked by steady dependable achievements / results. OPTIMISM : An inclination to put the most favourable construction upon actions and happenings and to anticipate the best possible outcome and to hold a cheerful and hopeful temperament. OPENNESS : Ability to communicate & reveal ones opinions / feelings etc. Relating to a particular event / situation. PERSEVERANCE : To persist, continue actively usually to an exceptional degree or beyond a desired point, in the face of difficulty, opposition, counter influences discouragement. PUNCTUALITY / REGULARITY : Level of late attendance, unauthorized leave, etc. FLEXIBILITY / ADAPTABILITY :

2. 3. 4.

5. 6. 7. 8.

9. 10.

11. 12.

13. 14.

15. 16. 17. 18. 19.

The ability to respond quickly to different people, changing environment and situations. PERCEPTIVENESS : Quality of being sharp and discerning; capable of or exhibiting deep perception; sensitive or penetrating. FIRM & FAIRNESS : Not fickle or vacillating, ability to deal fairly and equitably with subordinates without being influenced by bias and prejudice and ability to stick to his decisions and plans with firmness or resolution. REFLEX / QUICK RESPONSE : Ability to respond to change and draw conclusions and react as the situations demands. ENDURANCE : Ability to withstand hardship or tribulation, ability of a person or thing to continue to perform especially under adverse conditions. CREATIVITY : The ability to see new relationships, to produce unusual ideas and to deviate from the traditional pattern of thinking. understanding / grasping ability : The power of comprehending, analyzing, distinguishing and judging though not necessarily connected with highly conceptual though. VERSATILITY : Adapting or embracing a variety of subjects, fields or skills, having the capacity of turning with ease from one thing to another, having a wide range of skills, aptitudes and interests, many-sided or all-round.




Individual Goal Setting : Individual goal setting is not only the process of defining performance target for individuals, the major thrust is on enabling the individuals to come out with their own performance norms and targets. Methodology of individual goal setting is more important than just a process of fixing the target, it is only a mutually evolved individual performance objective through the participatory process which brings out acceptance and commitments to the set goals leading to enabling individuals to stretch out their capabilities to achieve higher goals. The goal setting process makes an individual thoroughly aware of as to what he is expected to contribute. In a good system, individual goals definition is characterized by quantification / openness to measurements and a time frame and is backed by sound process of defining key results areas for each goal. In HRS field this is a highly sophisticated process calling for a very high degree of professional skills and experience among HR professionals. Any adhoc method of defining individual task objectives or targets could be dysfunctional to motivation and commitment building process and ultimately harmful to the organization. Starting point of change is accepting the reality of situation. In our HRS in this area we have not moved very far. Task involved is very complex calling for highly planned and organized effort with advance HR skills. Again, starting point of improvement has to be orientation, upgradation and strengthening of conceptual and skill inputs in HRS groups. Rest can follow. Element of Goal Setting : Goal setting as a motivational tool, is most effective when four elements are present. These are goal acceptance, specificity, challenge and feedback.. Goal Acceptance : Effective goals need to be not only understood but also accepted. As a minimum, supervisors/managers need to explain the purpose behind goals and the necessity for them. Assigning goals to employees, may not result in their commitment to them, especially if the goal will be difficult to accomplish. It will be necessary for the manager to involve the employees in the goal setting process to obtain acceptance. Specificity : Goal should be specific, clear and measurable as possible so those employees will know when a goal is reached. It is not very helpful to ask them to improve, to work harder or do better, because that kind of goal does not give them a focused



target to seek. Specific goals let them know what to reach for as well as allowing them to measure their own progress. Challenge : Most employees work harder when they have difficult goals to accomplish rather than easy one. Hard goals present a challenge that appeals to the achievement drive within many employees. These goals, however, still be achievable, given the experience of the individual and the resources of level. Performance Feedback : Once employees have participated in setting well-defined and challenging goals, they still need feedback about how well they are performing. Otherwise they are working in the dark and have no way to know how successful they are.



Performance appraisal and Improvement system in a organization the most critical elements of HR system. In most of the corporate enterprises, in the name of the performance appraisal, managers indulge into trait appraisal rather than appraisal of actual performance. This normally leads to many behavioural problems having tremendous erosion of human energy. Starting point of performance appraisal is designing of modern performance appraisal system with complete clarity. A modern appraisal system has basically four elements : 1. Definition of the performance norms. Defining the goals of the individuals for a specific period in the beginning of the exercise. This is a quantified performance norms he has defined to measurement. 2. The second element of performance appraisal is the element of self appraisal in which an individual is able to reflect and understand as to what are his performance norms he has defined and how does he perform against his own defined performance targets. Process of this psychological involvement of individuals enable them to reach out to their higher goals. It is a most effective motivational strategy one can think one can think of. 3. Identification of the major bottlenecks both controllable and uncontrollable, which have prevented the individuals from achieving his

performance on the expected lines. The becomes the most crucial element in the appraisal system. 4. Performance counseling by the superior. This is the dialogue and analysis between the boss and subordinate. Ultimately, aim of performance appraisal exercise is to improve the performance of individuals. Appraisal system must bring a sense of awareness and realisation in the mind of subordinate that his performance has not been as per expectation and there is scope for improvement and ultimately he gets a direction and feeling of support and trust from his superior. Infect, high perform is must not given, it is created by the superior by his superior vision and managerial insights. Performance counseling performs this role. Performance appraisal based on this process also generates credible feedback about positive performance. Lastly the appraisal system has an element of performance improvement plan. These improvement plans can be in the forms of training and development, job rotation, job enrichment or any other intervention, which may lead to improvement in performance. In must be borne in mind that mainly focusing on trait appraisal by superiors, the entire exercise ultimately leads to a disastrous situation. There is no logic in passing a judgment on competence or integrity or any other personal quality of an individual unless we have mechanism and time to

make him realize and accept the judgment . It can only lead to a sense of alienation or rejection, damaged self-esteem, reduced energy and ultimately low contribution. This a very mute point in the process. Often performance appraisal is linked with the rewards in terms of increments and promotion: One has to adopt a very scientific and rational promotion and increment policy. If one looks at the Indian corporate world, it will be visible that though new and semi professionally oriented organizations over indulge in the game of promotion and increments as compared to professionally oriented organization, yet they have more problems rather than solving them. Reward systems must be based on long term perspective based on defined norms, which are transparent and credible. Reward system must maintain the credibility of management and a sense of equity. We are not talking of equality. Starting point is defining and documenting the promotion policy and increment policy with wide interaction. If we take a professional in grad E-7, we must see where can he reach and how many years should be take to reach E-18, or E-19, Reaching E-18 or E-19 must cover his service period of say 20 to 25 years of if he proves to be really outstanding yet it should ake minimum 20 years for him to reach the top. It our aim is to become completely professional - a world class player - which we want to be-we

must have role models like Unilever - IBM and Japanese and successful Korean Companies. Any shortcut, short sighted and individualise, subjected approach can create enormous problems and can easily eat away all the good work done by HRD. One an average a person must spend minimum 3 years in a grade. In exceptional case 2 years. Any jumping or out of turn promotion could be really damaging. Nearer home, we must see that HLL & ITC & L & T are doing. Where are we in our appraisal and reward systems. Except few nearer examples in the group - most of our group companies are focusing on trait appraisal, not much of self - appraisal, no structured performance counseling - no individual wise improvement plan - not very well documented balanced and equitable reward system administration. We can not blame HRD department alone. We need enormous top management education mind set preparation, psychological transformation, enrichment and strengthening of HRS set-ups. HRS has to take lead Massive efforts are called for in this area.

Performance Appraisal System Philosophy:- Performance Appraisal is a useful tool for bringing out the best in our people and developing them for facing the new challenges through close relationships and understanding between the employee and his

superior. It also helps in understanding the employees aspirations, identifying his development needs and fulfilling them through job rotation / re-assignment and other measures. It provides an opportunities to a employee to develop and utilise capabilities to a large extent and his performance to be recognized and rewarded. Objectives:- The Objectives of Performance Appraisal System are. 1. To help each employee to understand more and more about his role and become clear about his functions. 2. To help each employee to understand his own strengths and weakness with respect to his role and function in the organization. 3. To help in identifying the developmental needs of each employee w.r.t. his role and functions. 4. To increase mutuality between each employee and his supervising officer so that every employee feels happy to work with his supervisor and thereby contributes his maximum to the organization. 5. To provide an opportunity for the employee for self-reflection and individual goal setting so that individually planned and monitored development takes place. 6. To help every employee internalize the culture, norms and values of the organization.

7. To help in preparing employees for performing higher level jobs by continuously reinforcing he development of behaviours and qualities required for higher level positions in the organization. 8. To help in creating a positive and healthy climate in the organization that drives people to give their best and enjoy doing so.

INSTRUCTION A) Read carefully, each point of the factor descriptions and explanations of each of the rating, Judge the employee on the basis of the work done during of the rating, Judge the employee on the basis of the work done during the year of Appraisal, consider each factor separately. Do not let your rating of one factor influence your rating of another. B) Grade 10 can be awarded to a person who has outstanding performance qualities which are generally found in not more than 10% of the population in similar position. C) Grade 08 can be awarded to a people who are distantly better than the majority, Given a sample, around 20% to 25% of the population will fall in this category. D) Grade 06 can be awarded to people who are satisfactory and acceptable performers. Usually, 50% to 60% may fall in this category. E) Grade 04 can be awarded to people who are below average level and their performance is just acceptable. Around 5% to 10% people could fall in this category. F) Grade 00 can be awarded to very poor performers. Perhaps 5% people may fall in this category.


Comments should be put by assessor in support of his ratings and similarly Assessee should also put down all the factors, which helps him to perform well or hinders his performance.

H) I)

Judge professionally without prejudice / bias. Appraisal forms will be distributed to employees through Group Heads.


Once it is assessed by the Assessor and reviewed by the Reviewer, forms will come back to HRD for further action.


TRAINEES / GRADUATE ENGINEER TRAINEES 1. GETs / MTs SYSTEM ASSESSMENT PLAN 2. NORMS FOR GETs / MTs PERFORMANCE APPRAISAL 3. GETs / MTs APPRAISAL FORMS QUARTER-I QUARTER-II QUARTER-III QUARTER-IV 4. NORMS FOR ABSORBING GETs / MTs Performance Appraisal for GETs / MTs will be conducted on Quarterly basis. Performance of the trainee will be evaluated as per Performance Norms and any shortfall in the set performance standard will be communicated to Trainees in writing.










The weightage for the appraisal for first, second, third and fourth quarter is 10%, 20% 30% and 40% respectively. The final assessment would be made after fourth appraisal is over and based upon this, the trainees would be absorbed in the regular assistant engineer / Engineer grad.


The appraisal form essentially emphasizes on the training needs of the individuals. The brackets against each attribute can be filled by any of the following grades. Rating Scale 05 04 03 02 01 A) Description Outstanding Very Good Good Average Poor performance

Grade 5 can be awarded to a person who has outstanding performance qualities which are generally found in not more than 10% of the population in similar position.


Grade 4 can be awarded to people who are distinctly better than the majority. Given a sample, around 20% to 25% of the population will fail in this category.


Grade 3 can be awarded to people who are satisfactory and acceptable performers. Usually, 50% to 60% may fall in this category.


Grade 2 can be awarded to people who are below average level and their performance is just acceptable. Around 5 to 10% people could fall in this category.


Grade I can be awarded to very poor performers. Perhaps 5% people may fall in this category.


The Evaluation carried out by the HRD Department in consultation with the Group-Heads, with whom the GETs / MTs are directly working during the year. Following Norms would be applicable in order to confirm GETs / MTs in 500 or 750 grades upon completion of one years Training Course. 1. If GETs / MTs performance falls above 60% at the completion of one year, he would be absorbed in 500 or 700 grad. 2. If GETs / MTs performance falls between 55% - 59%, then his training period shall be extended by three months. 3. If GETs / MTs performance falls between 50% - 54%, then his training period shall be extended by six months. 4. It GETs / MTs performance falls below 50%, the he shall be terminated. At the end of each Quarterly Appraisal, those GETs / MTs whose performance is found below 60% would be advised in writing accordingly.



This includes grade structuring, fixing of salaries, annual increments, fringe benefits fitments etc. When we are talking of the salary administration, we are basically concerned with operating a company with an equitable and balanced salary structure, which provides a sense of what is termed as relative justice. Salary administration also means having a compensation package and system which is good enough to attract and retain the employees, matching with other units in the industry and is within the paying capacity of the company. First of all when we talk to a group concept, group philosophy and also to some extent mobility of manpower within the group companies, compensation package has to be compatible amount the group companies particularly when all companies are in steel or steel related industry. Compatibility does not mean that we make the same everywhere . We can have weightage for cost of living, performance of the company, paying ability of the company and differences can be made in terms of cost of living allowance or DA, Bonus, Incentives, etc. Presently disparity has been to much having dampening effect on some of the companies. Even with higher wage package there has to be compatibility among individual with similar background. Inter-functional parity in terms of grade

and salary fixation is also essential for building up credibility of management. We have quite a few cases of anomalies in the grade and salary fixation. In absence of quantified norms there is bound to be an element of subjectivity in such decisions. For HRD professional that become a crucial test. As a whole we need firstly to review our grade structure for internal equilibrium and take corrective actions. Salary structures analysis requires lost of quantitative analysis calling for application of modern techniques. This must emerge out of HRD function specialization. Company wise efforts are called for analysis to ensure that there is instructional and inter personal equity based on quantitative measurement of performance, capability and work value. Our DA system as well as incentive systems need review. We must base our incentive scheme which truly reflect relationship between efforts and reward. Our increment system has also to be based on objective norms and measurements. Too sharp and wide variations only create rift and inter personal problems in organizations. Salary administration is a key element in establishing a congenial organizational climate. Even few anomalies can eat way lot of good work done by HRD.

In the entire process of salary administration, viz, grade structure, salary fixation, fringe benefits, fitness, rewards, incentives, increments, bonus etc. HRD function must have the leverage to apply an objective and up-to-date professional approach. GRADE STRUCTURING : With view to improve the existing system following suggestion is given as follow. 1. The basic purpose of creating a multiple grade structure in an organization is to give career orientation to the employees rather than mere employment. This also provides system progression. 2. Normally, a number of grades are created in an organization through which even the brightest person can travel during his working life. 3. Each slot / hierarchy in the organization must have a meaning and also there has to be differentiation between two hierarchies / grades. 4. Ultimately the hierarchical system and the grade structure must facilitate the total process of organization effectiveness when individuals find jobs and responsibilities meaningful, titles are also having meaning, there is a feeling of job adequacy and ultimately there is a sense of accountability, mutual trust and team working.


Any Superficiality either in job title or in the job contents only creates a problem and bottlenecks in the process of organizational effectiveness. Normally it is the total organizational effectiveness.


These norms must guide any decision with respect to increasing or decreasing number of layer in the structure and adding or deleting the titles.


Further, there is a trend towards making the organizations more flat rather than increasing the number of layers.


Keeping this in view, we suggest that in the existing grade structure we dont have to add any position like Sr. General Manager or Sr. Dy. General Manager or Jr. Manager. It will not set a healthy trend.



Training and Development forms the core of HRS. Training and Development has to be viewed as an investment. Training is defined as an input in terms of knowledge, skill and attitude which is based on specific task requirements and which leads to improvements in performance of a person. If training input, in the form of knowledge, skill or attitude, is not specific to the takes, it cannot be termed as training input. Training input to be called as training must lead to improve in the performance of person. If for any reason, training input does not lead to improvement in performance of the individual, it ceases to be training inputs. There in no immediate and direct impact of training input on performance of a person. If percolates down through various stages. Training firstly affects individual reaction, then learning, job behaviour change, organizational behaviour change, and then ultimately organizational performance. Each stage is very sensitive and is open to be influenced by factors outside training input. Each stage requires planned monitoring and control. The process of training can bread down or stop at any stage. Hence, the training is a highly control demanding function.



As mentioned earlier Training becomes Training only when training input result into improvements of an individuals. Thus, training input to the effective must be specific to task. To the extent training input is not 100% relevant and specific to the task, the impact on performance will get diluted. Therefore, the first takes in training is as to how to make the training input 100% job specific. This requires complete understanding and analysis of the task of individuals, task requirements in terms of knowledge, skill and attitude and comparison of what the individual has already got and what he needs. In a large organization this is an elaborate exercise. But to the extent Training and Development Group is not table to find or devote time in this, the Training and Development Group is not able to find or devote time in

this, the Training Input Package will be less than optimum. A sub optimum input package is bound to result into self-optimum result. The first challenge, thus, is as to how to ensure that all our training packages are 100% relevant and specific to tasks of the concerned individuals in different levels and different functions. This has to be analysed discussed refined and documented. Then comes the issue of delivery of training input. Delivery of training input is the function of competence of trainer - his mastery on the training input knowledge skill and attitude and the training methodology. Creating learning in the mind of human beings is a difficult task particularly because people have their fixed goods and most of the people tend to grow with defensive mechanism. When it comes to knowledge and skill learning process is simpler . When it comes to learning in attitude or value learning process becomes very complicate. Therefore, to ensure that learning is adequate and effective, planed approach to develop and adopt approach to develop and adopt suitable training methodology. Training and Development group has to have very effective orientation on understanding and application psychology of learning and use of different methodologies.

First effect Training Input is on Reaction. An individual may react favorably to a Training Input or he may react unfavorably. If reaction of a trainee is unfavorable, there is no chance of learning. Learning does not take place and training process stops there. Even if reaction is favourable, there is no guarantee that learning will take place. Learning is the function of many variables. If learning is effective and adequate then it may lead to change in job behaviour of an individual. If learning is not adequate and not effective there is no chance of change in job behaviour through learning. If there is no change in job behaviour of individual Training Process stops there itself. Even if learning is adequate and effective there is no certainty that job behaviour change will take place. Job behavriour change is the function of many variables like organizational climate, relationship of the trainee with his superiors and peers, etc. Whatever may be reasons if job behaviour change does not take place then, Training Process: stops there. Job behavriour change is not the ultimate goal of training. If is only an intermediate process. If job behaviour change is adequate and effective, it may lead to change in organizational behaviour. But there is no guarantee that Job behaviour change. If does not take place the Training Process there itself. Change in organizational behaviour is not the function of Job

behaviour change alone.

There are many other variables affecting the

change in organizational behaviour. If change in organizational behaviour is adequate and effective it may lead to change in organizational performance. However, change in organizational performance is not guaranted only by change in organizational behaviour alone. There are many other variables. But if organizational behaviour change does not result in organizational performance change. Training Process does not get completed. There has been deep analytical research in the field of training. All researches and studies very clear agree that Training to be called Training must result into improvement in performance. As we can see there are external variables at each stage. Like reaction can be favrourable inspite of efforts of the trainer. Similarly, learning may not result into Job behaviour change because of factors outside the scope of training. Further, job behavirour change may not result into organizational behavioural change then into organizational performance change for factors outside the domain of training. We have got to be very clear about this dynamics. Training group and trainer has to take complete responsibility even for managing the external influences coming in the way of training at various stages. Trainer or

Training group can not escape the responsibility because if changes do not take place from one stage to another. Training does not take place. To manage the whole process, one has to look at the total strategy of training management, skill profile of Training Managers and their total awareness about the whole process. It is also apparent that Training Process starts much before the classroom work and goes much beyond the classroom. There is no short cut to the process. It is imperative for the Training group to be thoroughly acquainted with the whole process. What we need in our group companies, therefore, is the vigorous orientation of Training Groups about the total process of Training and Training Management. A stage has come when look beyond classroom work. Sooner or later accountability has to be established. It is indeed a great challenge and opportunity for professional to firstly upgrade their own profile, set up and held the organization to benefit in real sense of the term through effective Training Process. We have built up reasonably good infrastructure for training in most of our Group companies. There is good infrastructure for training in most of out Group companies. There is good thrust on training programme.

TRAINING POLICY 1. All matters pertaining the training programmes, Seminars and conferences will be routed through HRD department. 2. Employees will be sponsored to training programmes, Seminars and conferences as per the Training Need Identification. 3. After returning from the Training Programme Seminal and conferences, employees will submit the original training material to HRD department. They can retain the Xerox copy of the training material, if he wants. 4. All the employees will make presentation in front of selected participants, after returning from the training programmes, seminars and conferences.

OBJECTIVES 1. 2. 3. 4. 5. 6. To increase productivity. To improve quality. To help a company fulfill its future personnel needs. To improve Health and Safety. Personal Growth. Obsolescent Prevention.

Training needs of all the employees will be found out by using various methods and record of the same will be kept. Accordingly programme will be designed and organized for all the employees. Feedback will be taken from the employees in enclosed format.

In past, when growth of the company was quit fast, company did not think much of human resource practices. At the later stage, they started feeling the need for Complete H.R. System and organization decided to move from old practices to modern HR Practices. A) Clear cut move was seen towards systematic HR Management from adhocisim by early 1996. Every think was reviewed, restructured, realigned, redesigned to suit the new requirement. B) A massive exercise was done to find out the requirement of the group in terms of HR System. Accordingly following system was designed in the following area HR Planning HR Policy Performance Management Compensation Management Hiring and retention strategies Placement & Job rotation Training & Development Goal Setting.


Above systems were implemented with great care and expectations in mid 1996. We all know very well that there is recession all over the world and Steel Industry is going through a tough time. We are putting all our efforts to confront the situation and come out of it with success. Our attempts towards restructuring, rationalization, management system development through SWOT analysis, role clarity, implementation of quality and productivity and system and training and development of manpower are towards dealing with challenges which we have. We are sure, once recession is over, every thing will be all right and we will implement and practice all required HR System in the organization. We have always believed that our human resources are very important assets and their morale and motivation is of great value. All

improvement plans and strategies will be guided by with this objective of ours.

Lloyds Group POLICY ON CONEYANCE RE-IMBURSEMENT FOR CANDIADTES CALLED FOR INTERVIEW Sino 1. CATEGORY FARE Vice-President/ General Manager/Airfare Deputy General Manager/ Asst. General Manager Sr. Manager/ Manager/ Deputy Airfare/ Second AC Train Manager / Asst. Manager. Executives/ Senior Officers/ Officers Class Train Fare First Junior Officers, Assistants & Second Class Train Fare Stenographers

2. 3. 4.

Lloyds Group Issuer Of Offer/ Appointment Letters Sino 1 2 3 4 Category Offer letter Offer letter Recommended By AGM-HRD AGM-HRD AGM-HRD AGM-HRD Appointment LetterAppointment Initiated By Letter Signed By Manager-HRD AGM-HRD Manager-HRD AGM-HRD Manager-HRD AGM-HRD Ex. VP/ Chief Executive Managing Director

Non-Supervisory Manager-HRD Junior Officer to Manager-HRD Asst. Manager Deputy Manager to Manager-HRD Asst. General Manager Deputy General AGM-HRD Manager & above

Lloyds Group Confirmation / Extension of Probation / Acceptance of Resignation Sino 1 2 3 4 Category Non-Supervisory Junior Officer to Asst. Manager Deputy Manager to Asst. General Manager Deputy General & above Recommended By Approved By Letters Prepared By Manager-HRD Manager-HRD Manager-HRD Asst. General Manager-HRD Letters Signed By AGM-HRD AGM-HRD Issued By Group Head Group Head

Concerned Manager Group Head Concerned Manager Group Head Group Head Ex. VP / Executive Ex. VP / Chief Executive Managing Director

Chief Executive Chief Executive Managing Director Chief Executive / Managing Director





HUMAN RESOURCE INFORMATION FORM QUALIFICATIONS (start from deg./dip. Upwards) Examination Name of Code Year of Code Board Passing Passed University

EMPLOYEE NO:_________ SHEET 2 OF 8 Duration From To Division Main Subjects Code

PROFICIENCY IN GAMES S.No Game Code Level Code Remarks

LANGAUGES KNOWN Languages Code Read Write Speak Remarks

HUMAN RESOURCE INFORMATION FORM S.No Type of Training (SEMINAR LECTURE) Code Institute/Organization Code

EMPLOYEE NO:_________ SHEET 3 OF 8 Skill Code Acquired Year Duration (In Weeks)








EMPLOYEE NO:_________ SHEET 5 OF 8

Experience Prior to Lloyds Group


HUMAN RESOURCE INFORMATION FORM Foreign level S.No Date Country Sponsor In LSIL Returned Visited Code

EMPLOYEE NO:_________ SHEET 6 OF 8 Out LSIL Purpose Code Bond Amount

DEPENDENT AND FAMILY DETAILS S.No Full Name of Relationship Code Dependent

Date of Birth

Occupation If Studying, School address



HUMAN RESOURCE INFORMATION FORM Type of Fund Name of Relation Nominees Provident Fund

% Share

EMPLOYEE NO:_________ SHEET 7 OF 8 If Minor, Date of Guardian Birth





EMPLOYEE NO:_________ SHEET 8 OF 8

S.No Award Code Date Given By Brief S.No Reason PUNISH MENTS

Code Date Given By Brief Reason





I certify that the foregoing information is correct and complete to the best of my knowledge and nothing has been concealed/distorted. If at any time, I am found to have concealed/distorted any material information, my appointment shall be liable to termination without notice or compensation. PLACE:__________________ DATE:________________________ SIGNATURE:_____________________


Performance Appraisal Form the year. (For Junior Officer / Junior Engineer / Executive / Senior Engineer) Appraisal code EXCELLENT VERY GOOD GOOD NORMAL BELOW NORMAL POOR Rating point 10 (33.33% & Above) 8 (66.64% TO 83.32%) 6 (50% TO 66.63&) 4 (33.33% TO 49.99%) 2 (16.67% TO 33.32%) 0 (16.66% & Below)

NAME OF THE EMPLOYEE____________________________________ DESIGNATION________________________________________________ SECTION / DEPT.______________________________________________ NAME & DESGINATION

OF THE IMMEDIATE SUPERIOR_______________________________

NAME & DESGINATION OF THE HOD / REWIEWER_______________________________

Instructions: 1. 2. 3. 4. 5. Normally the immediate Superior evaluates each employee under his supervision & will be reviewed by Group Head. Please read carefully each point of the factors descriptions & explanations of each of the rating. Judge the employee on the basis of the work done during the year of Appraisal. Consider each factor separately. Do not let your rating of one factor influence your rating of another. Judge professionally without prejudice / bias. Performance Appraisal is very vital exercise for the company & also for the individuals. It requires very high degree of professional maturity, integrity & objectivity. Any case of over rating or under rating reflects more on the capability & profile of appraiser than appraisee. Please don not use pencil

A. Any remarkable achievement during the year. B. Brief comments and remarks about strength and weaknesses. C. TRANINING NEEDS: (What training do you recommend)

Technical Training

Behavioral Training

D. SIGNATURES: S.No E. Appraiser F. Reviewer Name (s) Designation Signature

For use of P & A Dept.

OBJECTIVES FOR THE YEAR__________________

AGREED OBJECTIVES 1 . 2 . 3 . 4 . 5 .


6 . TOTAL 100

(Signature of Employee) Name: Emp Code No: Date:

(Signature of Superior) Name: Date:

Proposed Grade Structure



Years Of Experie nce 25-30 25-28 24-26 22-25 20-25 18-22 16-20 13-16 12-15 09-12

Essential Qualifications

Desirable Qualifications ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT ME / M Tech / DIP IN MGMNT M Com / M Sc / MA / AMIE / DIP IN MAGMT M Com / M Sc / MA / AMIE / DIP IN MAGMT DIP IN Computers DIP IN Computers DIP IN Computers



BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE BE/B Tech / MBA / MMM / MPM / CA / ICWA / AMIE DME / DEE / B Com / B Sc / BA / With consistent first class / preferably with MATHEMATICS Main DME / DEE / B Com / B Sc / BA / With consistent first class / preferably with MATHEMATICS Main B Com / B Sc / BA B Com / B Sc / BA SSC / HSC / B Com / B Sc / BA




19-23 15-20 11-16 07-12 03-08 01-05

ITI / NCTVT (First Class) ITI / NCTVT (First Class) ITI / NCTVT (First Class) ITI / NCTVT (First Class) ITI / NCTVT (First Class) ITI / NCTVT (First Class)

Dip in Concerned Trade Dip in Concerned Trade Dip in Concerned Trade Dip in Concerned Trade Dip in Concerned Trade Dip in Concerned Trade

LLOYDS GROUP Performance appraisal Form for the Year 2003-2004 (For Assistant / Sr. Assistant) Name of Immediate Supervisor & designation: Name of the HOD & designation S. No ATTRIBUTES Excellent 10 (83.33 % & above) Has exceptional job knowledge Has excellent skill to perform Always shows initiative in work & keen to learn multiple jobs Very Good 8 (66.64% to 83.32%) Has very good job knowledge Knows to translate knowledge into skill Has very good aptitude for learning RATINGS Good Normal 6 (50% to 4 (33.33% to 66.63&) 49.99%) Has adequate job knowledge Has adequate skill Often shows initiative in work & interest in learning about job related Has less job knowledge Has normal skill to perform Occasionally shows initiative in work & needs to follow up. Hardly takes interest in learning Works up to required volume Generally makes mistakes. Check is needed Below Normal 2 (16.66% to 33.32&) Has moderate job knowledge Has less skill to perform Just does the job assigned to him Poor 0 (16.65% & below) Has poor job knowledge Has very poor skill Doesnt show interest in work & learning the job Rating By Assessor Reviewer

1 2



4 5


Exceptionally high output Makes no mistakes & exercises self checks

Very good output Rarely makes mistakes

Good output Occasionally makes mistakes. Sometimes check is needed

Output is below normal Mostly makes mistakes. Exercises very little self check

Output is of poor standard Frequently makes mistakes. Always check is needed


Exceptionally trust worthy & reliable Most disciplined & obedient. Imposes self discipline Works in harmony & has highest acceptability Regular & Very duty conscious Excellent communication Very high potential & proactive approach Highly satisfactory Highly time conscious, regular, optimum speed

Very good loyalty Disciplined & rule bound

Element of honesty is okay Adequately disciplined

Fairly reliable & honest Occasionally disobeys, otherwise disciplined Reasonable acceptability among people Just regular & punctual

Moderate reliability & integrity Generally reluctant to obey Sometimes shows reluctance to cooperate Occasionally irregular & late at work Difficulties in expression Considerable time & training is needed for growth Doesnt take interest Doesnt understand urgency of work & value time

Not trust worthy. Questionable integrity Mostly reluctant to obey Totally non cooperative Habitually irregular & late at work place Poor in expression Doubtful


Very good interpersonal relations Very punctual & regular in attending office Can express well High potential for positive approach Keeps his area perfectly neat & clean Rarely wastes time

Gets along with others. Normally cooperative Regular & punctual at work place Good communication Good potential for growth

10 11


Can express satisfactorily May progress with a little training Not up to the required level Occasionally optimizes time



Keeps his area clean Uses less time for constructive work


Keeps his place in complete mess Likes to sit idle all the time

Calculation = Total marks obtained * 100 120(Total Marks)

Training Need (What training needs do you recommend?) Technical Needs Behavioural Needs 1. 1. 2. Name & signature of the Supervisor: Date: 2. Name & signature of the Reviewer:

Guidelines: Please read each attributes very carefully. Do not use pencil. While rating give marks & not percentage for each attribute.


S. No 1 Particulars Job knowledge E Exceptionally well informed in all essentials of job. No / little assistance required Makes no mistakes. Always checks own work little / no check required. Exceptionally high Always takes initiative & works independently. Proactive approach. Exceptionally trustworthy VG Has very good job knowledge G Adequately informed on most facets of the job. Occasional assistance required. Occasionally makes mistakes. Check is required Good Most of the time works independently. N Works well on being instructed BN Has moderate job knowledge. Needs instruction & follow-up Most of the times make mistakes. Very little self check Very poor output Specific guidance given. Sometimes follow-up is required. Needs improvement to be satisfactory in his attitude towards management Occasionally irregular & late at work place. P Always needs instructions & follow-up Assessor Rating Reviewed by Dept. Head

Accuracy / Quality of work

Rarely makes mistakes

Generally makes mistakes. Check is required. Works up to required volume Occasionally works independently.

Frequently makes mistakes. Always check required. Always falls short of target Unable to work independently.

3 4

Work Place / Efficiency Resourcefulnes s / Initiative

Very good Accepts all works. Positive approach. Very good loyalty

Attitude towards organization

Favourable attitude towards management & its policies.

Fairly good attitude towards management & its policies.

Poor attitude to retain in the job without improvement.

Attendance / Punctuality

Exceptionally regular in attendance & punctual at work place. Duty conscious.

Very good punctuality & regular in attending office.

Regular & punctual at workplace.

Just regular & punctual.

Habitually irregular & late at work place.


Particulars Adaptability E Exceptionally adaptable to new task / conditions high potentials for growth. Communicate his ideas effectively up & down the line Excellent leadership qualities / influence & motivate the group. Always takes balanced & independent judgment under stressful occasions. Keeps himself abreast developments in the industry & tries to implement VG Very good adaptability on new jobs / tasks G Satisfactory adaptability to new tasks / conditions. High potentials for growth. Can express him well with few mistakes. Enthusiastic & takes interest to motivate / develop / influence individuals Tries to take balanced & independent judgment under stressful occasions Tries to simplify jobs by training & finding better means. N Fairly adaptable to new tasks / conditions if properly instructed Adequate ability in making him understood. Occasionally takes interests to motivate, develop / influence individual or group Fairly takes balanced & independent judgment under stressful occasions Always tries to perfect him & find better means. BN The job potential is below average to assume new tasks / job. Faces difficulties in expressing himself Doesnt have adequate qualities to lead individuals / groups Occasionally takes balanced & independent judgment under stressful occasions Doesnt show enthusiasm for any change / innovation. P Useful on routine tasks only. Needs continuous instructions. Cannot express him. Difficult to understood. Doesnt take any interest to motivate develop / influence individual or group Gets nervous. Not sure, what to do next? Assessor Rating Reviewed By Dept. Head

Ability to Communicate

Can express well.


Very good motivator of people by the way of participation / guidance & leadership. Most of the time takes balanced & independent judgment under stressful occasions Very enthusiastic in modifying / innovating his job by his experience &



Not interested in learning new trends or developments. Has basic rsistance to change


knowledge. VG Very good reliability & integrity. Very good full proof planning. Deviations & amendments are rare. G Normally reliable. Very little check is required. Normally plan in advance / anticipate problems & develop adequate safeguard. Good in utilizing material. Man power & technology to finish work in scheduled time Normally cost conscious & tries to minimize the cost. N Fairly reliable. Supervision required. Occasionally plan in advance / anticipate problems. Needs help to develop adequate safeguard. Just manages to extract the minimum out of the amiable resources. BN Moderate reliability. Some check is required. Inadequate planning & contingency plans. Needs guidance. P Not trustworthy. Questionable integrity. Unplanned working Assessor Rating Reviewed By Dept. Head

S. No

Particulars Integrity / Reliability Planning.

E Exceptionally reliable on all assignments. Always plan in advance / anticipate problems & develop adequate safeguards. Optimal utilization of resources to meet scheduled targets. Excellent awareness of cost. Practices & educates all measures to minimize costs. Exceptionally keen to learn more & more about job & related work. Always works in harmony


Very good utilization of resources to meet targets & schedules.

Organizing skills are below average. Needs improvement.

Disorganized. Not sure, what to do next.

Cost conscious ness.

Very good in controlling costs. Implement all measures to reduce costs. High attitude to learn.

Fairly cost conscious. Needs check

Cost consciousness is inadequate. Frequent supervision is required. Just does the job given to him.

Poor cost consciousnes s & needs close supervision.

Aptitude to Learn

Human Relation /

Very good interes-personal

Enthusiastic & takes interest in learning the job & related work. Normally balance well

Occasionally takes interest in learning the job & related work. Works fairly well with people

Not taking any interest in learning job & related work. Noncooperative

Sometimes shows

Cooperati on.

with others. High acceptability.


with others & fully cooperative.

& fairly cooperative.

reluctance to co-operate.

with others.




TICK() THE TRAITS YOU CONSIDER APPRORIATE IN YOUR ASSESSMENT. ONLY ONE TRAIT SHOULD BE COSIDERED AT A TIME. YOUR JUDGEMENT CONCERNING ONE TRAIT SHOULD NOT BE ALLOWED TO INFLUENCEYHE JUDGEMENT YO OTHER TRAIT. 1 2 Personality Poor Conversational Ability Unable to express 3 4 Job Knowledge Insufficient Mental Alertness Dull 5 6 Enthusiasm Pessimistic General Awareness Notice By Lacking 7 Apparent Sincerity Deceptive 8 Relevant Experience Poor 9 Overall Assessment Poor Interviewed By 1) 2) 3) 4) Fair Signature: Good 1) 2) 3) 4) Excellent Fair Good Excellent Average Straight Very Frank Limited Good Excellent Indifferent Shows Interest Keen Interest Average Good Logical & Quick Response Average Good Excellent Can make himself understand Clear & concise Forceful Average Neat & Clean Excellent



1 2

Group Discussion Poor Aptitude Test Poor Fair Good Excellent Fair Good Excellent


Recommendation Position Salary Other Benefits Probation Training Period

: _______________________________ Date : ____________________ : ____________________ Expected Dare of Joining : _______________ : ____________________ : ____________________ : ____________________ : ____________________

AGM - HRD Approved By : ______________________________________________________________ Vice President / Executive Vice President / Chief Executive / MD

Lloyds Steel Industries Ltd. Modern Mills Compound, 101,Keshavrao khade Marg, Jacob Circle, MahalakshmiMumbai-400 011.
PERSONAL HISTORY FORM After completion, please return this form to us as quickly as you can, but not later than____________. Your selection will largely depend upon the honesty and completeness of the information you give, which will be held strictly Confidential.
____________________________ POSITION APPLIED FOR ___________________________________________________ PERSONAL & FAMILY BACK GROUND ______________________________________________________________________

1) 2) 3) 4) 5) 6)

Name in Full : Place, Date of Birth & Age : Weight: ______________________(Kgs) Height: ______________________(Cms) Eye sight:_____________________ Address: Present Permanent

7) 8)

Your present address: Staying in your own house / flat Staying in company quarter Staying with parents / relatives ______________________ ______________________ ______________________

Staying on rental accommodation ______________________ Personal Status: Bachelor / Engaged / Married / Widower

Name Father Mother Spouse Brothers Sisters Children





9) 10)

How much would you like to earn in a new job? At present After on year After five years Rs.____________p.m Rs.____________p.m Rs.____________p/m

How do you keep yourself in good physical health?


Do you know anyone in Lloyds group?


Any other information about your family or yourself that you would like to add:

13) 14) S. No

Conveyance: Do you own a vehicle> If Yes, please specify. If No, How do you commute at present? EDUCATION, TARINING & EXPERIENCE. INSTITUTE PEROD FROM PERIOD EXAM RANK/ Main Subject TO PASSED. PERCENTAGE Degree/Diploma


Training & Practical Experience (Other than regular jobs) S. No Nature of Training Organization Period from Period To

DETAILS OF WORK EXPERIENCE 16) Please record your occupational experience below. Start with your present employment & work backwards. DATE NAME & ADDRESS OF EMPLOYER DESIGNATION DUTIES SALARY 9GROSS) RESONS FOR LEAVING






Exit 17) Achievements in present & previous organization.


Draw your organization chart showing your position.


Do you consider your choice of work perfectly in line with your vocational interests?

20) If you could choose the occupation in which you would like to be in ten (10) yrs from now what would it be?

21) 22)

1st choice 2nd choice 3rd choice What kind of an appointment are you looking for? What type of employer would you like to work with? (Describe in brief) 23) Do you have any preference for location of work? (Please state in order of preference)


Has Lloyd group interviewed you earlier? ( If yes, Please give us the date)


25) What books & journals do you normally read & like?


In which field are you best informed?


Have you published or written anything? If yes give details; (Please send a copy of your publication, if readily available)

28) Have you done any research? Developed new ideas or involved any tool / machinery / gadget? (Describe in brief)


Memberships: Professional Societies / social & cultural associations / political, semi political parties, educational or any other societies & group.


Would you like to continue with you studies?


31) What seems to be your greatest problems / anxiety / worry at present?

32) What is your objective in life?

33) Are you doing anything at all to achieve these objectives? (If yes, describe)

34) What are your greatest personal assets (qualities, skills & abilities) which make you successful in the jobs you take up?

35) What do you enjoy most in you work?

36) What do you consider you are your main weaknesses?

37) What are your strong likes / dislikes & prejudices?

38) Would you like to go out of India? Yes/No.

39) Would you be prepared to enter into a service agreement for a fixed period with our firm? (Write Yes or No against each). a) General Service Contract 5years_____________ b) Training/ study / your abroad cum 5years_____________

Service contract
c) Tour abroad on assignment (duration 2 to 8 weeks) cum Service Contract Agreement. years_____________ 2

d) Training in India (management training duration 3 to 6 months) cum Service Contract. years_____________

40) COMPENSATION STRUCTURE (Per Annum Basic) (You may need to support this with a salary certificate) S. NO SALARY HEADS Level & Grade Basic Salary Dearness Allowance Fixed D a Total Consolidated Salary Conveyance Allowance Scholarship/Edn. Allowance Canteen/lunch Expense Entertainment Expense Furnishing (Hard/Soft) Servants Residence/Telephone/ Maintenance Medical reimbursement (Maximum Limits) Bonus/Excreta L.T.A Provident fund (rate) Super Annuation Fund Rate Group life/Accident Insurance. Gross Salary Income Tax Paid Net Salary Leave-causal/ Sick/privilege Leave-Any other (Specify) LeaveAccumulation/Encasement Any loan Facilities (Specify) PRESENT (P.A) EXPECTED (P.A) PROPOSED (P.A)

41) Do you have a Provident Fund account? If Yes, Account No. 42) Do you have to pay off any liabilities to your employer/others?

43) What effect will it have it on your new job?

I certify that the forgoing information is correct & complete to the best of my knowledge & nothing has been concealed / distorted. If at any time, Im found to have concealed/distorted any material information, my appointment shall be liable to summary termination without notice or compensation.



For Office Use Only Recommendation of Interview Panel: Date:________________ Signature ___________________ Signature ______________________ Signature

Approval of Chief Executive /Managing Director

Date:___________________ Signature:_____________________


EDOJ:______________________ Grade:______________________ Group:______________________

Gross Salary:_________________ Designation:__________________

LLOYDS GROUP GETSs / MTs APPRAISAL FORMS (QUARTER NO___________) NAME_____________DEPTT__________________GROUP_________________________ ___ DESCIPLINE_________________DOJ_______________QUALIFICATION___________ ___
S. NO 1) TRAITS Technical / job / Knowledge (Refers to acquisition, grasp, thoroughness of fundamentals, techniques policies, procedures & latest developments relating to his function & related areas) Analytical & problem solving ability (To analyze or breakdown facts & see how they relate & fit) Creativity (To see or create & innovate new relationships to produce original or unusual ideas, plans or operations or o deviate from traditional patterns of thinking) Initiative (To act on ones own, to undertake with minimum of instructions, to act independently, to gather / muster resources & devise ways & means to meet or handle situations, to act) Perseverance (To keep at or stick to a job / problem / task until it is finished, to put in ling hours, to continue to perform especially under adverse conditions, to persist actively beyond a desired point) Motivation & drive (To execute actions vigorously / resolutely, to work with a sense of direction, to set challenging standards, to work enthusiasm & commitment) Dependability (To accomplish desired actions consistently without supervision, to be relied thoroughly to complete a task or job, to carry out regular hard work marked be steady, dependable results) Interpersonal & Team relationship (Ability to work harmoniously with superiors, colleagues & subordinates both individually as well as in team) Discipline (Follow rules & regulations, conducts in proper & organized manner & punctuality & attendance) Communication Skills (Ability to express both orally & in writing & share the information / knowledge & present himself) Planning Skills (To draw up steps or series of activities in logical & appropriate sequences, to achieve goals, to foresee eventualities & plan contingencies) GRADE

2) 3)





8) 9) 10) 11)


Organizing Ability (To mobilize, co ordinate & direct various resources & to delegate responsibilities & authority)


RATING SCALE 05 04 03 02 01



Performance Appraisal Form for the Year_________ (For Asst. Manger & above) Name of Employee Emp. Code No Designation Department INSTRUCTIONS: 1) At the beginning of the year (April) the employee will frame his objectives for the subsequent year in consultation with his superiors, the superiors will give weight age (i.e. mark out of 100) to each objective. Total weight age of percentage should not exceed 100. The employees will retain one copy of objectives & his superior will retain another & original will be sent to P & A dept. 2) At the end of the year, P& A will send the appraisal form to the department. That time the employees will assess his performance based on the objectives decided earlier. This will be a self-appraisal followed by assessment by his superior. This will reviewed by Reviewing Authority (HOD) who will be the reporting authority of Appraiser apart from set objectives, the employee will also be assessed in general for different traits / attributes, strength, weaknesses & potentials. At the same time employees will also decide the objectives of the subsequent year. 3) Performance Appraisal is a very vital exercise for the company & also for the individual. It requires very high degree of professional maturity, integrity & objectivity. Any case of overrating or under rating reflects on the capability & profile of appraiser than appraisee. 4) Please do not use pencil. Name Appraiser Reviwer Designation

Agreed Objectives / Targets for the year2003-2004 Weight age Till what extent the Objective is achieved in (% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 TOTAL 100

By Appraisee E
83.33% & ABOVE

66.64% to 83.33%

50% to 66.63 %

33.33 % to 49.98 %

16.67 % to 33.32 %

16.66& to below

To What extend objective is achieved (%)

By Appraisee E
83.33% & ABOVE

66.64 % to 83.33 %

50% to 66.63 %

33.33 % to 49.98 %

16.67 % to 33.32 %

16.66& to below

E = Excellent

G=Good N=Normal P=Poor 2 SIGNIFICANT CONTRIBUTION & CONSTRAINTS SIGNIFICANT CONTRIBUTIONS (Job related Not covered in above objectives) By Appraisee 1. In developing of sub-ordinates

BN Below Normal


2. In developing & adopting of new & innovative management systems

3. General


(Please tick mark in respective column)

CRITICAL ATTRIBUTES 1 JOB KNOWLEDGE Knowledge, ability & competence perform the job INITIATIVE Ability to initiate action to compete the task without waiting for direction from superior RESOURCEFULNESS Ability to mobilize resources to achieve desired results & device ways & means of solving problems in difficult situations INNOVATIVENESS Ability to think new & better ways of doing things DECSION MAKING Ability to take timely & correct decisions COMMUNICATION Ability to SKILLS convey thoughts & feelings both oral as well as written for better understanding




9 1 0 1 1


Ability to plan & organize resources timely to achieve the desired results Ability to lead & influence individual / group to achieve organizational goals. Ability to work in harmony with others Reliability & trustworthines s Ability to understand & follow code of conduct of a manager & have managerial perception on issues.

4 AREAS OF STRENGTH & IMPROVEMNETS (BY SUPERIORS) MAJOR STRENGTHS 1. 2. 3. AREAS OF IMPROVEMNTS 1. 2. 3. 5 RECOMMENDATIONS FOR TRAINING AND DEVELOPMENTS: TECHNICAL TRAINING: 1. 2. 3. BEHAVIOURAL TRAINING: 1. 2. 3. 6 CAREER DEVELOPMENT (Tick as applicable) Proposed Action (Tick as applicable) Details of Action Job Rotation Job Enlargement Transfer to other Department Others (Please specify) 7 Signature of Appraise

Signature of Appraiser

Signature of Reviewer



Signature of Employee Name : Emp. Code No: Date :

Signature of Superior: Name : Date:


APPRAISAL FORM FOR STAFF (For period________________To____________________) Part I

Name E.C No DOJ Qualification Present Salary Design Dept/Group DOB Grade Last Increment Rs

Part II
S. No 1. 2. 3. 4. 5. 6. 7. 8. Attributes Job Knowledge Quality of Work Quantity of work Discipline Initiative & Drive Skills to perform the job Attendance & Punctuality/Regularity Ability to learn Rating Comments

Overall Comments Any mentionable Achievements or Failures Scope for further Development/Training Needs

Signature of the Assessor Name:________________________________ Designation:___________________________ Remarks By Reviewer:_________________________________

_________________________________ Signature By Reviewer

Name:___________________________ Design:__________________________

Remarks By Group Head:

________________________________ Name Criteria For Rating E VG G A NA Excellent Very Good Good Acceptable Not Acceptable

_______________________________ Signature

10 Marks 08 Marks 06 Marks 04 Marks 00 MArks


Title of the programme: Topic of the session: Conducted by: (Indicated by_____________wherever applicable) Date: Time:

Session contents: Very good / Good / Adequate / Inadequate / Poor

In case of Adequate/Inadequate/Poor indicate

Topics to be deleted: Topics to be added: Any other suggestions for improvement Time allotted: More than required / Required / Insufficient

Time Utilization: Very Good / Good / Average / Below Average / Poor

In case of Average / Below Average / Poor Time wasted unnecessarily Started on time / Didnt start on time Any other fault

Presentation Style:
Use of Audio Visuals: Appropriate / Inappropriate Subject presentation style: Very Good / Good / Average / Below / Average

Is it because of?

Suggestions for improvement include?

Monotonous Non participative Slow pace Too fast Any other

Case studies Role play Audio Visual Games Any other suggestion

Speaking style: Very Good / Good / Average / Below / Average

If Average / Below Average / Poor, was it: i. ii. iii. iv. v. vi. vii. viii. Too fast Too show Too Loud Too low toned Lack of clarity in diction Use of very difficult words / phases Poor language Any other area of improvement

Handouts Course Material: More than Adequate / Adequate / Inadequate

Overall Evaluation:
Very Good Good Average Below Average Poor

Evaluation / Rating Clarity of session Use of exercise, case studies etc Interaction to relate to participants Overall effectiveness

Any other suggestion for improvement:

Name of the Participant:


COMPANYS NAME:_____________________________



Critical Attributes 1) 2) 3) 4) 5) 6) 6. 7. AGE SUPERVISION


Ref: VSS/PERS/96/<<REF_NO>> <<DATE>> <<NAME>> <<ADD>> <<ADD 1>> <<ADD 2>> <<ADD 3>> <<ADD 4>> <<DEAR>>

Sub: Offer letter for the position of _______________________________

With reference to your application and subsequent interview you had with us, we are pleased to inform you that you are selected for the post of <<DESIGNATION>> on the terms and conditions mutually agreed upon. We expect you to join us on or before <<WED>>. The detailed appointment letter will be issued to you at the time of joining Please sign the duplicate copy of this letter as a token of your acceptance. Thanking you, Yours faithfully, LLOYDS GROUP INDUSTRIES LTD


P.S: Please bring the following documents at the time of joining. 1) 2) 3) 4) 5) Testimonials & Certificates. Relieving letter & Experience Certificate. Proof of Age. Photographs 3 Nos. Salary Certificate

Ref: VSS/PERS/96/<<REF_NO>> <<WEF>> <<NAME>> <<ADD>> <<ADD 1>> <<ADD 2>> <<ADD 3>> <<ADD 4>> <<DEAR>>

This has reference to your application and subsequent personal interview you had with us. We are pleased to inform you that you have been appointed by LLOYDS GROUP INDUSTRIES LTD w.e.f. <<WEF>> on the following terms and conditions. 1) DESIGNATION You will be designated as <<DESIGNATION>> 2) PLACE OF POSTING Your posting will be at Lloyds Group House, Modern Mills Compound, 101 Keshavrao khade Marg, Jacob Circle, Mahalakshmi, Mumbai 400 011. However, during employment with the company you may be posted / transferred to any of the offices / projects / decisions / units of the company existing or to be set up at any other location in India or abroad, without any additional information. 3) 4) SALARY AND ALLOWANCES: As per (ANNEXEURE - I) INCREMENTS Your increments and future prospects in the company shall entirely depend on your efficiency, hard work and regularity in attendance, sincerity, good conduct and such other relevant factors. Increment in no case shall be automatic or matter of right. 5) PROBATION / CONFIRMATION You will be a permanent employee of the company from the date of joining. In the event of either the company or you wish to serve the condition, one-month notice will be served on either side.


MEDICAL FITNESS & VERTFICATION OF PARTICULARS Your appointment is subject to: You being declared and remaining medically fit by a Medical Officer or by a Doctor specified by the company. The Management has the right to get you medically examined by any certified medical practitioner during the period of you services. In case you are found medically unfit to continue with the job, you will lose lien on the job. In case particulars mentioned in your application are found false or unsatisfactory, your services shall be liable for termination at any time without any notice or any compensation in lieu thereof.



The company will expect you to work with a high standard of initiative, efficiency and economy. You will perform, observe and confirm to such duties, directions and instructions assigned or communicated to you by the Company and those in authority over you. You will devote your entire time to work of the Company and will not undertake any direct / indirect business or work, honorary or remuneratory except with the written permission of the Management in each case. Contravention of these will lead to the termination of your services without any notice or any compensation in lieu of such notice. You shall not seek membership of any legal or public bodies without first obtaining written permission of the Management. You shall neither divulge nor give out any unauthorized person during the period of your services or even afterwards by word of mouth or otherwise, particulars or details of our manufacturing processes, technical know how, security arrangements, administrative and / or organizational matters of a confidential / secret nature, which you may be privileged to know by virtue of you being our employee. You shall keep confidential all the information and material provided to you by the Company or by its clients concerning their affairs, in order to enable the Company to perform the services. This does not release, use or disclose except with the prior written permission of the company. Your obligation to keep such information confidential shall survive even or termination or cancellation of this employment. You will disclose to us forthwith any discovery, invention, process or improvement made or discovered by you while in our service, and such discovery, invention, process or improvement shall belong absolutely to and be sole and absolute property of the Company. If and when required to do so by the Company, you shall at the Companys expense, take out or apply for letters patent, licenses or other rights, privileges or protection as may be directed by us in respect of any such discovery, invention process or improvement so that the benefits thereof shall accrue to us and you will execute and do all instruments otherwise vesting the same and all benefits arising in respect thereof in our favour or in favour of such other person or people, firms or companies, as we may direct as the sole beneficiary thereof.

You will not enter into any commitments or dealings on behalf of the company for which you have no express authority, not alter or be a party to any alternation of any principle or policy of the Company or exceed the authority, or discretion vested in you without the previous sanction of the Company or those in authority over you. You will be responsible for the safe keeping and return in good condition and order of all the properties of the Company, which may be in your use, custody, care or charge. For the loss of any property of the Company in your permission, the Company will have a right to assess on its own basis and recover the damages of all such materials from you and to take such other action as it deems fit in the event of your failure to account for such material or property to its satisfaction. 8) TERMINATION OF PERMANENT SERVICES You will automatically retire from the service of the Company on attaining the super annuation age of 58 Years. If you absent yourself without leave or remain absent beyond the period of leave originally granted or subsequently extended, you shall be considered as having voluntarily terminated your employment without giving any notice unless you: o such absence & o regarding such absence. Return to work within 8 (Eight) days of the commencement of Give an explanation to the satisfaction of the Management

Your services are liable to be terminated without any notice or salary in lieu thereof for misconduct, without being exhaustive and without prejudice to the general meaning of the term Misconduct in the case of reasonable suspicion of misconduct, disloyalty, commission of an act involving moral turpitude any act of indiscipline or inefficiency. On satisfactory completion of the probation period and after your confirmation in writing for the reasons mentioned in this Appointment letter, your services can be terminated by giving notice of 1 (One) month on either side. Any condonment of notice will be at the absolute discretion of the Management. 9) GENERAL

Standing Orders and Rules & Regulations will cover you and any such other rules or orders of the Company that may be in force from time to time. Your age mentioned in the Matriculation / Higher Secondary Certificate / School Leaving Certificate will be deemed to be the conclusive proof of your date of Birth. You will intimate in writing to the Management any change of address immediately, failing which any communication sent on your last recorded address shall be deemed to have been served on you. You will hand over property / material of the Company in your possession at the time of cessation of your employment within the Company.



If you accept the above terms and conditions, please return the duplicate copy of the appointment letter as a token of your acceptance immediately. If you accept letter, all future correspondence should be addressed to Sr. Manager HRD Lloyds Steel Industries Limited, (Engineering Division) Modern Mills Compound 101 Keshavrao khade Marg, Jacob Circle, Mahalakshmi, Mumbai 400 011.

We are looking forward to your joining our team for a long, successful and pleasant association. Yours Sincerely, LLOYDS STEEL INDUSTRIES LIMITED CHIEF EXECUTIVE


I have read and understood the above terms and conditions and hereby signify my acceptance of the same. SIGNATURE:__________________DATE:_________________________



1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16)


<<NAME>> 2000<<EMP-CODE>> <<DEISG>> <<GRADE>> Rs. <<CR-BASIC>> / Per Month As per cost of Index (Rs. /- for Jan) 15% of Basic Salary Rs. <<CONVEY>> /- Per Month Rent = Call Charges or Rs. 500/- whichever is less Rs. Per Annum

Rs. <<LTA>> /- Per Annum As per companys rule 10% of Basic Salary MH / 17870 / <<PF-No>> As per Companys rule As per Companys rule

REF: VSS / PERS / 96 / <<Refs>> To, <<Name>>

<<Address>> <<Address 1>> <<Address 2>> <<Address 3>> Dear <<Name>>

With reference to your application and subsequent interview you had with us, we are pleased to inform you that you are selected for the post of <<DESIGNATION>> by LLOYDS GROUP on the following terms and conditions with effect of <<D.O.J.>>

1) You will be undergoing One Year training at our <<Place>> <<Address>> <<Address 1>> <<Address 2>> <<Address 3>> or any other Unit / Division or location as may be decided by the Company. 2) Compensation as per Annexure I

3) During the training period if your performance is not found satisfactory, the same may be further extended at the absolute discretion of the management or the management may terminate training either during the training period or at the end of training period. 4) Your services are, however, liable to be transferred or deputed to any of our Offices / Factories / Divisions or to any affiliated organizations and / or any of their Offices / Factories / Divisions etc., at any time anywhere in India or abroad without any additional remuneration. 5) On successful completion of training period and passing such tests as prescribed you will be absorbed in suitable grade on probation subject to availability of vacancy. 6) The rules and regulation applicable to the employees and subsequent modification will govern you, if any, in the same from time to time. 7) You will not be entitled for any allowances / perquisites / facilities / given to Regular employees of the Company, other than above. 8) Your hours of work shall be such as may be notified from time to time by the Company, 9) Your training is also liable to be terminated without any notice or salary in lieu thereof for misconduct, without being exhaustive and without prejudice to the general meaning of the term misconduct in the case of reasonable suspicion of misconduct, disloyalty, commission of an act involving moral turpitude, any act of indiscipline or inefficiency.

Kindly sign the duplicate copy of this letter as a token of your acceptance and send it back to us for our records. Thanking you,

Yours faithfully,



I have read and understood the above terms and conditions and hereby signify my acceptance of the same.


1 ) NAME <<Name>>

2 ) 3 ) 4 ) 5 ) 6 ) 7 ) 8 ) 9 )


2000 <<Emp. Code>> <<Design>> Rs.<<stipend>> As per policy As per policy MH / 17870 / <<PF No As per policy Nil