Professional Documents
Culture Documents
Submitted By
Karishma Sharma
Student ID: 18BBAN055
Faculty of Management
JECRC UNIVERSITY
15 January to 15 February,2021
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Declaration
Signature of Student:
Certified that the above statement made by the student is correct to the best of
our knowledge.
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ACKNOWLEDGEMENT
Success in any activity is achieved not by an individual’s own effort, but with
the support of many known and unknown.
Karishma Sharma
(18BBAN055)
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EXECUTIVE SUMMARY
This project report presents the study of HR Planning in IYM and how it is
helpful in retaining the employees in the organization.
After employees have been hired, trained and remunerated, they need to be
retained and maintained to serve the organization better. Any organization
whether it is governmental, on-governmental, trade unions, or employees’
association etc. have to maintain good employee relation for better work place.
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TABLE OF CONTENTS
CHAPTER
CHAPTERS PAGE NO.
NO.
1 INTRODUCTION 8-24
1.1 Introduction
8
1.2 Objectives of the Study
8-9
1.3 Industry Profile
9
1.4 Company Profile
10
1.5 Vision, Mission and Goals
11
1.6 Product and Service Profile
12-13
1.7 Area of Operations
20
1.8 Company Competitors
20
1.9 SWOT Analysis
20-21
1.10 Plant Operation
22
1,11 Hierarchical structure
23
1.12 Policies and Rules
24
2 HR Management 25-43
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2.8 Career Planning 41-42
SUGGESTIONS 58
CONCLUSION 59
BIBLIOGRAPHY 60
ANNEXURE 61-63
LIST OF TABLES
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1.5 Yamaha RAY ZR 125 Fi 16
LIST OF FIGURES
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CHAPTER-1
INTRODUCTION
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1.3 Industry Profile
The world's automakers face a rate of alteration unlike that the any other time
in the industry's past. Digitalization, connectivity, increasing powertrain
technologies, tougher regulations, and shifts in the buyer attitudes have shaped
a unprecedented challenges as well as opportunities. In pursuit of the sales
development, international automakers have invested deeply in the emerging
markets, but slower demand, especially in the China, has highlighted the risks
of the investments. Exactly assessing economic conditions in specific markets
has become more significant than ever for automakers.
History of the automobile industry first origin in the year 1769 it was the
formation of steam engine. In the year 1806 the very first case powered by an
inside combustion engine running on gas fuel arrived in 1885 introduction of
ubiquitous modern gasoline or petrol filled internal combustion engine, In the
20th century first introduced the power electric cars. History of the bikes era
begins in the 2nd semi of the 19th centuries. Bikes are the most sink from the
"safety cycles" the bicycle with the rear and front wheels of the same size and
the pedal head of the mechanism to ride the rear wheel. Despite some previous
benchmarks in its Evolution, the motorcycle is the very less rigid birth that can
be found back to a single machine or idea. Instead of the idea seems to have
occurred to high engineers and inventors in Europe at around the same period.
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1.4 Company profile: -
Product Automobiles
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1.5 MISSION, VISION, AND GOALS
MANAGEMENT PRINCIPLES:
These are the means to attain our corporate mission and the cornerstone of our
philosophy.
We are aware of our customers' evolving needs and provide them with quality
products and services of exceptional value that surpasses their expectations.
Whilst cultivating our employee’s creativity and all round abilities, we have
also established an equitable system of evaluation and rewards to encourage
our people to strive towards newer benchmarks.
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1.6 PRODUCT AND SERVICE PROFILE
Specifications:
Displacement 125cc
Category Moped
Drum (Rear)
Table 1.1
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Figure1.2Yamaha R15 v3.0
Specifications:
Displacement 155 cc
Monocross ( Rear)
Speedometer Digital
Table 1.2
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Figure1.3Yamaha MT-15
Specifications:
Displacement 155 cc
Monocross ( Rear)
Speedometer Digital
Table 1.3
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Figure1.4 Yamaha FZS-FI V3
Specifications:
Displacement 149 cc
Monocross ( Rear)
Speedometer Digital
Table 1.4
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Figure1.5 Yamaha RAY ZR 125 Fi
Specifications:
Displacement 125cc
Category Moped
Drum (Rear)
Table 1.5
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Figure 1.6 Yamaha FZS 25
Specifications:
Displacement 249 cc
Monocross ( Rear)
Speedometer Digital
Table 1.6
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Figure 1.7 Yamaha FZ 25
Specifications:
Displacement 249 cc
Monocross ( Rear)
Speedometer Digital
Table 1.7
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Figure 1.8 Yamaha YZF-R3
Specifications:
Displacement 321 cc
Speedometer Digital
Table 1.8
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1.7 AREAS OF OPERATION
Company has been functioned in the different nations they are:
PAKISTAN
INDONESIA
THAILAND
MALAYSIA
PHILIPPINE
TAIWAN
COMBODIA
CHINA
AUSTRALIA
NEW ZEALAND
SINGAPORE
Hero
Honda
Bajaj
TVS
Royal Enfield
Strengths:
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Innovative offer and scheme are provided.
Weakness:
Opportunities:
Threats:
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PLANT OPERATION
FARIDABAD
Established: 1964
Area (sq. ft.): 1,080,078
Distance from: New Delhi: 35 Kms
Surajpur: 45 Kms
•Parts Mfg.
•Machining
•Heat Treatment
•Painting
•Plating
SURAJPUR
Established: 1985
Area (sq. ft.): 3,780,900
Distance from: New Delhi: 35 Kms
Faridabad: 45 Kms
Models: FAZER
ENTICER
LIBERO
CRUX
RX100
GLADIATOR
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HIERARCHIAL STRUCTURE
Skilled
Semi-Skilled (Unionized Cadre)
Unskilled
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POLICIES & RULES
WORKING HOURS
8.00 a.m. – 4:30 p.m. – Ist Shift
4:30p.m. – 1:00a.m. - 2nd Shift
1.00a.m. – 8.00a.m. - 3rd Shift
LEAVE POLICY
Casual Leave (CL): 7/year
Sick Leave (SL) : 7/year
Earned Leave (EL): 30/year
STAFFING POLICY
Probation period: 6 months
SEPARATION POLICY
Supervisor: 1 month
Manager: 2 months
DGM & Above: 2 months
RETIREMENT POLICY
All: 58 Years
Directors: 60 Years
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CHAPTER-2
HR MANAGEMENT
Various Functions carried out under the personnel department at Escorts Ltd.
(Yamaha Motor Cycle division, Surajpur) are as follows:
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resources of manpower planning is the process by which management
determines how an organization should move from current manpower position
to the desire manpower position. It analyses the present and future vacancies
that may occur as a result of transfers, promotions, sick leaves, leave of
absence, or other reasons and analysis of present and future expansion
or curtailment in various departments. Through planning, management
strives to have right no. and right kind of people at right places and the right
time to do the things which result in both the organization and the individual
receiving the maximum long range benefits.
The planning of manpower as carried out by Escorts YMD is done with the
job
analysis that is procedure by which pertinent information obtained about a job
or it can also be said that it is a detailed and systematic study of information
relating to the operations and responsibility of specific jobs. This process of
obtaining all pertinent job fact is carried out through job description and job
specification. Job description and specification is written where in job
description responsibility and requirements of a particular job where
as in job specification the requirements sought is an individual worker in
a given job.
2. Employment
It is another important operative function of the personnel department and
carried out by internal and external sources. The internal sources
are within the organization, where every any vacancy occurs, somebody
within the organization is upgraded, promoted and transferred. The external
sources are those who are new entrants to the labour force or some who are
retired and experienced persons such as for security of unemployed persons.
Employment of manpower is carried though a number of private employment
agencies or state agencies. The process of employment involves three stages
viz. recruitments, selection and placement. It is the determination of the job to
which an accepted candidate is to be signed and his assignment to that job.
5. Personnel Research
This is carried out by the personnel department which conducts study and
survey on:
Employment turns over (exit interview)
Absenteeism
Wage Survey
6. Personnel Budget
This budget is prepared by the personnel department which takes into account
all the costs, expenses and profit to be generated in the year.
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The personnel department looks out the following functions:
Performance Appraisal
Confirmation/Increment/Promotion
Maintain personal files of all employees
Data Bank of all employees and individual history sheet.
8. Industrial Relation
Industrial relations refer to the dynamic development concept which not only
and employee-web much more complex than the labour concept of “labour”.
The concept of IR has been extended to denote the relation of state
with employer, worker and their organization. The subject, therefore includes
individual relation and join consultation between employer and worker at them
place of work, collective relation between employer and their organization and
trade union, a part played by state in regulation this relation.
The function of IR is carried out through the following way in Escorts YMD.
Labour laws are industrial and statutory registers are maintained according to
these laws.
Liaison with labour department and other civic authorities are maintained so
as to carry out different functions relating to industrial peace.
Submission of returns under various labour laws.
Implementation of standing order and Contract Act.
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2.4 HR PROCESS:
The Human Resources Division serves the employees of the entire Yamaha
Motor Group. Its objective is to develop human resources, the source of the
Company’s competitive edge in its business operations, and to plan and
implement personnel policies that help create a dynamic corporate culture.
The Human Resources Development Division consists of the Personnel
Department, Employee Relation Department, Human Resources Development
Department, Health & Safety Department, and the Secretary Department, and
integrates some or all of the human resources-related functions of the former
Personnel Management and Industrial Relations Division, General Affairs
Division.
Recruitment:
Recruitment refers to the process of finding possible candidates for a job or
function, undertaken by recruiters. It also refers to defining the source from
where suitable candidates can be selected. It is a positive process. It may be
undertaken by an employment agency or a member of staff at the business or
organization looking for recruits. Either way it may involve advertising,
commonly in the recruitment section of a newspaper or in a newspaper
dedicated to job adverts. Employment agencies will often advertise jobs in
their windows. Posts can also be advertised at a job centre if they are targeting
the unemployed. Suitability for a job is typically assessed by looking for skills,
e.g. communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications (educational
or professional), experience in a job requiring the relevant skills or the
testimony of references. Employment agencies may also give computerized
tests to assess an individual off hand knowledge of software packages or
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typing skills. At a more basic level written tests may be given to assess
numeracy and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé (also
known as a CV) or to complete an application form to provide this evidence.
The follow-up process may be referred to as part of the recruitment process:
inveigling the selected candidate or candidates to take up the target job or
function. This applies particularly in filling positions in the military or in
expanding the human resource base of a cult. Head-hunting is a frequently
used name when referring to recruiters, but there are significant differences. In
general, accompany would employ a head-hunter when the normal recruitment
efforts have failed to provide a viable candidate forth job. Head-hunters are
generally more aggressive than in-house recruiters and will use direct cold
calling techniques,
advanced sales techniques, personal visits to the candidate’s office and will
purchase expensive lists of names and job titles. In general, recruiters will do
their best to attract candidates for specific jobs while head-hunters will
actively
seek them out. Many companies go to great efforts to make it difficult for
head-hunters to locate their employees. The process of recruitment comprises
of five
interrelated stages, i.e.:
Planning
Strategy Development
Searching
Screening
Evaluation and Control. The ideal recruitment programme is one that
attracts a relatively large number of qualified applicants who will
survive the screening process and accept positions with the
organization when offered.
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Recruitment Process Outsourcing (RPO) is a form of business process
outsourcing (BPO) when an employer outsources or transfers all or part of the
staffing process to an external service provider. A true or total RPO solution
involves the outsourcing of the entire recruiting function or process to an
external service provider. This provider serves to provide the necessary skills,
tools, technologies, and activities to serve as their client’s virtual "recruiting
department". This definition differs from occasional recruiting support often
provided by many temporary, contingency, and executive search firms. While
these organizations do provide an invaluable service, they do not qualify as
RPO as it does not involve the outsourcing of the recruiting process.
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forms. Besides, preliminary interview, often called” courtesy
interview” is a good public relation exercise. In this sequential
interview is taken in case of permanent employee and one-to-
one in case of casual and contractual employees, it helps in
utilizing the strength and knowledge-base of each interviewer,
so that each interviewer can ask questions in relation to his or
her subject area.
2. Final round: In this final interview usually a panel of
interviewer sits in the interview and in-depth knowledge of the
applicant is judged. If the candidate is sound suitable he/she is
selected for the job in the organization.
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the selected applicants are made at the Time Office. The time office
creates the database of the applicants.
Reference and Verification of documents: It includes checking of
various documents of the applicants, documents include, educational
qualifications, salary, certificate, resignation letter of the previous
employer, experience certificate etc. In case, if the candidate is unable
to present his/her documents, he/she has to give in written to the HR
department that if he/she will not be able to present his/her documents
after the stipulated time, his/her services shall be deemed to be
cancelled. The reference check shall be done after the candidate has
joined the company the reference check is done with:
1.Last Employer
2.Two references given by the candidates in the Resume.
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appointment, designation, department, place of posting, reporting to the
concerned person, salary and guidelines of payment, HRA, etc.
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In Performance Appraisal process the individual performance is evaluated
against the goals set at the beginning of the year. The performance
management process at the company is divided into two parts, Management by
Objectives (MBO) and Assessment of Competence/Potential.
Objective: To provide a forum, where the superior can provide objective
feedback as also development input to the employee. Performance Review
forms an input to the reward system linked to performance.
SETTING KEY RESULT AREAS
MANAGEMENT BY OBJECTIVES:
Appraisal cycle is from January to December.
MBO/Targets are set at the beginning or prior to the beginning
of the cycle.
MBO/Targets for each individual are derived from Divisional
MBO sheet, which is based on Midterm/Annual Plan of the
company.
Each target shall be documented in such manner that there is a
clear understanding of the key activities to be pursued, to
achieve the goal.
Weightage shall be attached to each goal such that the total
weightage of all the goals is 100.
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“PERFORMANCE AWARD”. The Performance Award will be paid
once a year (in march) and will depend on the Grade of the employee,
Performance Rating and Achievement of Targets.
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long term plans are prepared to develop the better and new products, services,
expansion to keep the interest of the owners.
Downsizing of manpower:
Downsizing of manpower gives the correct picture about the number of people
to be employed to complete given task in the predetermined period. It is used
for achieving fundamental growth in the concern. It can work out the correct
price by the resource building or capacity building. It aims at correct place,
correct man on a correct job. Thus manpower planning is must to make the
optimum utilization of the greatest resource available i.e. manpower for the
success of any organization.
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employees, develop their knowledge, skills, and abilities, and prepare them for
advancement or promotion into ever more challenging roles.
Through succession planning process, also retain superior employees because
they appreciate the time, attention, and development that you are investing in
them. To effectively do succession planning in your organization, an
organization must identify the organization’s long term goals. Organization
must hire superior staff.
Organization need to identify and understand the developmental needs of your
employees. Organization must ensure that all key employees understand their
career paths and the roles they are being developed to fill. It is the use of a
deliberate process to ensure that staffs are developed who are able to replace
senior management as required.
Succession planning enables organization to identify talented employees and
provide education to develop them for future higher level and broader
responsibilities. Succession planning helps organization "build bench
strength." Succession planning helps organization to decide where people
belong on the bus.
Career Planning for new employees joined in the organisation is done by H.R
Department.
EMPLOYEE MOTIVATION:
Employee Motivation is a very important aspect of an organisation.
Motivation in simple terms may be understood as the set of forces that cause
employee to behave in certain ways. Motivation process include with
identifying EMPOYEES needs, searches way to satisfy needs, engages goal-
directed behaviour performs, receive either rewards or punishment, reassess
needs deficiencies.
POLICY FORMULATION:
One of the major activities of H.R also includes Policy formulation.
Formulation of various policies of the organization is called policy
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formulation. E.g. of policies are Promotion Policy, Staffing Policy,
Performance Management Policy, Leave Policy, Transfer and Travel Policy.
SERVICE BOND:
It is away to retain employees on whom accompany has invested precious time
and money.
Service bonds are of two types
•EMPLOYEE BOND
•TRAINING BOND
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2.10 Ways to retain the employees
The ability of the employee to speak his or her mind freely within the
organisation is a key factor in employee retention. Frequent employee
complaints center on these areas.
Talent and skill utilization is another environmental factor for
employee retention.
A motivated employee wants to contribute to work areas outside of his
specific job description.
The perception of fairness and equitable treatment is important in
employee retention.
Every employee wants to be treated as same.
The easiest to solve, and the ones most affecting employee retention,
are tools, time and training.
The employee must have the tools, time and training necessary to do
their job well – or they will move to an employer who provides them.
Your best employees, those employees you want to retain, seek
frequent opportunities to learn and grow in their careers, knowledge
and skill.
Without the opportunity to try new opportunities, sit on challenging
committees, attend seminars and read and discuss books, they feel they
will stagnate. A career-oriented, valued employee must experience
growth opportunities within your organization.
Always consider the skill and abilities of employees.
The president of a small company or department or division head in a
larger company. take time to meet with new employees to learn about
their talents, abilities and skills. It should have to be done.
No matter the circumstances, never, never, ever threaten an
employee's job or income.
Even if you know layoffs loom if you fail to meet production or sales
goals, it is a mistake to foreshadow this information with employees. It
makes them nervous, it should be avoided.
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CHAPTER-3
METHODOLOGY
Employee satisfaction is a measure of how happy workers are with their job
and working environment. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. There are
many factors in improving or maintaining high employee satisfaction, which
wise employers would do well to implement.
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3.2 OBJECTIVE AND SCOPE OF THE STUDY
To identify variables which have a significant impact on the retention of
employees: -
Identify prominent areas of attrition among the employees.
Assessing and improving employee satisfaction.
Judge the level of workforce engagement.
Improve the retention levels in the organization.
Assisting in managing and incorporating change in the organization.
Improve communication and understanding of employee's issues &
expectations.
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e) Tools of Data Analysis - Quantitative and Qualitative tools.
CHAPTER-4
Analysis and Interpretation
The graph shows 30% employees are fully aware, 30% are partially aware and
40% of the employees are not at all aware. Thus, the employees of the
company should be fully aware of the HR policies.
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Q2: Do you know about the retention policy of Yamaha?
a) Yes
b) Partially
c) Not at all
40% of employees are aware of the retention policies, 50% of them are
partially aware whereas 10% are not at all aware. Unaware people should be
made aware of these policies.
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Q3: How much cooperative your colleagues are?
a) Least cooperative
b) Reasonably cooperative
c) Non cooperative
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Q-4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depends on the employees
c) Not at all
It is clear in the graph that 100% of the employees say that the superior gives
them effective feedback on a regular basis.
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Q5: Are you able to strike a work life balance with the organisation?
a) To a great extent
b) To some extent
c) Not at all
70% of the employees believe that they have a work life balance. 20% have to
some extent and rest are not able to maintain it.
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Q6: Are you capable of achieving goals set for you?
a) Consistently
b) Occasionally
c) Never
The graph shows 100% of the employees are consistently capable of attaining
their set goals. The target achieved by the employees may be vis-à-vis the
target achieved last year.
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Q7: Does your company provide safety measures at your work place?
a) To a great extent
b) To some extent
c) Not provided
50% of the employees say that the company provides such measures at
workplace, whereas 20% believe the company does not.
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Q8. Do you agree that the organisation is effective in communicating
information that can have effect on employees?
a) Strongly Agree
b) Agree
c) Somewhat Agree
d) Disagree
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Q9: Do company have a policy for assisting employees on personal issues that
may affect their performance at work?
a) Yes
b) No
All the employees agree that the company’s policy for assisting employees on
personal issues that may affect their performance at work is effective.
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Q10: Does company perform exit interviews?
a) Yes
b) No
70% say that the company takes exit interviews while 30% of them says that
the company does not take.
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Q11: Does your co-workers and superiors help you to cope up with your poor
performance?
a) To a great extent
b) To some extent
c) Not at all.
The graph shows 60% of the employees say up to great extent their co-
workers and superiors help them to cope up with their poor performance and
40% say to some extent.
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Q12: Does your superiors discuss your conflicts and problem?
a) Occasionally
b) Regularly
c) Not at all
50% of people say they are involved in discussions occasionally, 30% believe
regularly and rest 20% are not at all involved.
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SUGGESTIONS
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CONCLUSION
• Majority of the employees are not aware of the HR policies of the company.
The company follows good HR policies with no personal bias and it results in
individual’s best contribution towards the organization. But there are some
loopholes in the system that should be analysed and corrective measures
should be taken.
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BIBLIOGRAPHY
For the purpose of this study, some broad sources of literature were referred
to:
Textbooks
a) Human Resource and Personnel Management – By K.
Ashwathappa
b) The essence of Human Resource Management- By Eugene Mc
Kenna
c) Organisational Theory- By Gareth Jones
d) Organisational Behaviour- By Stephen Robbins
Internet Portals
a) www.yamaha- motor- india.com
b) www.humanresourcesmagazine.com.au
c) Intranet of Yamaha
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ANNEXURE
Name:
Age:
Gender:
Qualification:
Experience:
Department:
a) Fully aware
b) Partially aware
c) Not aware
a) Yes
b) Partially
c) Not at all
a) Least cooperative
b) Reasonably cooperative
c) Non cooperative
Q4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depend on the employees
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c) Not at all
Q5: Are you able to strike a work life balance with the organisation?
a) To a great extent
b) To some extent
c) Not at all
a) Consistently
b) Occasionally
c) Never
Q7: Does your company provide safety measures at your work place?
a) To a great extent
b) To some extent
c) Not provided
a) Strongly Agree
b) Agree
c) Somewhat Agree
d) Disagree
Q9: Do company have a policy for assisting employees on personal issues that
may affect their performance at work?
a) Yes
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b) No
a) Yes
b) No
Q11: Does your co-workers and superiors help you to cope up with your poor
performance?
a) To a great extent
b) To some extent
c) Not at all.
a) Occasionally
b) Regularly
c) Not at all
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