HRM PMS CASE STUDY -

CAVINKARE: BUILDING HUMAN

CAPITAL FOR PERFORMANCE EXCELLENCE

SUBMITTED BY – PIYUSH RAWAT

UID - 2022-2405-0001-0007
COURSE - PGDM 3
PRODUCTS
SCPS

SECTOR COMPANY PRODUCT SERVICE

FMCG CAVINKARE ● Beverages ● Customer

Relation
● Dairy
● Food & snacks
● Personal Care
● Professional Care
ORGANIZATIONAL STRUCTURE - FUNCTIONAL
HOT POINTS
● Plateaued
● Dwindling revenue growth
● Ills plaguing
● Grudgingly
● Bottom – line erosion
● Human capital intervention
● Dwindling revenue
● Accountability
● Performance appraisals
● Wildly important goals (WIG)
● Cross functional team (CFT)
● Data driven approach
● Total productive maintenance (TPM)
● Peer teach the peer program
● Massive open online courses (MOOCs)
PARTICIPANTS

1. Chinni Krishnan Ranganathan.

2. B.P Ravindran.
3. Meenakshi Narayanan.
4. Gayatri Kabilan
5. K. Rahul
CASE HISTORY

● CavinKare Private Limited manufactures personal care products.

● The Company offers hair and skin care products, as well as provides professional care, food and snacks, dairy,
and beverages.
● CavinKare serves customers worldwide.
● Founded year: - 1983
● Sector: - FMCG
● Industry: - Consumer staple product.
● Sub-Industry: - Household products.
● Website: - www.cavinkare.com
● Revenue: $ 4 million.
● Organization structure: - Functional structure
CASE PROBLEMS

1. Poor performance mechanism

2. Lack of learning mindset

3. Dissociation under organization

4. Chaotic and not a balance between organisational goal with departmental and individual

objective.
CASE SOLUTION

● Balancing between organization goal and department / individual goals so each

employee should know their role and responsivity and have a clarity on the
expectation of their particular role and expectation documents were developed that
were different and more detailed than role descriptions ED will help to have detailed
document that varied from position to position.
● A balanced between performance parameter and organizational objective to align
employee department parameter and organizational objective and quantify them and
measuring a parameter was the first task as these was the most difficult task.
● Building people capability and defining competencies as well as attention to their
training as well they need to focus on performance review and proper reward and
recognition is need for individual growth and it automatically help in company’s
Problem- Development of new performance review system

Modern Management
Methods by Objective
CASE SOLUTION - PMS METHOD

PMS Modern Method CAVINKARE can follow to make their employees perform well and jointly work in a
positive environment are as follows :

1. Management By Objectives (MBO) –

 CavinKare should opt for Management by objective (MBO) as a method for performance review system.
 Under MBO performance will be reviewed on monthly basis.
 For example lets take example of a sales person at CavinKare after alignment of roles and responsibilities
with organization objective. on monthly basis a monthly review meeting will be conducted, in which his
performance will be evaluated if he/she will be able to achieve his target then in that meeting the line
manager will allocate a further higher target for the next month.
 For example, for the month of October his allocated target was 150000 and his achieved target was 160000, then in
the review meeting line manager will allocate a target of 200000 for the month of November then again a review
meeting will be conducted in the month of November and his performance for the month of November will be
evaluated.

 And on the basis of his performance incentives will be decided with the help of Grading system. This same method
will be conducted for every department and for every profile
CASE SOLUTION - PMS METHOD

2. 720 degree feedback - This performance appraisal method is a multidimensional performance appraisal method
that evaluates an employee using feedback collected from pre appraisal feedback, self-appraisal, colleague
appraisal, managers, customers, and direct reports, clients, other department co-worker appraisal and post appraisal
feedback . This method will not only eliminate bias in performance reviews but also offer a clear understanding of
an individual’s competence. Also, will help the employees to get connected with each other with other department
as well.
SUMMARY

 Chinni Krishnan Ranganathan, Founder and Chairman of CavinKare private limited is an FMCG
company.
 The company started its operation under the name of Chic India in 1983. In which the company has
shown immense growth and achieved the overall sales of 11bn in 2011 and built manufacturing facilities
in four places in India and manufacturing/ subsidiary locations in Bangladesh and Sri Lanka.
 CavinKare products faced direct competition from the big brand products of large MNCs such as
Unilever, Procter & Gamble and L’Oréal. They needed to confront the MNC challenge, rather than be
satisfied with winning the domestic race against smaller local players.
 After certain brainstorming sessions CavinKare came to know that they are facing six problems and
those are- 1. Product innovation 2. Lack of collaboration 3. lack of learning mindset 4. Poor
performance review mechanism 5. Alignment of org. goals with individual goals 6. Alignment of
performance parameter with organizational goals.
To overcome this problem CavinKare came up with expectation document (ED), which contain 60-
120 that consists of roles description and includes specific key result area (KRA).
This ED is evaluated in every six months. Out of these 60-120 some KRAs are categorized as
Widely important goals (WIG).
To build human capital interventions CavinKare focuses on 1. Getting right people
2. defining competencies 3. Attention to training 4. performance review 5. Rewards and
recognition 6. access to real time information 7. strengthening horizontal linkage
8. Enhanced focus on process innovation.
THANK YOU