Final Report of Intrnshp 2011

HUMAN RESOURCE MANAGEMENT IN BUNGE
By
ANUSHREE MEHROTRA (092601105) RUPALI SINGH (092601115)
BBM [e-Banking & Finance] Course
JUNE 2011
Department of Commerce, Manipal University, Manipal-576 104
DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY
A Project Report on
HUMAN RESOURCE MANAGEMENT IN BUNGE
Submitted in partial fulfillment of the requirements for the award of Degree of BBM [e-Banking & Finance] by ANUSHREE MEHROTRA RUPALI SINGH UNDER THE GUIDANCE OF MR. JAI RAM SHETTY , MR. SAMEER RANE JUNE 2011
Department of Commerce, Manipal University, Manipal-576104

DECLARATION
We, the students of BBM [e-Banking & Finance], Department of Commerce, Manipal University, declare that the Project Report entitled HUMAN RESOURCE MANAGEMENT IN BUNGE, being submitted to the Department of Commerce, Manipal University, in partial fulfillment of the requirements for the award of Degree of BBM [e-Banking & Finance], is our original work and the same is / was not earlier submitted to any other Degree, Diploma, Fellowship or any other similar title or prizes
Signature of students with Names followed by Registration Nos. Date:
CERTIFICATE
This
is
to
certify
that
ANUSHREE
MEHROTRA(092601105),
&
RUPALI
SINGH(092601115), students of BBM [e-Banking & Finance], Department of Commerce, Manipal University have carried out their Project entitled HUMAN RESORCE MANAGEMENT IN BUNGE in our company /Institution / Organization during the period of 6 weeks commencing from 2-5-2010 to 28-5-2010 under the Supervision & guidance of Mr. SAMEER RANE Asst General Manager and that no part of this Report has been earlier submitted for the award of any other Degree, Diploma, Fellowship or any other similar title or prizes and that the work has not been published in any Journal or Magazine. The Project has been completed to our satisfaction and copy of the Report submitted by the aforesaid students has been accepted by us.
Signature of the Company Guide with Name & Designation Date:
Signature of the Authorised signatory of company/Inst./Org. with Designation & seal.
ACKNOWLEDGEMENT
We are immensely grateful to Mr.Sandeep Shenoy Head of Department, Mr. Sai.Sachidanandh.Batt, Project Coordinator for the constant support and the guidance that he provided for working on this topic. We would also like to thank Mr jai ram shetty, Faculty Guide. So in the same sequence at very first, we would like to confer the flower of
acknowledgement to Mr. Sameer Rane and other staff members who taught us that how to do the project through appropriate tools and techniques. Because BUNGE has trusted us and given us a chance to do our integrated research study, we would like to give thanks to the organization and especially to Mr. Sameer Rane Asst. General Manager, BUNGE, MUMBAI from the depth of our heart. Rest all those people who helped us are not only matter of acknowledgement but also authorized for sharing our success
TABLE OF CONTENTS CHAPTER NO. 1. INTRODUCTION 1.1 Company 1.1.1 Definition 1.2 Human Resource management in BUNGE. NAME OF THE CHAPTER PAGE NO.
2.
y y y y y y y y y
Components of HUMAN RESOURCE MANAGEMENT 2.1 Human resource information system2.1.1Introduction 2.1. 2Definition 2.1.3 Objective 2.1.4 Applications 2.1.5 Employee documents 2.1.6 Appointment letter 2.1.7 Salary annexure
y y y y y y y y
2.2 Training & development 2.2.1 Definition 2.2.2 Purpose & Need 2.2.3 Objective 2.2.4 Training Need Assessment 2.2.5 Training methods 2.2.6 Training Flowchart 2.2.7 Training process
y y y y y
2.3 Promotion 2.3.1Definition 2.3.2 Promotional Policy 2.3.3 Objectives of Promotion 2.3.4 Basis of Promotion
y y y
2.4 Recruitment 2.4.1 Meaning 2.4.2 Recruitment- Source and Method
y y y y
2.5 Job Description 2.5.1 Meaning 2.5.2 Function of Job Description 2.5.3 Features of Job Description
y y
2.5.4 Benefits of Job Description 2.5.5 Importance of Job Description
y y y y y y
2.6 Performance Appraisal 2.6.1 Meaning 2.6.2 Objectives of Performance Appraisal 2.6.3 Perfomance Appraisal Methods 2.6.4 Management By Objective (MBO) 2.6.5 Self Appraisal
3.RESEARCH DESIGN y y y y 3.1 Research definition 3.2 Research design meaning 3.3 Objective of project 3.4 Collection of data
4. COMPANY PROFILE
5. DATA ANALYSYS
6. FINDINGS . 7.ANNEXURE
8. SUGGESTIONS
9.CONCLUSION
ABSTRACT
The project is a part of the training period of Six week, which we had in BUNGE INDIA PRIVATE LIMITED under MR. SAMEER RANE(Asst. Manager) our organizational guide and MR. AKASH SHUKLA was our internal guide. We took the challenge and approach with the project HUMAN RESOURCE MANAGEMENT. At the end we concluded from the project that employees of Bunge are satisfied with the working environment, salary provided and other benefits like (Mediclaim, performance linked variable bonus) and other facilities provided by the company. The main objective of this project is to study the awareness of the Satisfaction of employees regarding the overall working environment. During this summer internship program period we have to achieve something, which is helpful for our career, and some value addition to the Bunge Company. It gives us good opportunity to expose and to create good impression of corporate mind.
CHAPTER 1 INTRODUCTION
INTRODUCTION
1.1 INTRODUCTION TO COMPANY 1.1.1 DEFINITIONA company is an association of individuals formed for some common purpose.
1.1.2 HUMAN RESOURCE MANAGEMENT IN BUNGE-
Definition HRM is a process of bringing people and organization together so that the goals of each one are met effectively and efficiently. HRM is a modern term for what has traditionally been referred to as Personnel Administration or Personnel Management. HRM refers to the management of all decision within an organization that is related to people. HRM is the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of human resource to the end those individual, organizational and social objectives are accomplished.
CHAPTER 2 COMPONENTS OF HUMAN RESOURCE MANAGEMENT SYSTEM
2.1 HUMAN RESOURCE INFORMATION SYSTEM:2.1.1 INTRODUCTION
Human Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information about employees.
A computer based application for assembling and processing data related to HRM function
HRIS consists of a database, which contains one or more files in which the data relevant to the system are maintained, and a database management system, which provides the means by which users of the system access and utilize these data.
HRIS contains tools that allow users to input new data and edit existing data, such programs provide users with the opportunity to select from an array of predefined reports that may either be printed or displayed on a monitor.
A software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business
2.1.2 DEFINITION
1.
The composite of data bases,
computer applications, hardware and software that are used to collect, record, store, manage, deliver, present and update data for human resource.
A system which seeks to merge the activities associated with human resource management (HRM) and information technology (IT) into one common database through the use of enterprise resource planning (ERP) software.
2.1.3 OBJECTIVE OF HRIS
The goal of HRIS is to merge the different parts of human resources, including payroll, labor productivity, and benefit management into a less capital-intensive system than the mainframes used to manage activities in the past. 2.1.4 APPLICATION OF HRIS
1.
To make the desired information available in the right form to right person at the right time.
2.
To reduce manual work load of administrative activities.
3.
To supply the required information at a reasonable cost.
4.
To use efficient methods of processing data.
5.
To ensure some security and secrecy of important or confidential data.
6.
To keep the information up-to-date.
Employee data base development e.g.1. profile of employee

2. Leave/absence record
3. Online leave
4. Employee self service and data base access
5. H.R. Development
6. Performance management
7. Training and development
8. Learning and development
9. Compensation and benefits
10.Salary & income tax management
11.Claim and reimbursement management
12.Pay roll
13.Job evaluation
14. Salary survey
15.Salary planning
16.Develop innovative Org. Structure
17.Employee participation (better communication)
18.Develop IT
2.1.5 BUNGE NEW EMPLOYEES HAVE TO SUBMIT FOLLOWING HR DOCUMENTS
1. EMPLOYEE NAME
2. EMPLOYEE NO.
3. LOCATION
4. DESIGNTION
5. DATE OF JOINING
2.1.6 APPOINTMENT LETTER-INCLUDES
RENUMERATIONBasic salary, other allowances, PLVB(performance linked variable benefits).
TRANSFER OF SERVICESOne department to another location to another & to any group, company or division.
PROBATIONProbation period of 6 months after which employee services will be confirmed in writing based on the performance .The management may extend the probation for further period of 3 months .during probation period, if the management considers that employee do not meet the performance standard of the post it reserves the right to terminate employee service at its own discretion after giving 24 hours notice, company has the right to terminate the service without assigning any reason during the probation period.
LEAVEEmployee will be entitled to 21 working days of privilege leave and 7 working days of casual leave. Grant of leave subject to business exigencies and at the discretion of the company.
RETIREMENT AGEEmployee will retire at the age of 58 years from the service of the company
CODE OF CONDUCTEmployee will be required to adhere to code of business conduct and standard of business behaviour that company expects from all employees . Employees Will be required to formally accept in writing code of ethics of the company. A copy of code of ethics along with acknowledgement and acceptance letter will be given to the employee along with appointment letter.
NO SIMULTANEOUS EMPLOYMENTWhile in the employment of the company employee will not ,under any circumstances, be permitted to work for any other firm of persons , nor in any way associated with any firm of persons as advisor, director, partner ,whether paid or not for employee services, without prior written permission of the company. In case this condition is contravened, employment will be denied to have ceased in terms of appointment as a result of misconduct and a breach of employee obligation under the letter of appointment.
CONFIDENTIALITYEmployee will not, during employment , disclose to any person , firm, or company , or make use of any confidential information, which employee may require during the period of employment which is connected with the business or finances of the company. After the termination of employment, employee will remain contractually bound not to disclose or
make use of any confidential information , or trade secret which could result in company or any other group of company .
PAST REPORTIf any declaration or any information furnished by employee to the company proves to be false or if employees are found to have willfully suppressed any material information, employees are liable to be removed from the services of the company without any notice or compensation whatsoever.
TERMINATIONAfter confirmation, either party shall have the right to terminate this agreement by giving the other 3months notice in writing to that effect or by paying notice pay in lieu, thereof without assigning any reason whatsoever
2.1.7 SALARY ANNEXURE
NAME:
GRADE
DEPARTMENT
DESIGNATION
LOCATION
BASIC SALARY HOUSE RENT ALLOWANCE CONVEYANCE ALLOWANCE SPECIAL ALLOWANCE
MONTHLY TOTAL ANNUAL TOTAL(A) ANNUAL BENEFITS LEAVE TRAVEL ASSISTANCE (LTA) MEDICAL REIMBURSEMENT TOTAL ANNUAL BENEFITS(B) RETIREMENT BENEFITS PROVIDENT FUND @12% OF BASIC SALARY PER ANUM GRATUTITY@4.81% OF BASIC SALARY PER ANUM TOTAL RETIREMENT BENEFITS(C) PERFORMANCE LINKED VARIABLE BONUS(D) GROSS COMPENSATION (A+B+C+D)
OTHER BENEFITS
GROUP MEDICLAIM HOSPITALIZATION BENEFIT: Hospitalization insurance for self, spouse and two dependent children (below 21 years of age) as per companys policy.
GROUP PERSONAL ACCIDENT INSURANCE: Group personal accident insurance as per companys policy.
GRATUITY: As per payment of gratuity act,1972.
PERFORMANCE LINKED VARIABLE BONUS:Value indicated in annexure is for service of 12 months with assumed rating 3 & will be given if the employee is on rolls of company on day of disbursement.
2.2 TRAINING AND DEVELOPMENT 2.2.1 DEFINITIONTraining is provided to update knowledge, sharpen the skills and creating awareness of the latest developments and changes.
Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for intended job.
Development is aimed not only to improve the existing job performance but also bring about personality growth and equip person for promotions and hold positions of greater responsibilities.
Development covers not only those activities which improve job performance but also those which bring about growth of the personality; helps individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better men and women.
2.2.2 TRAINING PURPOSE AND NEED
Training needs are identified on the basis of organizational analysis, job analysis and man power analysis
The sharing of information through training is most valuable tool to develop most valuable asseti.e. employees, workers.
1. To Increase productivity: training can help employees to increase their level of performance and productivity.
2. To improve Quality: trained employees, workers are less likely to make operational mistakes if the mistakes are less, quality of product or service increase.
3. To help an org./company to fulfill its future personnel needs: organizations having good internal educational or training programs, will have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. When the need arises, organizational vacancies can more easily be staffed from internal sources only.
4. To improve organizational climate: if production and product quality of any org. improve; then financial incentives increased, internal promotion become stressed, then employees feel job satisfaction and the climate of organization improves.
5. To improve health and safety: proper training can help prevent industrial accidents. A safe work environment leads to more stable mental attitude on the part of employees.
1. Ensure ultimate customer satisfaction
2. Improving overall performance of the organization
3. Enabling employees to do the work more efficiently and effectively, (Employees job satisfaction).
4. Means making the organization more processed , more efficient and effective.
2.2.3 OBJECTIVES OF TRAINING & DEVELOPMENT
Objectives :
1. The main objectives of training and development are to improve the qualities of the trainee,
2. formulation of objectives for different needs and ways of achieving it.
3. The training objective is very important because it determines the design and
content of
the training programs. It is designed to increase personnel efficiency and capability.
4. To improve professional growth, smooth and more effective organizations operations.
5. To enable personal growth
2.2.4 TRAINING NEED ASSESMENT
Definition:
Training need assessment is the process of identifying performance requirements and the "gap" between what performance is required and what presently exists.
A Training Need Assessment is the process of separating the job tasks into those for which training is needed and those for it is not and then developing an Individual Training Plan for accomplishing the needed training. This does not merely mean selecting those knowledge, skills or abilities, which are critical to the job performance, but also means determining what are the capabilities of the current job.
There are three levels of need assessment:
-organizational analysis, -task analysis and -individual analysis.
Organizational analysis : looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted.
Training need analysis at organizational level focuses on strategic planning, business need and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.
Individual Level Training need analysis at individual level focuses on each and every individual in the organization.
At this level, the organization checks whether an employee is performing at desired level or not, If there is difference between the expected performance and actual performance then certainly there is a need of training.
Operational Level/ Task analysis Training Need analysis at operational level focuses on the work that is being assigned to the employees.
The job analyst gathers the information on the basis of whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires etc.
Today, jobs are dynamic and keep changing over the time so training need assessment is required time to time for org. to equip their employee for competitive advantage.
2.2.5 TRAINING METHODS
1.) On the Job Training (OJT).
2.) Demonstration and examples.
3.) simulation.
4.) Apprenticeship.
5.) Class room methods. a.) Lectures. b.) Conference. c.) Seminar or team discussion. d.) Case study. e.) Role play.
6.) Other training methods a.) Audiovisual Aids b.) Computer-Based Training c.) Distance and Internet-Based Training d.) Job Instruction Training (JIT)
2.2.6 TRAINING METHODS
TRAINING FOCUS
TRAINING NEED IDENTIFICATION
1. 2.
Organizational/Business needs, Developmental needs Failure Analysis, Accident Analysis
TRAINING CALENDAR
TRAINING PROGRAMME Class Room / On the Job / External
EVALUATION OF TRAINING EFFECTIVENESS
Other Initiatives 1. 2. 3. 1. Short Term Projects Job Rotation Knowledge Integration - visits to benchmark units Councelling
Training and Development
1)Training Focus
Job Related and Behavioral: this is a worker oriented job analytical approach which attempt to describe the whole person on the job.
Its main features:
a).
A fundamental distinction must be made between what has been done and what
employees need to do to get the things done.
b.)
Although the behavior of employees and their tasks can be described in many
ways, only a few functions are involved. For e.g. while interacting with machines, employees feed, tend, operate, and or set up. Although each of this function occurs over a wide range of difficulty and content each essentially draws on a relatively narrow and specific range of similar kinds and degrees of employees characteristic and qualification.
Training identification
Organization /Business needs, Individual Needs
Organizational Needs These concerns the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a
large-scale change programme, or develop significant new relationships, such as joining with others to form new partnerships.
Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills.
Training Calendar
The training calendar is divided into 3 parts: behavior, functional, and technical. It is prepared every year according to the training needs givens to employees. Training calendar is a schedule of training prepared for a fiscal year
Process:
Step 1: Define and chart part of the organization in which the work has to be done. It is to have a focused approach of the study. It could either be a particular department, a section, a unit, a specific group or a staff category.
Step 2: Use various data collection measures to collect both qualitative as well as quantitative data.
Step 3: Analyze the entire data collected in order to find out causes of problem areas and priorities areas, which need immediate attention.
Step 4: Priorities the different training programmes according to the responses collected.
Step 5: Record and file the entire data so that it can be used for future reference while designing the training programmes / training calendar.
Training Programme
1) Class Room/ On the Job/ External
Class Room: lectures it can be given through verbal presentation audio and visual.
On the job: Conducted at the work site and in the context of the job. It is many times informal. An experienced worker shows a training how to work on the job. It is a effective method as the trainee learns by the experience making him or her highly competent.
External: KIP visit to other plant sites, Gyanodaya training center of ABG situated in Mumbai. Employees are also send to other different areas for training.
1).Evaluation of Training Effectiveness
It a last stage in the training and development process. The main objective of evaluating the training programmes is to determine if they are accomplishing specific training objectives i.e. correcting performance deficiencies. It is useful to explain program failure, should it occur. Finally, credibility of training and development is greatly enhanced when it is proved that firm has benefited tangibly from it.
Other Initiatives
a).Short Term Projects
It is given by mentors or supervisors to employees and the project is monitored after every 15 days to enhance to improve the effectiveness. If their any loop hole proper guidance and mentoring is provided. It is mainly given for functional training.
b.) Job Rotation
Job rotation involves moving employees from job to job to add variety and reduce boredom by allowing them to perform a variety of task.
c.) Knowledge Integration- visit to benchmark units
KIP visits are given according to the need of employees and the employees are send to visit plant sites.
d.) Counseling
Counseling helps employees discuss their goals in one to one counseling session. Along with goals, other variables identified are capabilities interest current job activities and performance. Counseling is usually voluntary.
e.) E-learning:
E-learning refers to the use of internet or an organizational intranet to conduct training online. It relatively easy for trainer to update content. It is self paced. Trainees can proceed on their own time. Allows for consistency in the delivery of training.
2.2.7 TRAINING PROCESS
Poornata Enterprise Learning Management
1.
Project POORNATA is an ERP implementation Project for Human Resource Management.
2.
The best in- class Human Resource Management ERP, PEOPLESOFT is being implemented
3.
POORNATA is a central implementation with the servers being installed at AHURA centre at Andheri Mumbai
Objectives of Pooranta
1.
To build a single integrated HR-ERP for all Management cadre employees of the group
2.
To elevate all HR processes to world class levels and standardize them across units and businesses
3. 4.
Automate HR Processes making them faster and more efficient Enable timely and accurate data availability to Management for decision making
1.
Purpose
This is a Guide to your new Enterprise Learning Management System (ELM) Poornata that enables BUNGE to proactively manage their learning environment, ensuring that employees acquire knowledge and skills consistent with corporate objectives. ELM will focus on session-based trainings. This Guide is both a reference tool for use in your day-to-day role and also a training manual. 2. Using Enterprise Learning Management (ELM) Processes
Introduction: The Enterprise Learning Management process at ABG will be used for entire range of end-to-end Training Process. ELM System would be mainly used for session-based trainings. The objective is to standardize and automate Training Processes across the Group. The Enterprise Learning Management System pursues the following objectives:
1. 2.
To create and foster a learning culture To enable the Learners to plan and review their learning
This user guide describes the most commonly used transactions in Enterprise Learning Management, of recording employee training events or what is called in Enterprise Learning Management parlance as Training Activity updates. These changes are done in Enterprise Learning.
Following are the steps: 1. 2. 3. 4. 5. Assign Objectives to Learners Create and manage a Catalog Item Create and manage a Activity Learner enrolls through Employee Self Service Manager enrolls Employee through Manager Self Service 6. 7. 8. 9. Training Administrator enrolls Learners Approve Enrollment for Learner by Managers Manage waitlist of Learners by Training Administrator Capture Grading and Attendance of Learner by Training Administrator 10. 11. 12. Capture consolidated Training Evaluation Feedback Action Plan preparation by an Employee Enter and manage Internal Learner / External / Instructor 13. 14. Supplement Learning Reports
Scope of Project
The following Human Resource processes would be within the scope of the project: Recruitment Workforce Administration Talent Management Compensation Position Management, Enterprise Learning Solutions (Training) Performance Management The Payroll processing module would not be within the present scope of the project
Enterprise Learning Solutions (Training and Development) The Enterprise Learning Solutions (ELS) module in Poornata is a complete training and development module for all management cadre employees cross the group. Training needs identified in the annual performance appraisal documents as well as training needs identified in the IDPs ( Individual Development Plans) of Talent Pool members will be captured in this module by the training administrators (HR department). Additionally an employee as well as his manager will be able to plan and enroll into any additional training, other than the ones identified in the Performance Management system, at any time during the year. Thus the system gives both managers and employees the flexibility to revisit their training needs anytime during the year.
Employee Self Service Enterprise Learning Solutions With the help of this module, you, as an employee will be able to: 1. 2. View all the Training courses that are available in your unit, search for specific training courses which are of interest to you and enroll yourself for the same 3. 4. 5. View the Training activities planned for yourself View your own learning history View Objectives ( development areas) identified for yourself through the Performance Management and Talent Management processes
You may enroll yourself, through the Self Service pages of the ELS module to any training course which is available to you. This will then be routed to your immediate supervisor for approval. After the approval of your immediate supervisor, you will be enrolled for the training course.
If you attend any external training course which is not listed in the learning catalog, you need to record the same in the system through the Supplemental learning pages. This will be updated in your records on approval of your immediate supervisor.
Within 7days of completion of any training course, you will need to fill in an action plan in the Poornata ELS system. This action plan will be viewable to your immediate supervisor who will review the same with you within 90 days of completion of training.
2.3 PROMOTION
2.3.1 DEFINITION:
An upward advancement of an employee in an organization to another job, which commands better pay/wages, better status/prestige, and higher opportunities/challenges, responsibility, and authority, better working environment, hours of work and facilities, and higher rank.
Advancement of an employee normally accompanied by the following elements:
Upward advancement: movement of employee higher up in the organization hierarchy. Enhanced responsibility and status prestige together constitute an element of promotion. Better pay or wages. Other elements: better working environment, functional autonomy, scope for specialized knowledge.
2.3.2 PROMOTION POLICY
All promotions should be for a trial period, in case the promoted person is not found capable of handling the job. Normally, during this trial period, he draws the pay of higher post, but it should be clearly understood that if he does not make the grade, he would be reverted to his former post and former pay scale.
2.3.3 Objectives of promotion :
To put the worker/employee in a position where he will be of greater value to the company and where he may derive increased personal satisfaction and income from his work. 1.To recognize an individuals performance and reward him for his work so that he may have an incentive to grow ahead.
2.To boost the employee morale and encourage loyalty.
3. To promote job satisfaction among the employee and give them an opportunity for unbroken, continuous service.
4. To increase an employees organizational effectiveness.
2.3.4 Basis of promotion: 1. 2. 3. 4. Seniority Merit-based Examination Firstly the employee should have got a rating of 4 on 5 point scale in 2 out of least 3 years(rating 3 means employee has achieved the target) 5. Secondly, based on gallup strength finder test, he should have potential to take higher responsibility . 6. Finally there should be position available in company.
SENIORITY: - length of recognized service in company/organization or in its various plants, or in its departments, or in a particular position
MERITS OF SENIORITY BASED PROMOTION1. Simple to understand and operate. All employees are assured that promotion will
come automatically when it is due. 2. Satisfies the personal aspirations of the employees for growth, builds morale and is contributing to better labor-management relations. 3. 4 To grant promotion on the basis of seniority is to reward employees for loyalty. Leads to an optimum utilization of the existing work force by training and development. 5. Workers feel job security.
DRAWBACKS-
1) People who do not quite come up to the requirement of higher job or inefficient, may be promoted.
2) The worth of an individual is not appreciated; employee motivation to work as well as possible is not reinforced. This generates frustration and may compel a good employee to leave the organization.
MERIT BASED:
1. Merit is the efficiency and capacity of an individual judged in the light of his past performance.
2. Deserving employees are promoted after assessment of their abilities and performance.
3. Promotions in this system are justified on the basis of qualifications, traits, capacity, proficiencies and abilities.
Advantages of merit based promotion:
Brings rewards for meritorious work, extra competence, achievement and initiatives.
1.
Encourages an employee to work hard so that he may get an opportunity for advancement in the organization.
2.
Leads to increased productivity, for individuals are satisfied that their
merit and competence will be properly appreciated and rewarded.
Examination:
Eligibility test are conducted. Qualifying in such examinations helps employees become eligible for promotion to certain posts.
1.Encouragement of promotion within the organization instead of looking outside to fill vacancies in higher places. 2.. An understanding that ability and seniority will be taken in to account in making promotions. A clear statement regarding the promotion base. 3. Drawing up an organizational chart to make clear to all the ladder of promotion. Where there is a job analysis and planned wages policy, such chart is quite easy to prepare. 3.Making it clear to all concerned who may initiate and handle cases of promotion.
2.4 RECRUITMENT
2.4.1 MEANING -Recruitment deals with finding the applicants, communicating opportunities and information and generating interest.
-Recruitment is discovering of potential applicants for actual or anticipated organizational vacancies.
-Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force
- Recruitment is corner stone of entire personnel structure
2.4.2 RECRUITMENT- SOURCE AND METHOD
Source a.) Internal source -Whenever any vacancy occurs, somebody within the organization is upgraded, transferred, promoted.
- INTERNAL JOB PROMOTION -EMPLOYEE REFERENCE - JOB TRANSFERS
b.) External sources- ADVERTISING - EMPLOYMENT EXCHANGES - CAMPUS RECRUITMENT - WALK-IN-INTERVIEWS - EMPLOYMENT AGENCIES - INTERNET
RECRUITMENT -METHOD
Methods: 1.)Direct methods- these include sending recruiters to educational and professional institutes, recruitment is done in co-operation with the placement office of a college.
2.) Indirect methods indirect methods involved mostly advertising in newspaper, in trade and professional journals, technical magazines and brochures.
3.) Third Party- these includes the use of commercial or private agencies, recruiting firms, trade unions like employment or labor exchanges.
1.
CAMPUS RECRUITMENT
-The term campus recruitment refers to the system where various companies/ org. come to the college CAMPUS to recruit bright new faces to work for them.
- Campus Recruitment provides a platform for the organizations to meet the aspirants and pick up intelligent, committed youth who have the requisite enthusiasm and zeal to prove themselves.
The most significant fact about Campus Recruitment is that instead of the job seekers
approaching employers, the employers come to the most suitable prospective candidate with
a job offer. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure.
1.
It is easy for companies to reach a particular college and conduct recruitments there rather than reach out to a whole lot of individuals via newspapers etc. The stages that students normally go through as a part of Campus Recruitment are : -Aptitude Test -GD (Group Discussion) -Interviews
1.
Aptitude Test: Aptitude test is a structured systematic way of evaluating how people perform on tasks or react to different situations Aptitude tests are designed to test the presence of certain innate abilities required for
a particular line of work or study. companies generally test students in areas such as Quantitative Methods, Verbal Ability, Logical Reasoning and Basic Knowledge. An aptitude test is used as a process of filtration to reduce the number of candidates for further rounds of selection process.
2 Group Discussion: A group discussion or GD is conducted to test the following skills of candidates Inter personal - listening, speaking, receptiveness, team spirit, etc., Clarity of thought - Knowledge and the ability to link known facts Communication skills - Coherence
In a GD a group of students is asked to discuss a topic given to them. The reason companies conduct a GD is to check on certain attributes of the candidate. The abilities that a company looks for in a person are clarity of thought and clarity of language.
They also look for the ability to understand and structure a response to the topic. They also look for innate leadership skills that a student exhibits.
3 Interview: An interview helps the recruiters to get to know the person behind the test scores and what is mentioned in the application and CV. The recruiters use the interview process to evaluate the candidate on various aspects such as goals, attitude, motivational levels, ability to react to situations, etc. An interview also helps the company assess the cultural fit between the company and the student.
BENEFITS OF CAMPUS RECRUITMENT
Campus Recruitment proves to be beneficial for both parties concerned.
Companies get the opportunity to choose from and select the best talent in a short span of time.
Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment.
College students who are just passing out get the opportunity to present themselves to some of the best Companies within their industry of interest.
The recruitment and selection process is divided into twelve steps:

1. Workplace planning and estabilishing the position 2. Preparing the position description 3. Advertising the position 4. Forming a selection committee 5. Shortlisting applicants 6. Interviewing applicantsI 7. Seeking reference reports 8. Deciding upon the successful applicant 9. Managing unsuccessful applicant 10. Offer and appointment
11. Accountability 12. Induction
I.
Induction
Induction is the first step in building a two-way relationship between the organisation and the employee.
i.
Commencing a new position with a new organisation can be a daunting process. There are colleagues, supervisors and managers to meet, new processes to become familiar with, new offices and buildings to navigate, new software to master, employment conditions to understand and a job to learn.
The transition to the new workplace is made easier and more effective for both the new employee and the employer if there is an effective induction process.
The Four Components to an Effective Induction 1. Human Resources

Client Services staff will ensure information and documentation facilitating payment of salary is completed. Relevant University policy documentation and useful University information will also be provided.
2. Induction Checklist and Guide

The induction checklist and guide has been designed to provide you with easily accessible, relevant and useful information.
3. Workplace Induction
Supervisors should provide new employees with a local workplace induction during their first weeks of employment. This will cover:
y y y y y y y
Job requirement Health and safety Workstation, email and communication system Office layout Local workplace issues/customs Working conditions, processes and procedures Performance development framework
The induction checklist may be used as a guide for departments and workplaces to shape their own induction program according to local needs.
4. Company Orientation
Orientation workshops have been designed for professional staff and academic staff .
I.
CLARITY OF VACANCY The company forecasts the budget for the next year according to the number of employees to be recruited.
2.5 JOB DESCRIPTION

2.5.1 MEANING: It generally includes duties, responsibilities , scope and working conditions of a job along with a job title and the name or designation of the person to whom employee reports. Job description usually forms the basis of job specification. job descriptions help individuals identify their roles and responsibilities in the business world.
By further examining job descriptions, an employee can determine employer standards, find ways to negotiate better wages, and use skills and education to receive hard-earned promotions and transfers in the companies and businesses they choose.
2.5.2 FUNCTION OF JOB DESCRIPTION Function
Aside from clearly stating employer expectations and eliminating questions regarding employee responsibilities, job descriptions provide companies with a physical tool to measure individual success rates and growth within a position.
Job descriptions help recognize high performers and determine which employees need additional guidance and support. When performing annual reviews, the tool is a valuable resource in naming individual strengths and weaknesses.
2.5.3 FEATURES OF JOB DESCRIPTION
Most job descriptions consist of the job title, the role within the organization, who to report to, duties of the position, relevant experience and competencies, special working conditions, certifications or memberships and benefits. Writing an effective job description can take the Human Resource Department time and they may choose to hire a job analyst to help assist with the process.
2.5.4 BENEFITS OF JOB DESCRIPTION
Job descriptions protect employers from lawsuits by clearly stating the physical requirements of the job. They also clearly define the expectations of a certain role to new and internal applicants.
A well written job description also highlights the role of others within the company.
Each individual knows whom to report to and what his or her pull is in terms of employee relations.
JOB DESCRIPTION OF HUMAN RESOURCES 1. There are various functions that the HR Department looks into. They are -
1. 2. 3. 4. 5. 6. 7. 8. 9.
Recruiting and hiring Promotions Determining salaries Handling leaves Reviewing and processing awards Handling retirements Worker's compensation Policy making and implementing Training and development
2.5.5 IMPORTANCE OF JOB DESCRIPTION Job descriptions and human-resources (HR) departments go hand in hand. A job description is used as a mechanism for recruitment, and determining job qualifications, allowing HR to match a qualified employee with the job the best suits him within the company.
Functions A job's functions are listed in the job description. This can help prevent an employer from asking employees to perform duties not listed in the job description, and can also prevent an employee from refusing to do the job he was hired to do.
Pay Scale HR can use the job description to determine the factors of compensation, such as shift differentials or hazardous working environment and other factors.
Preventing Turnover 1. Human resources has the duty of preventing a high turnover rate within the company. A solid job description can help prevent placement of employees in the wrong positions, reducing turnover.
2.
A job description helps the interview process go smoothly because the questions asked are aligned with the job requirements. HR should avoid questions such as an applicant's religious beliefs or marital status, which violate Equal Employment Opportunity regulations.
3.
Identification, A job description identifies and lists the appropriate channels of communication for each employee and company department.
2.6 Performance appraisal2.6.1 MEANING_
1.
Performance appraisal: the measurement and assessment of an employees job performance
2.
Method of evaluating the behavior of employees in the workplace, normally including both the quantitative and qualitative aspects of job performance.
3.
A systematic way of evaluating both work related behavior and potential of employees.
4.
A process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement.
5.
Performance appraisal is the process of obtaining, analysing and recording information about the relative worth of an employee.
6.
The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.
2.6.2 Objectives Of Performance appraisal:
1. 2. 3.
To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. Helps to strengthen the relationship and communication between management and employees.
4.
To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.
5.
To provide feedback to the employees regarding their past performance.
6.
Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.
7.
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.
8.
To reduce the grievances of the employees.
1. 2. 3. 4.
Work related objective Career development objective Communication. Administrative objective.
1.) Work related objectives: 1. 2. 3. improvement of work efficiency. Job evaluation Assignment of work according to specialization and expressed inclination of personnel and planning further organizational expansion and diversification on the basis of internal manpower planning. 4. There is be equal distribution of work among all employees to reduce the work stress which helps in increasing motivation in employees 5. 6. All employees get equal opportunity to perform from top level to the lowest level. Company is providing positive atmosphere to employees which increases interaction level among employees and other facilities which increases working capability.
2)Career development objectives: 1. Identifying strong and weak points of personnel and aiding remedial measures for perceived weaknesses through need based training; 2. 3. Encouraging, motivating, rewarding, correcting or punishing employees; Determining career potential of an employee with respect to his area of specialization and aptitude and then chart future training course accordingly.
Communication objectives: - Provide timely feedback on performance; 1. 2. Clearly establish goal in terms of what is expected; Provide counseling and job satisfaction, through open and free discussion regarding performance; 3. Aiding self-assessment of employees in terms of where they stand in the organization, by comparing expected and actual performance. Administrative objectives: 1. 2. 3. Serve as a basis for promotion, rewards and penalties Performance based proper incentive administration. To form transfer and placement policy on the basis of performance.
2.6.3 Performance Appraisal Methods Once org. decide which results & behaviors have to measure, the next need is to decide how to measure those results & behaviors.
Forced Distribution method: in this method a five point scale of job performance is used. Employees are placed between the two extremes of good and bad job performance; like 10% are placed at the top end of the scale, given superior or outstanding merit; 20% given better rating i.e. above average; 40 % satisfactory or average; 20% given poor; and 10% unsatisfactory or poorer. The factors in rating scale printed form are of two types: 1. 2. Employee characteristics and Employee contribution.
Employee characteristics are included such qualities as; initiative, leadership, cooperativeness, dependability, attitude, enthusiasm, loyalty, creative ability, decisiveness, analytical ability, emotional ability and co-ordination.
Employee contribution are included; the quality and quantity of work, the responsibility assumed, specific goals achieved, regularity of attendance, attitude towards superiors and associates etc.
The traits are then evaluated on a continuous scale in a sequence: Example: Attitude _________________________________________________________________________ 0 5 10 15 20
___________________________________________________________________________ No interest in work. Constant complainer careless Indifferent instructions Interested in work. Accepting different opinion. Enthusiastic about job and workers. Enthusiastic opinion and advice sought by others.
Decisiveness
___________________________________________________________________________ 0 | 5 | 10 | 15 | 20 |
___________________________________________________________________________ Slow to take Decision takes decision takes decisions after careful consideration promptly takes decisions in consultation with others takes decision without consultation
2.6.4 Management by Objectives (M.B.O.) A process whereby the employees and the superiors come together to identify common goals of an organization.
On the basis of the organization goals the departmental goals are set; from there the employees set their personal goal to be achieved (major area of responsibility are defined.) . (Such defined responsibility becomes the basis of evaluating the performance of the individual employee.)
These goals represent specific and measurable targets, meaning that these goals cannot be vague. Employees also in joint agreement with their superiors decide the standards to be taken as the criteria for measurement of their performance and contribution and also the course of action to be followed.
Objective of the company are set a period specific target. -This target become a key result area (KRA) of the CEO. -Then it gets divided till it reaches the bottom most. -Fulfillment of objective set by Board of Directors depend on fulfillment of each person KRA. Hence if one person fails it will hamper the attainment of the desired result
Steps involved in MBO 1.) The MBO cycle begins with a review of organizational goals and objectives. 2.) Through managerial and employee participation, employee objectives are established.
3.) Throughout the cycle, progress is monitored. 4.) At predetermined intervals, managers perform progress evaluation. There is a measurement and the comparison of the employees actual performance with the standards set. 5) Reward for goal completion 6) The cycle repeats yet again
Advantages of MBO 1.) Clarity of goals- with MBO, came the concept SMART goals i.e. S M A R T Specific Measurable Achievable Realistic Time bound
2) MBO increases employee job satisfaction. It becomes a source of motivation for employees. Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment 3) Better communication and coordination- frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the org. and also solve many problems faced during the period.
Disadvantage of MBO
Very time consuming. To come up with goals for each individual employee is very time consuming process 360 Degree Performance Appraisal System which involves collecting feedback on an individuals behavior practically from all angles
360 degree performance appraisal-also known as multi rater feedback; full circle appraisal and group performance review.
In the changing market conditions if the org. wants to know everything about a employee the 360 degree method must be on the top of the corporate wish list.
Performance Appraisal and feedbacks
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.
In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter
2.6.5SELF APPRAISAL
Self appraisal is an important part of the performance appraisal process where the employee himself gives the feedback or his views and points regarding his performance. Usually this is done with the
help of a self appraisal form where the employee rates himself on various parameters, tells about his training needs, if any, talks about his accomplishments, strengths, weaknesses, problems faced etc.
TIPS FOR SELF APPRAISAL
Be honest Always be truthful and honest while telling your accomplishments or failures. Dont exaggerate your strengths and dont hide your weaknesses. Dont make personal judgments for anybody.
Do the preparation Its always better to prepare yourself before the meeting. Get all the lists in place, prepare all the evidences and references. y Be objective Objectivity is important in self appraisal. Dont exaggerate or downplay your achievements or failures. Be specific and concise in your statements and if possible support them with examples or references or evidences with dates. For example: "I responded to all queries within 48 hours" is better than just saying "My customer service was good."
Positive attitude Have a positive attitude towards the whole appraisal process. Be co-operative. Dont hesitate from taking the responsibility of your failures as well as the achievements.
Demonstrate enthusiasm to improve in future and take all his suggestions calmly. Dont complain or demonstrate a negative attitude.
Cover all the aspects
Apart from your strengths, weaknesses, accomplishments and failures, express the opportunities you would like have for your development and
improvement. Suggest ways to overcome the problems faced. Assess your capabilities, behaviours and skills and competence.
Seek future responsibilities According to the assessment of the KSAs according to your job description, plan the short term and long term for the next year. Try to look for tasks beyond your responsibilities. This will help in personal development as well as
current job
contributing to the organizational productivity. Self appraisal should ideally include the accomplishments, the goals achieved, the failures, and the personal growth (i.e. new skills acquired, preparation for the future etc.), the obstacles faced during the period, the efforts for removing them, the suggestions, and the areas of training and development felt by the employee.
CHAPTER -3 RESEARCH DESIGN
3.1 Research Definition Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future
course of action. According to Redman & Mary, research is defined as a Systemized effort to gain new knowledge 3.2Research Design: Research design is the arrangement of condition and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure.
Research designs are concerned with turning the research design into a testing project. The best design depends on your research questions. Every design has its positive and negative sides. The research design has been considered as a "blueprint" for research, dealing with at least four problems: what questions to study, what data are relevant, what data to collect, and how to analyze the results. Research design can be divided into fixed and flexible research designs (Robson, 1993). Others have referred to this distinction with quantitative research designs and qualitative research designs. However, fixed designs need not be quantitative, and flexible design need not be qualitative. In fixed designs the design of the study is fixed before the main stage of data collection takes place. Fixed designs are normally theory-driven; otherwise its impossible to know in advance which variables need to be controlled and measured. Often these variables are quantitative. Flexible designs allow for more freedom during the data collection. One reason for using a flexible research design can be that the variable of interest is not quantitatively measurable, such as culture. In other cases, theory might not be available before one starts the research.
3.3 The main objective of the project is 1. to understand the functions of human resource management .
2. to analyse the different components of human resource management . 3. to understand role of human resource management in increasing the employee satisfaction. 4. to analyse of hrm in increasing the efficiency of employees. During this summer internship program period we have to achieve something, which is helpful for our career, and some value addition to the Company. It gives us good opportunity to expose and creating good impression of corporate mind. 3.4 Collection of data 1)Primary data The information collected through interaction with the departmental heads ,project guide and through the observations and writing the concerned departments. 2)SECONDARY DATASecondary data pertaining to the study are collection from the records maintained by the human resource department. The secondary data collected ,from the related literature which includes text books, articles in newspaper, annual reports, department manuals, project reports.
CHAPTER 4
COMPANY PROFILE
BUNGE INDIA PVT LTD.
B-401&501, BUSINESS SQUARE , ANDHERI, KURLA ROAD, CHAKALA, ANDHERI EAST MUMBAI-400 093 PHONE- 91-22-4050-9500 MAIL- www.bunge.com Company type- private . INTRODUCTIONBUNGE is a global agribusiness and food company with integrated operations that stretch from farm field to retail shelf and circle the globe. It captures value wherever it appears on the food production chain, end to end. ACTIVITIES OF COMPANYManufacturing animal feed for farmers..
Originating oilseeds and grains from the worlds primary growing regions and transporting them to customers worldwide
Crushing oilseeds to make meal for the livestock industry and oil for the food processing, food service and biofuel industries..
Producing bottled oils , mayonnaise, and other food products for consumer.
Milling wheat and corn for food processors ,bakeries , brewers and other commercial usages. OTHER OPERATING COMPANIESBunge Alimentos (Brazil) DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY
largest oilseed processor and wheat miller.
nd
Bunge Argentina - 2 leading oilseed processor and leading fertilizer producer. Bunge Europe - # 1 in the bottled oils and largest suppliers of SBM and SBO (meals and oil). Bunge Global Agribusiness - global team focusing on linking the organization areas to markets. Bunge Fertilizantes(Brazil) - largest producer and seller of fertilizer in South America. Bunge North America - worlds largest corn dry miller
MISSION OF THE COMPANY ENHANCING LIVES BY IMPROVING THE GLOBAL AGRIBUSINESS AND FOOD PRODUCTION CHAIN -To help farmers grow more crops -To transport and process those commodities efficiently and safely, and -to create affordable, high quality food products that people enjoy and trust.
DEMOGRAPHICSFOUNDED- 1818
EMPLOYEES- 24,787(End 2008) 23,889(End 2007) 1. FACILITIES-450+
COUNTRIES OF OPERATION-30+
VOLUMES- 138.4mmt(end 2008) 137mmt(end 2007)
HEADQUARTERS WHITE PLAINS,NY
FOOD PRODUCTS PRODUCED BY COMPANY DALDA CHAMBAL MASTERLINE DOUWEIJIA
HUMAN RESORCE SERVICES
The human resources services portion of your budget encompasses the peripheral services your department provides to support the organization. Include employment agency fees if you occasionally use temporary workers during busy times. Allocate money for executive search firms, if appropriate. Other costs can include the cost of pre-employment or periodic drug testing for employees, credit check fees, employee assistance programs or background testing. If your organization uses newspaper, magazines or online sources to advertise open positions, include advertising costs in your budget.
CHAPTER 5 DATA ANALYSIS
DATA ANALYSIS
THIS PIE CHART SHOWS LEAVES TAKEN BY EMPLOYEES IN BUNGE. THIS INFORMATION IS TAKEN ROUGHLY BECAUSE OF EMPLOYEES BUSY SCHEDULE.THE EMPLOYEES ARE SATISFIED WITH THE LEAVE GRANTED TO THEM BY COMPANY.
THIS BAR DIAGRAM SHOWS SOME OF THE JOB TITLES HELD BY THE EMPLOYEES IN THE COMPANY FOR EXAMPLE- PSYCHOLOGIST,IT MANAGER, PROGRAMMER,ELECTRICAL ENGINEER,ETC PERFORMING DIFFERENT JOBS AT VARIOUS LEVELS.
CHAPTER 6
FINDINGS
1.Training and Development methods used by the company.
2. Promotional strategies adopted by the company.
3.Various Performance Appraisal techniques of the company
4.Various Recruitment policies of the company.
CHAPTER 7
ANNEXURE
BUNGE PVT. LTD.
REPORT ON EXTERNAL TRAINING (To be submitted through Dept. Head to HRD)
NAME
DESIGNATION :
DEPARTMENT
EMP. CODE
I.
Title of the program
II.
Organized by (Agency) :
Place
III.
Date(s) & Duration:
From _________
To _________
________ Days
IV.
Topics Covered during the program.
1.
2.
3. DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY
V.
Problems/Issues of BUNGE INDIA PVT. LTD.or development area of you discussed during the program.
1.
2.
3.
VI.
New learning to be implemented in your work place:
1.
2.
3.
VII.
Comments of the Dept. Head
Signature of HOD
Employee Name: Name of Training Programme: Employee Id:
Department: Duration: Date: POST TRAINING FEEDBACK FORM
Please use the 1-6 ratings below to indicate your views on questions 1 to 2 1. Post training how would you now score your Poor ability to use the service? 1 2. To what extent will you be helped to implement your Action Plans: (a) by your line manager (b) by your colleagues? 2 3 4 5 6 Excellent
3. What do you think should be added to the programme? 4. How successful were the trainees in implementing their action plans? 5. To what extent were they supported in this by their line managers?
6. To what extent has the action listed above achieved a Return on Investment for the
Employee Name: Name of Training Programme: Employee Id:
Department: Duration: Date:
organization, either in terms of identified objectives satisfaction or, where possible, a monetary assessment.
TRAINING SESSION FEEDBACK FORM (Behavioral Training)

1
Did the trainees put their learning into effect when back on the job?
Were the relevant skills and knowledge used
Was there noticeable and measurable change in the activity and performance of the trainees when back in their roles?
Was the change in behaviour and new level of knowledge sustained?
Would the trainee be able to transfer their learning to another person?
Is the trainee aware of their change in behaviour, knowledge, skill level?
..
What did you like best about the programme?
....
What did you like best about the programme?
....
What did you learn from the programme?
....
CHAPTER 8 SUGGESTIONS
The company should increase the retirement age from 58 to 60 years .
Company can include self appraisal method in promotional strategies.
After retirement benefits should be provided.
Training effectiveness should be measured on monthly or quarterly basis so that the organization came to know how effective and useful training they are giving to the employees which in turn increase productivity and also it reduces the turnover of employees. With this we can also came to know about the effectiveness of trainee.
Behavioral feedback form should be their and it should be monitored. As the behavioral training cannot be measured so major focus should be given on this training.
Employees going for external training should give presentation or lectures after returning so that other employees can also be able to learn the same thing without going outside.
Assigning of functional training need should be done by respective departments because they know their employees needs better then others.
For fresher more technical training should be given as only one or two month training is given to them so fresher should be given
CHAPTER 9 CONCLUSION
Working on the project was an enriching experience for me not only I got to know about the manufacturing process of vegetable oils, food products,etc but also the HRD department of the organization. An also got the opportunity to be a part of HRD department. I had a wonderful experience of meeting with different departments HODs and VPs. It was a great learning experience of 6 weeks to know the working culture of the organization. The working of HRD is based on ISO standard. In every organization HR department holds a special position for running the organization as HR is all about how to manage personnels. As HRD is responsible for recruitment, induction, training, performance appraisal and talent management for benefit of employees. HRD provided training to employees as per their needs. HR people evaluate the effectiveness of training by taking feedback form and post training feedback form. HRD prepare training calendar for the current fiscal year for which describes the schedule for the training. Now with the change in the technology the HRD is also using a SAP module known as Poornata (people soft software). It also helps in providing e-learning. This ERP connect all management cadres. With the help of this e-training is also given to employees and also the needs and performance appraisal also done online.

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HUMAN RESOURCE MANAGEMENT IN BUNGE

ANUSHREE MEHROTRA (092601105) RUPALI SINGH (092601115)

BBM [e-Banking & Finance] Course

Department of Commerce, Manipal University, Manipal-576 104

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

HUMAN RESOURCE MANAGEMENT IN BUNGE

Department of Commerce, Manipal University, Manipal-576104

Signature of students with Names followed by Registration Nos. Date:

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

Signature of the Company Guide with Name & Designation Date:

Signature of the Authorised signatory of company/Inst./Org. with Designation & seal.

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.4 Recruitment 2.4.1 Meaning 2.4.2 Recruitment- Source and Method

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.5.4 Benefits of Job Description 2.5.5 Importance of Job Description

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

1.1.2 HUMAN RESOURCE MANAGEMENT IN BUNGE-

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

CHAPTER 2 COMPONENTS OF HUMAN RESOURCE MANAGEMENT SYSTEM

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.1 HUMAN RESOURCE INFORMATION SYSTEM:2.1.1 INTRODUCTION

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

The composite of data bases,

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.1.3 OBJECTIVE OF HRIS

To reduce manual work load of administrative activities.

To supply the required information at a reasonable cost.

To use efficient methods of processing data.

To ensure some security and secrecy of important or confidential data.

To keep the information up-to-date.

Employee data base development e.g.1. profile of employee

4. Employee self service and data base access

7. Training and development

8. Learning and development

9. Compensation and benefits

10.Salary & income tax management

11.Claim and reimbursement management

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

14. Salary survey

16.Develop innovative Org. Structure

17.Employee participation (better communication)

2.1.5 BUNGE NEW EMPLOYEES HAVE TO SUBMIT FOLLOWING HR DOCUMENTS

2.1.6 APPOINTMENT LETTER-INCLUDES

RENUMERATIONBasic salary, other allowances, PLVB(performance linked variable benefits).

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.1.7 SALARY ANNEXURE

BASIC SALARY HOUSE RENT ALLOWANCE CONVEYANCE ALLOWANCE SPECIAL ALLOWANCE

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

GRATUITY: As per payment of gratuity act,1972.

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.2.2 TRAINING PURPOSE AND NEED

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

1. Ensure ultimate customer satisfaction

2. Improving overall performance of the organization

DEPARTMENT 0F COMMERCE MANIPAL UNIVERSITY

2.2.3 OBJECTIVES OF TRAINING & DEVELOPMENT

2. formulation of objectives for different needs and ways of achieving it.