A

PROJECT REPORT
ON
HR PRACTICES OF NEW TEG ELECTRIC WORKS
Submitted in the partial fulfillment of the degree of

Bachelor of Business Administration(CAM)

(2022-2023)

SUBMITTED BY:
ABBHINAV GUPTAA
03013401721
Under the guidance of

DR. JASMANDEEP KAUR

Ideal Institute of Management & Technology

(16 X, Karkardooma Institutional Area, Delhi-92)
 CERTIFICATE

This is to certify that Project Report titled, “HR PRACTICES OF NEW TEG
ELECTRIC WORKS” is bonafide work carried out by ABBHINAV GUPTAA
Student of BBA, Ideal Institute of Management and Technology (affiliated to GGSIP
University, Delhi) in partial fulfilment of the requirement for the award of degree of
Bachelor of Business Administration, under my guidance & direction. To the best of my
knowledge and belief the data & information presented by her in the project report has
not been submitted for the award of any other degree.

DR. JASMANDEEP KAUR

Sr. Assistant Professor

ACKNOWLEDGEMENT
I am writing this final Project for the program of Bachelor of Business Administration
(CAM) on “HR PRACTICES OF NEW TEG ELECTRIC WORKS for Ideal
Institute of Management and Technology, affiliated to Guru Gobind Singh Indraprastha
University.

It has been a great challenge but a plenty of learning and opportunities to gain a huge
amount of knowledge on the way of writing this project report. I could not have
completed my project without the constant guidance of DR. JASMANDEEP KAUR”
our faculty guide, who helped me along the way and was always prepared to give me
feedback and guidelines whenever I needed it.

Student Name: ABBHINAV GUPTAA

Enroll no.: 03013401721

[ABBHINAV GUPTAA]
[BBA GEN-5]

CONTENTS
REPORT STRUCTURE:
I Cover and Title page
  TRAINING CERTIFICATE
 CERTIFICATE
 Acknowledgement
 Table of contents

CHAPTER-1 Introduction
2.1 Objective of the study
2.2 Literature review
2.3 Research Methodology:
•RESEARCH PROBLEM
 SCOPE OF STUDY
•Sample size, TECHNIQUES.SAMPLING AREAS
•Methods of data collection

CHAPTER-3 data Collection and Data Analysis

CHAPTER-4 Findings & Conclusion

4.1 SuggestionS & Recommendations

 BibliographY
 Annexure
 CHAPTER -1 INTRODUCTION

OBJECTIVE OF STUDY

There is no doubt that the world of work is rapidly changing. As part of

an organization then, HRM must be equipped to deal with the effects of
the changing world of work. For them, this means understanding the
implications of globalization, technology changes, and workforce
diversity. Changing skill requirements, continuous improvement
initiatives contingent
 workforce, decentralized work sites, and employee involvement are
the issue to confront. Now it is a big challenge for the HRM to
support the organization by providing the best personnel for the
suitable position in the shortest possible time. Starting with
recognizing the vacancies and planning for them is a great task.
Moreover, selecting attracting suitable candidates and selecting the
bestperson in time is a challenge.

The cost of recruitment is significant. So, proper planning and

formulating those plans is the task that requires more focus and
improvement. Equal opportunity and sourcing are also a vital part.
Realizing this need we tried to find the difference and similarities
between theoretical aspects with the practical steps taken by the
company. We took an attempt to demonstrate the feature for further
improvement.

LITERATURE REVIEW

So, What Does HR do?

There’s a massive difference between a healthy human resources department that
contributes to the growth of the organization and a distant HR that exists somewhere
near the basement archives and only pops up once a year for the company holiday
party.

Here’s an in-depth description of what the HR department does (or what they should be
doing) to meet the needs of employees. To make sure your company has an exceptional
HR department, see that it’s meeting these suggestions.

1.1 What is an HR department?

In simplest terms, the HR (Human Resources) department is a group who
isresponsible for managing the employee life cycle (i.e., recruiting, hiring,
onboarding, training, and firing employees) and administering employee benefits.

This is the most significant and primary process for formulating appropriate strategy for
the organization. This includes putting the right person in the right place according to his
skills and achievements. It starts with the recruitment and goes until the proper training
of the employee so that he becomes an asset for the company.

Human resource management (HRM) is one of the most important aspects of

management. Regardless of which level or department a manager belongs to, he must
know about the basic principles of HRM. This is because all managers have to deal with
people in one way or another. In order to excel in this venture, a manager must be aware
of the limitations of HRM too. A good understanding of HRM can boost productivity as
well as efficiency in a business organization.

1.2 Importance of HRM

According to the Indian Institute of Personnel Management, the main aim of HRM is to
achieve efficiency and justice. This firstly requires organizations to enable coordination
amongst employees to help them work together. Secondly, the terms and conditions of
service must be such that employees feel satisfied withtheir work.

Therefore, effective human resource management is important for organizations and also
their employees. The most important objective of HRM is to facilitate an organization’s
employees in achieving their collective goals.

1.3 Specific objectives of HRM

The following are important objectives that HRM seeks to accomplish:
It aims to utilize human resources effectively.
It creates an efficient organizational structure of management hierarchies. Inother words, it divides
organizations into various levels and departments depending on the nature of work, work,
responsibilities, accountability, etc.
 HRM facilitates the maximum potential for human development on all fronts.
It basically does this be helping employees advance through training and
personality development.
 HRM also helps employees advance on social fronts by providing them with
welfare services. This can generally be in the form of perks, insurance,
financialincentives, etc.
  HRM tries to reconcile the goals of individual employees with those of
theorganization. This, in turn, motivates employees to remain loyal
towards theorganization they work in.

2.1.2 Achievement of objectives by HRM

Management experts generally believe that HRM aims to achieve the above- mentioned
objectives. In order to do so, managers use the following activities and tactics:

 Manpower planning, i.e., determining how many employees with what

kind of qualifications they need for each activity.
 Effective recruitment and placement of employees in
all departments andlevels.
 Constant training and development of employees to help them
workeffectively.
 Motivating employees by promising them financial and welfare incentives.
 Remunerating employees adequately to keep them loyal towards
theorganization.

2.1.3 Limitations of HRM

Despite all the benefits that HRM offers, it also carries certain drawbacks. A good
understanding of these drawbacks can help managers implement HRM principles
effectively and derive maximum benefits.

The following are some basic limitations of HRM:

 Uncertainty of future
The future of all business organizations largely remains uncertain. This is because many
social, political, technological and financial factors can affect their functioning. These factors
end up affecting HRM as well because they dictate employment.

 Problems of surplus staffing

Whenever an organization is over-staffed, HRM provides solutions like termination of excess
employees, VRS, etc. This, in turn, negatively affects existing employees as the threat of job
termination looms on them all the time. Such negative psychological pressures can generally
make employees inefficient.

 Conservative attitudes of top-level management

The top-level management of many organizations often possesses a
 conservative attitude in functioning. It can be reluctant in changing its own ideas and
beliefs to accommodate the quirks of employees. This can create hindrances for
managers in employing HRM practices.

 Time-consuming
HRM generally requires managers to collect all sorts of information from employees
with respect to their functioning. Collecting all this data from all departments can be
highly time-consuming.

 Expensive
In order to facilitate an organization in functioning effectively, HRM suggests solutions
like training, VRS, bonus, perks, etc. Therefore, implementing HRM solutions can be
highly expensive too.

2.1.4 Functions of Human Resource Management

 Planning
 Organizing
 Directing
 Controlling

(Fig 7 – Meeting)

Planning
A manager must plan ahead in order to get things done by his subordinates. It is
also important to plan in order to give the organization its goals. Also, planning
helps establish the best procedures to reach the goals. Further, some effective
managers devote a substantial part of their time to planning. With respect to the
human resource department, planning involves determining the personnel
programs that can contribute to achieving the organization’s goals. These programs
include anticipating the hiring needs of the organization, planningjob
requirements, descriptions, and determining the sources of recruitment.

Organizing
After the human resource manager establishes the objectives and develops plans
and programs to achieve them, he needs to design and develop the organization’s
structure to carry out the different operations. Developing the organization’s
structure includes:

 Grouping of personnel activity into functions or positions

 Assigning different groups of activities to different individuals
 Delegating authority according to the tasks assigned
and responsibilitiesinvolved

 Coordinating activities of different employees.

Directing
The HR Manager can create plans, but implementing the plans smoothly depends
on how motivated the people are. The directing functions of HRM involve
encouraging people to work willingly and efficiently to achieve the goals of the
organization. In simpler words, the directing functions of HRM entail guiding and
motivating people to accomplish the personnel programs.
The HRM can motivate the employees through career planning and salary
administration by boosting the employee’s morale, developing relationships, providing
safety requirements, and looking after the welfare of employees.
In order to do this effectively, the HRM must identify the needs of the
employees and the means and methods to satisfy them. Motivation is a
continuous process asemployees have new needs and expectations when the
old ones are satisfied.

Controlling
Controlling is all about regulating activities in accordance with the plans formulated
based on the objectives of the organization. This is the fourth function of the HRM and
completes the cycle. In this, the manager observes and subsequently compares the
results with the set standards.
Further, he corrects any deviations that might occur. Controlling is one of the important
functions of HRM as it helps him evaluate and control the performance of the
department with respect to different operative functions. It also involves appraisals, au
audit, statistics, etc.

2.1.5 Top 8 HR Trends for 2021 and beyond

(Fig 8 – Top HR Trends)

HR trends

2020 has been a year unlike any other. COVID-19 has forever left its mark on
the way we live and work. Though at the time of publishing we’re still living
through the pandemic, we need to start preparing for a post-COVID world. In
this article, we will reflect on 10 HR trends we’re expecting in 2021 and
beyond.
 Though some trends have been ongoing for a while now and have simply been
accelerated by the year’s developments, many are the inevitable result of drasticchanges
that organizations have had to go through, and in some cases, are still facing.

Home as the new office

We’re kicking off our HR trends with a rather drastic development. One of themost
visible changes in 2020 was the global overnight shift to remote work formuch of the
workforce. Though working from home had already become an increasingly common
occurrence for knowledge workers before the start of the pandemic, there weren’t
many organizations with a decent work from home policy in place—orthat were ready
to go fully remote in a matter of days.

What’s more, the differences between countries in terms of work from home readiness
were notable. In the Netherlands, for example, it was rather common for organizations
to give their office workers the possibility to work from homea few days a week, while
in France this was much less the case.

While we don’t expect the pandemic to transform every single company that hasthe
possibility to become fully distributed to do so, we do believe that working from home
(or anywhere else, once social distance measures are lifted) will remain an important part
of how we work.
1. Rethinking HR
A logical consequence of the increase in at-home workers (apart from a spike in office
furniture sales and Zoom accounts) is the push for HR to rethink many (if not all) of its
practices. As such, the shift to remote work has an impact on several other HR trends.

Activities like recruiting and onboarding are forever changed. These activities, as well as
performance management and even firing decisions, have relied on in-person
conversations. HR needs to reinvent current practices to effectively deal with these
situations in a digital world.

2. Reinventing the employee experience

To explore the changing landscape of employee interaction even further, cast your mind
back to a pre-COVID world for just a moment. Imagine that Jane joins your
organization. She applies, goes through the selection process, meets a few people in-
person during the interview rounds, and eventually happily accepts your offer.
On her first day, as part of her onboarding and new employee orientation, she comes to
the office and meets her new team. There are
 flowers and cake, and she finds her new laptop wrapped on her desk. Jane’s
manager is present too and the whole team goes for lunch to celebrate her joining the
team.

3. Perennials: moving beyond generations

In the past decade, we have focused a lot on what separates the generations.
Millennials and generations X, Y, and Z have all been analyzed, decoded, prodded,
and speculated about extensively, including on HR trends lists – butscientific proof of
intergenerational differences remains slim.
In fact, research increasingly shows that generational differences related to people’s
views on work and life aren’t as big as we initially thought. What people want from
their working life – purpose, good leaders, and professionalgrowth—doesn’t differ all
that much from one generation to another.

4. Learning as a driver of business success

Continuing our HR trends with one in the learning and development space. Though
there was already a strong need for upskilling a large part of the globalworkforce before
COVID-19, this need has only become more apparent in the months since.
For HR, we have identified three key capabilities.
 Data literacy. HR professionals need the ability to make data- driven
and evidence-based decisions to be a true sparring partner of the
business. Thisinvolves the ability to read, understand, create, and
communicate data as information to influence decision making.
 Business acumen. HR professionals in all industries need to improve their
business acumen. They need to understand the business, its strategy,
itscustomers, and its context. Only when they have a deep understanding of
thebusiness, will HR be able to add the maximum value.
 Digital integration. Digital HR offers the opportunity to drive HR
efficiencies,deliver the HR strategy, and drive business impact through
technology. In our experience, this is one of the biggest skill gaps in HR and
one that has become even more pressing in this new, more remote, reality.

1. Effortless shared services

Most of today’s HR transformations focus on HR self-service departments,

which manifest in two ways: First, if your HR department still uses paperwork, it
should be digitized. Second, if any of your HR work is repetitive, it should beautomated.
Both digitization and automation ensure that the HR professional maximizes efficiency.
Consider, for example, a supermarket chain that keeps paper records of its employee
records. Imagine, in an industry that experiences such high turnover,how much time an
HR professional wastes at both ends of an employee’s lifecycle simply hunting through
paperwork! And imagine the frustration and headaches that a lost contract—one single
piece of paper—could cause.
Making the necessary transition to effortless shared services leads to a
betteremployee experience and increased customization.

2. Creating room for personalization

The shift we’ve seen this year in the way many of us work inevitably leads
toemployees creating their own optimal work environment. They arrange their work
space at home as they see fit, they might work outside traditional officehours if that
suits them better, and while some people may feel the need to check in with their
colleagues for a Zoom coffee each day, others may preferdoing so once a week.

When it comes to the actual work employees do, it seems natural that they’ll want to
make some (small) adjustments there, too. This is where a concept suchas job crafting
comes in.

Job crafting is aimed at improving people’s jobs for the benefit of both
theemployee and the organization. It’s a technique that enables employees to
improve their job in five different ways; in terms of tasks, skills, purpose,
relations, and wellbeing.

3. Acing analytics
Analytics is one of those oft-repeated topics we’ve seen on HR trends lists over the last
few years. Although people analytics is gaining a solid foothold in manyorganizations,
the impact of their findings is often still lacking. We have three recommendations for
organizations looking to ace analytics.

4. Measure data that matters. Although HR tracks a lot of data, often there is a
gap in the areas that add the most value. A key concern for CEOs is leadership;
HR tracks very little data in that regard. Other examples include training &
development and performance management. Tracking value- adding data
relatedto key problem areas of the organization will create more return.
5. Redesigning systems. The fact that we collect little data on key topics, is
indicative of a lack of strategic integration of our HR systems. We need to
havesystems in place for those areas that help drive the business. This can be a software-
based point-solutions or can be inquired about through regular surveys. If that is the
case, they should be managed by a strategic HR survey management unit.

6. HRBP capabilities.
The single point of failure in organizations is not the people analytics team, it’s the
HRBP who struggles to leverage data and peopleanalytics insights to make change
happen. HRBPs should be taught to read, understand, and communicate data as
information for this to be solved. By gathering and assessing data in this way, HR will
be able to ace analytics and it will have its own place between the different HR Centers
of Excellence.
RESEARCH METHODOLOGY
In order to contract the report, I have collected necessary information from two
sources
 Primary Sources of Information
 Secondary Sources of Information

Primary Sources of Information:

The primary data collected from the following sources:

♣ Face to face online discussion.
♣ Telephone discussion.
♣ Oral interview of the responsible officers.

Secondary Sources of Information:

The secondary data collected from the following sources:

♣ Websites of NEW TWG ELECTRIC WORKS
♣ Various documents of NEW TWG ELECTRIC WORKS
♣ Internet
♣ Library
2.1 Scope of Internship
The report deals with the HRM practice including HRP, recruitment and
selection process, training & development process, compensation
management, employee relation & separation, etc. in terms of theoretical point
of view and the practical use. The study will allow learning about the HRM
issues, importance, roles, functions, process, responsibilities, used to make it
more efficient. The study will help to learn the practical procedures followed
by the leading organizations. Moreover, the study will help to differentiate
between the practice and the theories that direct to realize how the organization
can improve their HRM practice & process.

2.2 RESEARCH PROBLEM

Through my HR and Operations Internship, I got the opportunity to work on
extensive research part and backend work. Some problems faced by me during
the period are:
a) While scheduling the Interview, I figured out that it’s very difficult to
manage 30-35 interviews a day. Figuring out how to choose the best resumes
from a pool of 2000+ resumes was a complex task.
b) Handling 1800 ambassadors was a big challenge and solving there queries as
soon as possible.
c) Task creation required a lot of imagination and research work.

2.3 Work Contribution

Employees are the biggest asset of every organization as their
productivity levels are directly proportional to the organization’s success.
However, the guiding principle in every organization is that ‘general
interest must prevail overthe individual interest of the employees. This is
possible only through proper strategic planning and execution, which is
carried out by the Human Resource (HR) department of the organization.
Thus, the HR department plays a key role in ensuring a successful run of
an organization.

There are various processes in order to formulate stellar

strategies. The procesesare stated below:

1. Human resource planning (Recruitment, Selecting, Hiring,

Training, andvarious other processes).
2. Remuneration to employees and other benefits
3. Performance management
4. Employee relations
These core processes should go in a step-by-step manner starting from
 planning of Human Resource Management (HRM) to Employee
relations. However, Performance Management System may vary from
one organization to another.

 Recruitment
It is a positive process of posting job openings and attracting
prospective employees to apply for their desired job openings in an
organization so that the eligible candidate can be selected.

 Selection
Selection is quite a necessary process in HRM. It involves eliminating
the unsuitable candidates through the process of tests or interviews and
identifying the suitable ones, which are the best fit for the positions.

 Hiring
This entails to the process of officially offering the job to the ideal
candidate and giving them the date of joining.

 Training and development

The hired candidates are given training and their skills are brushed so
that they become more efficient in their work and handle future
challenges.

 Performance management
There should be proper management of the work done and the future
goals. Performance management refers to appraising the performance
of the employees and enhancing it. For such a management, it is
necessary to encourage the employees so as to raise their confidence
levels. This can be done by providing them with fair rewards so that
they work in their optimum productivity levels.

 Remuneration to employees and benefits

Fair salary or remuneration plays a very important role in motivating
an employee to accomplish organizational goals. If the employees get
rewards for their best performance, they will get job satisfaction. The
 rewards not just include salaries, but it also includes incentives and
fringe benefits.

 Employee Relations
There should be a sound relation between the employee and the
organization. There are various factors which motivate as well as
demotivate the employees to stick with the organization. These factors
include working environment, labor law and relations, compensation,
etc. The employers must ensure all these factors to build employee
relationships that in turn garner better employee retention.

Work done by me-

 Designed and implemented comprehensive recruitment strategies for the
aforementioned profiles HR, Video Editor, Content Writer, Influencer
Marketing Intern and Campus Representatives.
 Prepared hiring materials, including job descriptions, Google forms,
drafted social media posts and offer letters.
 Built Interpersonal relationships with the colleges’ placement cells PAN
India and compiled their contact information database.
 Sourced & recruited candidates through LinkedIn, Indeed and Intern
Shala.
 Conducted online campus recruitment drive among colleges in Delhi.
 Interviewed the candidates in person after shortlisting from resume and a
telephonic interview round.
 Designed and implemented the strategy
 Synced up meetings with the client pertaining to the Campus
Representative Program details.
 Successfully onboarded 2000+
 conducted Training and Induction sessions and assigned them daily
tasks.
 Hosted an interactive online session .
,

CHAPTER-2 COMPANY PROFILE

 NEW TEG ELECTRIC WORKS

M/s New Teg Electric Works having its registered office and works at D-8 A RIICO
Industrial area phase -1 was established by Mr. Shanti. Lal baid in the year
2002,having experience in the transformer industry for more than 30years. From a
modest start in a small shed, the unit has grown into one of the established Brand,
leading and quality conscious units , manufacturing kinds of electrical transformer
including power & distribution transformers.

The organization was established to produce Power& Distribution Transformers of

10 to 8000 kVA class 33/11 kV and 11/0.433 kv , to meet the needs of public utilities
organizations and of private industrial sector in India.

DIRECTOR AND FOUNDER

 MR. SHANTILAL BAID
PARTNER AND CO FOUNDER
 MR. DIPESH BAID
NEW TEG ELECTRIC WORKS VISION
OUR VISION IS TO PROVIDE BEST QUALITY PRODUCT WITH BEST EFFICIENCY
AND LOWER OPERATIONAL COSTS LEADING TO COST EFFECTIVE SOLUTION
TO INDIVIDUAL CUSTOMER’S SPECIFIC REQUIREMENTS. AIMING TO SERVE
CUSTOMERS AND INDUSTRIES TO THE FULLEST AND PROVIDE BEST QUALITY
PRODUCTS.

OUR SERVICES

WE ARE DEDICATED TO PROVIDING HIGH-QUALITY ELECTRICAL SERVICES

FOR RESIDENTIAL, COMMERCIAL, AND INDUSTRIAL CLIENTS. WITH A TEAM
OF EXPERIENCED AND LICENSED ELECTRICIANS, WE PRIDE OURSELVES ON
DELIVERING RELIABLE SOLUTIONS THAT MEET THE UNIQUE NEEDS OF OUR
CUSTOMERS. FROM INSTALLATIONS TO REPAIRS AND MAINTENANCE, WE
OFFER A COMPREHENSIVE RANGE OF ELECTRICAL SERVICES.

Transformer installation is a critical

process in establishing an efficient and
reliable electrical system. It involves
careful planning, site assessment, and
adherence to safety measures. The
selection of an appropriate transformer
based on load requirements and
voltage

Transformer life assessment is a crucial

aspect of maintaining the reliability and
performance of electrical transformers.
It involves evaluating the condition and
estimating the remaining service life of
a transformer. Various factors such as
load history, operating conditions,
maintenance practices, and
environmental factors are considered
during the assessment.
Transformer bushing replacement is a
crucial maintenance task that helps
maintain the integrity and
functionality of the transformer.
Bushings act as insulating and support
structures that allow electrical
connections to pass through the
transformer's tank.

Transformer bushing replacement is a

crucial maintenance task that helps
maintain the integrity and
functionality of the transformer.
Bushings act as insulating and support
structures that allow electrical
connections to pass through the
transformer's tank

Transformer movement involves the

careful relocation of transformers
from one location to another. This
process requires meticulous
planning,coordination, and expertise
to ensure the safe and efficient
transport of these heavy and sensitive
electrical devices.
 Transformer repairs to fire-damaged
units are critical in restoring
functionality and reliability while
ensuring safety. Fire incidents can
cause significant damage to
transformers, including insulation
degradation, core damage, and
winding failures.

OUR PRODUCTS

DISTRIBUTION TRANSFORMERS
Distribution transformers are vital components in electrical power distribution systems. They
serve the crucial function of stepping down high-voltage electricity from the transmission
grid to lower voltage levels suitable for consumption by households, commercial buildings,
and industrial facilities. These transformers are typically located near the point of end-use to
minimize voltage drop and improve efficiency. Distribution transformers come in various
sizes and capacities to accommodate different load requirements. They consist of a core made
of laminated steel to minimize energy losses and winding coils that facilitate voltage
transformation. Some distribution transformers also feature built-in protective devices for
overcurrent and overvoltage conditions. These transformers play a vital role in ensuring
reliable and efficient power distribution to meet the energy needs of communities and support
economic activities. Regular maintenance and monitoring are essential to prolong their
lifespan and prevent disruptions in the power supply.

POWER TRANSFORMERS

Power transformers are crucial components in electrical power systems,

responsible for transmitting electricity efficiently over long distances and
facilitating voltage conversion between different levels. These transformers are
typically installed at substations and play a key role in stepping up or stepping
down voltage levels as required for transmission or distribution. Power
transformers are designed to handle high power levels and are built with robust
insulation systems to withstand electrical stress. They consist of a core made of
laminated steel to reduce energy losses and winding coils that enable voltage
transformation. Cooling systems, such as oil or air, are incorporated to dissipate
heat generated during operation. Power transformers are critical for maintaining
grid stability, minimizing power losses, and ensuring the reliable delivery of
electricity to meet the demands of industries, cities, and regions. Regular
maintenance, testing, and monitoring are essential to ensure their optimal
performance and prevent potential failures or disruptions in the power supply.

OTHER FIRMS

MADHU ELECTRICALS

M/s Madhu Electrical having its registered office and works at D-8 A RIICO
Industrial area phase -1 was established by Mr. Shanti. Lal baid in the year
2012, having experience in the transformer industry for more than 30years.
From a modest start in a small shed, the unit has grown into one of the
established Brand, leading and quality conscious units, Repairing kinds of
electrical transformer including power & distribution transformers.