MBA Projects

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Study of HR Practices & Process of Performance Appraisal
With special reference to Sunil Health Care Limited HR Division Head Office ± New Delhi

Submitted To:
Ms Vandna Joshi
Banasthali Vidhyapith, Jaipur (Rajasthan)

Submitted By:
Rohini Saini
MBA- HR (2010-2012)


This is to certify that the research project entitled , ³Study of HR Practices

and Performance Appraisal´ , has been completed by Rohini Saini, a student of
MBA (Human Resource), Dept. of Business Administration, Banasthali Vidhyapith, Jaipur, under my supervision.

This project is completed in the partial fulfillment of the requirement for award of MBA. The matter used in the project is original and authentic to the best of my knowledge. I recommend that the project is fit for evaluation.

I wish all success in her future.

(Vandna Joshi)


I, Rohini Saini the Student of MBA (Human Resource), Department of Business Administration, Banasthali Vidhyapith, Jaipur, Hereby declare that the Summer Training Projects Project work on Study of HR Practices and Performance Appraisal is my original work and this has not been submitted to any other institution for the award of any other degree.

(Rohini Saini)


A research report is never the sole product of the person whose name appears on the cover. I shall call selfish if I do not express my gratitude towards the people without whose help my research project report would have remained incomplete. I am expressing my gratitude towards my guide Ms Vandna Joshi, lecturer in the department of business Administration, Banasthali Vidhyapith, Jaipur (RJ). Who guided me all throughout my research work? I sincerely acknowledge his efforts and guidance.

I also wish to thank to Dr. N. K. Joshi dean of department of business management, who give that opportu nity and provide his help all the time when I went him. And I also thank other teacher staff like as Dr. Kiran Gour, Dr. Soniya, Ms Neeti Kasliwal and other teachers who help me to solve the query.

I would also like to thank my friend Mr. Mohit Saini and my respected relatives for their effective response and their kind help in completing my research project.

(Rohini Saini)

In the business management field the Master of Business Administration (MBA) is one of the most reputed professional courses in the field of management. This course includes both aspects theory & its applications as its content of Curriculum. Summer Training Projects is an integral part of this program. Every student is required to complete a project in his or her field of interest in the 2 n d semester. The purpose of this project is to expose the students on practical and research front of his or her area of interest. The project gives a unique experience to aspirants who can visualize things what they have been taught in classroom.

Executive SummaryThe importance of personnel management is being increasingly realized in industrial and non-industrial organization both in India and abroad. The realization has come about because of increasing complexity of the task of managers and administrators. In most organizations the problems of getting the competent and relevant people, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organizations, are now viewed as the most critical problems. So with this reference the project titled Study of HR practices & process o f Performance Appraisal has been conducted, based on the primary research in Sunil Health Care Limited , RMC Division has been prepared to get a better insight into the management practices adopted by SUNLOC with reference to HR Policies prepared by the HR department in organization. It emphasizes on the importance of a clear cut organization structure and culture to avoid any confusion in order to achieve maximum result with minimum resources. The project is aimed to cover maximum knowledge of the HR practices followed in the organization and how the performance is evaluated of employees, what primary factors are considered, how data is maintained and finally the evaluation done. Here the HR practices of the company have been explained to understand ho w the company follows these practices and the performance appraisal process adopted. The practical knowledge has been gained mainly by observing all the activities taking place in the H.R. department. This is a brief study done to have understanding of the subject H.R., how it is practically implemented, why it is necessary, its implications & the benefits. With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle functions, Selection done, Training Calendar prepared, what does compensation & cost to company means and the steps of performance appraisal.

Company Profile
SUNIL HEALTHCARE LIMITED is leading manufacturer of Hard Gelatin Capsule Shells. We were the first to introduce self locking capsules in India way back in 1976. Today the Company's customer list consists of "who's who" of the Indian Pharmaceutical Industry. It ventured into exports about 11 years ago and exports its capsules to Middle East, South Africa & West Africa and Europe. Exports accounts for about 30% of its turnover. History : We are one of the oldest and leading WHO GMP certified manufacturer of Empty Hard Gelatin Capsules SUNLOCTM in India, commissioned on 23rd April 1976. We were the first to introduce the concept of Self Locking Type Capsules in India in late Seventies. Location : The state of art manufacturing premises is 160 Kilometers (99.5 Miles) south of National Capital, Delhi, at Alwar in Rajasthan State. Production Capacity : We have 13 automatic capsule manufacturing machines having a production capacity of 4,700 million capsules per annum. At present, we are manufacturing capsules of size 00, 0 -EL, 0, 1, 2, 3 and 4. Machine Suitability : SUNLOCTM Capsules are suitable for filling on various types of automatic high speed filling machines i.e. 1,50,000 capsules per hour. Customer base : Our major customers in India include leading multi - national as well as Indian companies such as ; Pfizer, Glaxo, Ranbaxy, Dabur, Solvay, Cadila, Sun Pharma, Wyeth Ltd., Intas, Alembic, Panacea Biotech etc. For the last few years we have been supplying SUNLOCTM capsules to our buyers in Middle East, South Africa, West Africa and Europe.

Product Specification:
Description: The SUNLOCTM hard gelatin capsule shells consist of two cylindrical, telescoping pieces (cap and body), where one end of each is rounded and closed and the other open. Each piece can be transparent, par tially opaque or completely opaque; if colored, of identical or different colors; and be unprinted, printed, or bear other surface markings. The cap overlaps the body and maintains a tight friction closure. The closure may be strengthened by additional mea ns. Contact Sunil Healthcare if you have requirements for customized capsule shapes.

Odor: SUNLOCTM do not develop any foreign odor when kept in a well -closed bottle for 24 hours at a temperature between 30° and 40° Celsius Identification: Boil one capsul e shell with 20 ml of water, allow to cool and centrifuge. To 5 ml of the supernatant liquid add 1 ml of picric acid solution and to another 5 ml add 1 ml of tannic acid solution; a precipitate is produced in each case.

Disintegration: SUNLOCTM capsule disintegrates within 8 minutes. Microbial limits: Total microbial count, not more than 200 CFU per gram. Our capsules are free from Escherichia coli, Salmonellae, Staphylococcus aureus and Pseudomonas auroginosa. Loss of drying: Between 13.5 and 15.5 %.

Product Features:

SUNLOCTM capsules are designed after reviewing the performance of latest generation automatic type filling machines, which are capable of very high speed product filling simultaneously. The pre-locks are positioned in such a way so to prevent The cap and body separation during packaging, storage and transportation. Easy separation of cap and body under suction vacuum on the filling machine facilitating high speed filling operation. Air vents facilitate easy escape of the air inside the capsules during the closing and locking operation on the filling machine. It also helps to avoid oxidation during drying. Finally the double locking rings on the cap and body hold the capsule securely together to assure a consistent joined length allowing for an efficient blister or foil packing of the capsules.

Printing Facilities:
The customized printing matter on the capsule helps easy product identification for the pharmaceutical oral dosage forms. Our company has a modern printing department and has facilities for doing axial / linear and spin / circular / radial printing with or without orientation on SUNLOCTM Capsules in single or double link as per the need of customer. The printing message is engraved on the high quality stainless steel suitable for use in pharmaceutical industry.

On the printing machine, the print message is transferred from the stainless steel roller to rubber roller, which also is made of pharmaceutical grade material. The print message is then transferred from the rubber roller to the empty capsule. The printing ink used is also of food grade. The printing operation is done under the supervision of well-trained personnel to ensure optimum quality printing.

Packing Details:
We use customised packaging to suit the different type of transportation and storage conditions:

2. 3. 4.

Shipment by Refrigerated Container Shipment by Non Refrigerated Container Shipment by Air After final quality inspection SUNLOCTM capsules are weight counted on a computerized system, which is sealed and placed in the EPS box. The closed EPS box is covered by a corrugated container. The package is then clearly labelled as required by GMP guideline. The capsules are then warehoused, shipped and distributed in temperature controlled facilities and containers. This assures that the capsules arrive at the end user's facility in perfect condition.

Packing Specification: SUNLOC TM

Capsules are packaged in :-

Outermost, durable 5 ply corrugated box protects from the external shocks and damages. Lined with or without expanded polystyrene sheet of 30 mm thickness with 30 kg per meter 3 density, which protects against the external heat. The innermost layer is 130 micron antistatic type polybags approved for use in food and pharmaceutical industries which resist the water vapor transmission rate to deteriorate the safely packed capsules from temperature and humidity variation during global transportation.
Lot Size:

Our standard order lot size of any color / size is 2 Million Capsules.

SN (A) Box


Packing Details Refrigerated Container

Non Refrigerated Container


2 3 4 5 6

7 8

Outer dimension of Corrugated Box (mm) (LxWxH) Inner dimension of Corrugated Box (mm) (LxWxH) Number of Ply in the Corrugated Box Outer Volume of Corrugated Box (cbm) Inner Volume of Corrugated Box (cbm) Size of EPS box (mm) (LxWxH) Inner dimension of Corrugated Box after placing EPS box (mm) (LxWxH) Dimension of food



540x440x700 5 0.18 0.17 ---

550x530x730 5 0.23 0.21 550x530x720


490x470x670 470x546x1118


grade, Antistatic type Poly Bag (mm) (LxWxH) Thickness of food grade, Antistatic type Poly Bag (micron)



(B) Number of box per container

10 11

20 feet container (nos) 40 feet container (nos)

120 320

120 252

(C) Capsule Quantity & Weight 00 0-EL 0 Capsule Size 1 2 3 4











Capsule Quantity per box for refrigerated 75000 container (nos) Capsule Quantity per box for non 75000 refrigerated container (nos) Capsule Quantity per 9 20 feet refrigerated container (million) Capsule Quantity per 24 40 feet refrigerated container (million) Capsule Quantity per 20 feet non 9 refrigerated container (million) Capsule Quantity per 40 feet non 18.9 refrigerated container (million) Gross Weight of capsules per box for 11 refrigerated container (kg) Gross Weight of capsules per box for 12.9 non refrigerated container (kg) Net Weight of capsules per box for 8.3 refrigerated container (kg) Net Weight of capsules per box for non 8.3 refrigerated container (kg)


100000 125000 175000 225000 300000


100000 125000 175000 225000 300000

















































Company Profile
Aditya Birla Group is India's first truly multinational corporation. The group has an annual turnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25 different nationalities on its rolls. Aditya Birla Group has its presence in 20 countries ± India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
Globally the Aditya Birla Group is:

‡ A metals powerhouse, among the world¶s most cost-efficient aluminium and copper producers. Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium rolling company and one of the 3 biggest producers of primary aluminium i n Asia. In India: ‡ A premier branded garments player. ‡ The 2nd largest player in viscose filament yarn. ‡ The 2nd largest in the Chlor -alkali sector. ‡ Among the top 5 mobile telephony companies.

It has established been in 1958, Hindalco deals in Aluminium and Copper and is an industry leader in both. Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Its copper smelter is today the world's largest custom smelter at a single location. In 2007, Hindalco acquired Novelis and in the process became the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia, as well as India's leading copper producer. IBSAR Navi Mumbai ([email protected]) Page 8

Aditya Birla !uvo: Aditya Birla Nuvo is a diversified business conglomerate with interests in viscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and insulators. Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into life insurance, telecom, business process outsourcing (BPO), IT services, asset management and other financial services. Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech cement. Together the two companies under the group account for a substantial share of the cement market in India. UltraTech cement comprises the erstwhile cement business of L&T which was acquired by the group.Ultra Tech Cement manufactures and markets Ordinary Portland Cement, Portland Blast Furnace Slag Cement and Portland Pozzolana Cement. It is the country's largest exporter of cement clinker. Its export market includes countries around the Indian Ocean, Africa, Europe and the Middle East. GRASIM I!DUSTRIES LIMITED is the flagship company of Aditya Birla Group. Grasim itself is a multi-product company with cement being the major area of focus. Now a day the cement division of the Grasim industries Limited works under the banner of the Ultratech Cement limited (UTCL). In August 1998, Grasim acquired the well -known Dharani Cements Ltd situated at Reddipalayam, Perambalur District. Soon after the acquisition, Grasim embarked on a most prestigious project of one million top capacity cement plant at the existin g locations. READY MIX CO!CRETE IBSAR Navi Mumbai ([email protected]) Page 9 Concrete is a hardened building material created by combining a binder i.e. cement (commonly Portland cement), aggregate (generally gravel and sand), water and admixtures. Although people commonly use the word cement as a synonym for concrete, it is only one of several components in modern concrete. As concrete dries, it acquires a stone -like consistency that makes it ideal for constructing roads, bridges, water supply and s ewage systems, factories, airports, railroads, waterways, mass transit systems. Concrete is used more than any other man made material on the planet. It was in 1824, when Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement came into

existence. However, it was not widely used until World War II, when several large docks and bridges were constructed. Today, different types of concrete are categorized according to their method of installation. Ready or pre-mixed concrete is batched and mixed at a central plant before it is delivered to a site. This type of concrete is sometimes transported in an agitator truck and is also known as transit-mixed concrete. Shrink-mixed concrete is partially mixed at the central plant and its mixing is then completed en route to the site. The secret of good concrete lies in the degree of quality control and technical parameters of the mix. UltraTech, the Aditya Birla Group Company, which makes good concrete better, maintain s a high level of precision in its quality assurance procedures and produces world-class concrete that comes in a package of highly reliable durability, strength and performance. The making of concrete is a science as well as an art. Science because the ri ght proportions of all the ingredients as per the standard Bureau of Indian Standards (BIS) code assures the desired strength and durability. And an art because it is not just the accurate proportioning which determines the quality of concrete, but the way it is mixed, placed, compacted, cured and protected also play a great role. UltraTech Concrete makes good concrete better because the company takes extra care to make sure it is perfect both ways ² proportion wise and handling wise. To ensure quality, each and IBSAR Navi Mumbai ([email protected]) Page 10 every sample of concrete passes through stringent tests in fresh and hardened state to ensure strength, durability and performance. How does UltraTech Concrete make good concrete better? Right from selecting the raw materials to batching and mixing, transportation, placing of concrete till testing of concrete ² UltraTech ensures flawless operation in every stage. Clearly, it's all about putting together the right ingredients for that perfect recipe. Cement Fresh cement, protected from weathering conditions and influence of external environment such as air, moisture etc., is an important ingredient of concrete. UltraTech Concrete plant uses fresh cement directly procured from the cement plants through cement bulkers, which in turn pump it directly into the concrete silos thus protecting it from the external environment. Coarse aggregates

Coarse aggregates ² free from clay, weeds and other organic materials, cubical or rounded with a combination of different sizes and not elongated or flaky ² ensure proper strength of the concrete and make it non-porous. These coarse aggregates are a vital ingredient of good concrete. UltraTech Concrete directly sources the aggregates from selected and approved suppliers, tested as per BIS for size, shape, gradation, impact value and crushing value etc. Fine aggregate Sand, the fine aggregate used in concrete must be free from silt, clay, salts and organic materials to prevent shrinkage cracks, which affect the concrete quality and durability. UltraTech Concrete directly purchases sand from selected and approved suppliers tested for moisture content. To maintain the correct water -cement ratio, UltraTech Concrete plants use moisture sensors and an automatic water correction procedure. Water Potable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic materials is IBSAR Navi Mumbai ([email protected]) Page 11 ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and uses water purifiers whenever necessary. Admixture Admixtures used in concrete during mixing ensures its workability (the ease of placing of concrete in moulds) and the setting time is carefully chosen from reputed companies. The workability is measured for every batch through the slump cone and is controlled using a scientific method of dosing. UltraTech Concrete is equipped with computerized batching and mixing plants to strictly monitor the quality of the concrete. It uses a computerized recipe for the raw mix design (cement : sand : coarse aggregate : water : admixture) and quantities of raw materials are weighed automatically as per the design mix. The water-cement ratio, very important to satisfy the strength and durability criteria of concrete, is pre -designed through a scientific mix design as per the BIS standards and kept constant throughout to maintain the consistency in quality for a particular mix. Mixing is generally done throu gh high efficiency pan mixers (machine mixers / turbo mixer) to ensure uniform and consistent quality concrete. Transportation

The transport of concrete from its place of mixing to the delivery point is very critical, as there is possibility of the concre te drying out and losing its workability and plasticity. UltraTech Concrete transports concrete from its ready mix concrete plants to the site through transit mixers. Further, the concrete is pumped to the actual point of concreting using high efficiency concrete pumps, thus maintaining the homogeneity of the concrete throughout the transit till the final deposition. Placing the concrete is expedited scientifically by specialized delivery trucks. Qualified and experienced engineers monitor the entire opera tion. It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged ³The Best Employer in India and among the top 20 in Asia´ by the HewittEconomic Times and Wall Street Journ al Study 2007. Over 50 per cent of its revenues flow from its overseas operations.
Beyond business ² the Aditya Birla Group is: Working in 3,700 villages Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social cause. .

Aboutt Ullttrattech Cementt Lttd
Ultratech Cement Ltd is having its own vision, mission and values.
Vision of the company: To be a premium global conglomerate with a clear focus on each business. Mission of the company: To deliver superior value to the customers, shareholders, employees and society at large. Values of the company:

People contribute when they relate to an organization and they relate, when they understand the organization. People understand an organization through its values by experiencing the culture that values create and by using the systems and processes that values define. In large organizations, such shared understanding cannot be created through leadership of individuals alone; it requires leadership of principles, of beliefs, of conviction. Integrity, Commitment, Passion , Seamlessness, Speed. These together constitute what they call their ³Value´.


The success of any business depends as much on appropriate, effective, well communicated, HR and business practices as it depends on meeting the requirements

of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organization¶s goals and objectives.

Some of the key performance indicators for Human Resources include but are not limited to the following. ‡ Employees¶ clarity on HR policies ‡ Employees¶ clarity on roles, responsibilities and expectations ‡ Development of qualitative staff ‡ Number of HR issues arising for which there are no clear policies and guidelines ‡ Competitiveness of compensation structure relative to industry benchmark ‡ Usefulness and accuracy of compensation survey ‡ Lead time to respond to staff welfare issues ‡ Employees¶ assessment of promotion criteria and process (clarity, fairness) ‡ Measurement of HR policy violation ‡ Average time required to fill vacancies ‡ Proportion of training programs resulting in productivity improvement ‡ Staff attrition rate ‡ Understanding / Clarity of the Organizational philosophy   Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects  Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy  Develop KPI's for each of the strategic objectives.  Track and measure performance

Human Resources Best Practices
The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and quality as it accomplishes increa ses productivity overall. Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the company¶s budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the company in a good light while also presenting themselves as engaging and competitive for company¶s recruitment efforts.

The main objective of HR Practices is to differentiate the organiza tion from its competitors by effective and efficient HR Practices. By following this, the organization

does its whole work process. The objective of HR Practices is to increase productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organization¶s goals and objectives. As The Transparent HR practices can reduce attrition, Because - Transparent HR practices ensure continuous business growth in every organization.  It gives the suitable working environme nt to the employees. The success of company motivates the employees of organization to continue relationship with it. As all the employees Perks chart has been mentioned according to their designation in the HR practices, it helps the employees to know what their perks charts are. So it creates a transparency.

As we know the whole function of HR department depends upon the HR Practices of the organization. The HR management is done according to the HR Practices of the company. Which things to be done and which things should not be done depend upon this only. It also helps the organization to achieve the target of the organization. The HR policies of the organization have been mentioned in the HR Practices. All the rules & regulations for the employees have been also mentioned in this. All the welfare of the employees¶ processes is also mentioned in this. So the study of the HR Practices means basically the brief study of all HR functions in the organization. I believe the HR Practices is a vital part of an organization, which helps the organization to achieve the goal of the organization. All companies are having their HR Practices but the company who is having the best, is the most successful company among its competitors. So the company can get success within its competitors by applying best, effective HR Practices. The main objective of the project is  To understand the HR practices followed & Process of Performance Appraisal.  To know what are the uses of HR practices for any organization.  How these HR Practices help any organization to know its stand in the market and to be competitive by implementing good HR Practices for their employees.  To understand how the organization would achieve its goals by im plementing good HR Practices.  To understand the work culture of the organization.

HR function is very important in every organization. It helps the organization to manage not only the people of the organization but to manage all the working processes i n it also. HR is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HR is concerned with the people¶s dimensions in organizations. HR refers to set of programs, functions, and activities designed and carried out.

1. Recruitment and Selection:

Is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo has defined it as ³ the process of searching for prospective employees and stimulating them to apply for jobs in the organization´.
OBJECTIVES of RECRUITMENT  To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies,   To infuse fresh blood at all levels of the organization,   To develop an organisational culture that attracts competent people t o the company,   To search for talent globally and not just within the company,   To design entry pay that competes on quality but not on quantum,   To anticipate and find people for positions that do not yet exists.


 Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees needed.   Developing suitable techniques to attract suitable candidates.   Stimulating as many candidates as possible .

2. Performance Management System
It is a structured method of formally and objectively evaluating employees¶ performance with respect to their objectives. It addresses the issue of an employee¶s development by providing them with structured and in-depth analysis of strengths and areas of improvement. It provides with input for annual increments, training and development. For an organization the aim should not be just to have the best people, but also to retain them and get best out of them. Employee Performance management includes planning work and setting expectations, developing the capacity to perform, continuously monitoring performance and evaluating it. Most organizations focus on an annual evaluation process for employees and call that Performance Management. However, annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behavior. Simply putting, a Performance Management System is essential to the success of any organization because it influences the effort expended by employees, which in turn, drives bottom-line business results. Furthermore, the Performance Management System helps an organization identify, recruit, motivate, and retain key employees. An effective Performance Management System should achiev e the following: Review the employment cycle of every employee,  Beginning with the recruiting process,  Employee development,  Ending with effective exit interviews.  Employee¶s knowledge, skills, and abilities with the organization's human cap ital needs and business objectives.  Provide managers and employees with the tools necessary to focus on short -term and long-term goals that contribute to both career and organizational success.  Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance.  Promote a work climate that requires employees to remain flexibly focused. For instance, employees can manage current tasks and unit goals while keeping pace with, and adapting to, change in the work environment.

1. Annual goal setting ±
 In the month of April/May every year, after the annual planning and budgeting rounds, all teams identify their KRA¶s and goals for the forthcoming financial year. This process occurs by offline.  Then the employees fill their goal setting document in the Poornata system, listing the KRA¶s, Goals, Measurement Criteria, Assigning Weightage and due date for completion of specific goals as already discussed offline.  Then they notify the same to their manager/immediate supervisor and await approval.  The manager recommends any changes if required or else approves the goals set in the document.  The approval of the goals set by the managers completes the goal setting process. The approved documents will be then available to the employees as well as their managers for the reference throughout the year. These documents can also be viewed by manager¶s manager (Reviewer) for their indirect subordinates.
2. Mid Year Review:  Mid year review of goals set at the beginning of the financial year held on the months of October/November every year.  The mid year review generally initiated by the manager.  The main focus of the mid year review is to check if the goals set at the beginning of the year are relevant or if they need to be revised or updated.  The mid year review is also an opportunity for the manager and his team members to identify and discuss about any performance issues and initiate corrective action for the same.  The mid year review does not entail any ratings. 3. Annual Performance review:  The annual performance reviews against goals set and achieved held during the months of April- May every year.  The employee completes his self-review /appraisal against goals set, online in the Poornata system and submits the same to his manager for review.  The manager then discuss the performance of the employee with him/her off -line, give him feedback on his performance and capture his own comments and performance ratings against goals and overall ratings in the manager¶s evaluation form.

 The manager also discusses the employee¶s performance as well as rating with the manager¶s manager (reviewer) and sends t he document to the HR department for further processing.

3. Training and Development
The needs of individual are objectively identified & necessary interventions are planned for identified groups, which get rolled out in a phased manner through training calendar. The training and development program is charted out to cover the number of trainees, existing staff etc. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development pr ograms and budget allocation. Training and development programs can also be designed depending upon job requirement and analysis. Selection of trainees is also facilitated by job analysis. The company has a strong focus on manpower training according to th eir requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees.   This includes improving communication  Different skills  E-mail programming  Operation systems. The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. IBSAR Navi Mumbai ([email protected]) Page 34

Training DesignThe trainer ± Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees ± A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training climate ± A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Trainees¶ learning style ± The learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies ± Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of ab out what must be included, what could be included. Training topics ± After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics and ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents ± Contents are then sequenced in a following manner: ‡ From simple to complex ‡ Topics are arranged in terms of their relative importance ‡ From known to unknown ‡ From specific to general ‡ Dependent relationship Training tactics ± Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors: IBSAR Navi Mumbai ([email protected] ‡ Trainees¶ background ‡ Time allocated ‡ Style preference of trainer ‡ Level of competence of trainer ‡ Availability of facilities and resources, etc Improve performance in) Page lities ) 35 IBSAR Navi Mumbai ([email protected]) Page 36 ³Training & Development is any attempt to improve current or future employee performance by increasing an employee¶s ability to perform through learning, usually by changing the employee¶s attitude or increasing his or her skills and knowledge.´ MEA!I!G OF TRAI!I!G & DEVELOPME!T ACCORDI!G TO UTCL: The need for Training and Development is determined by the employee¶s performance deficiency, computed as follows. Training & Development Need = Standard Perf ormance ± Actual Performance Training: Training refers to the process of imparting specific skills. An employee undergoing training is presumed to have had some formal education. No training program is complete without an element of education. Hence we can say that Training is offered to operatives. Development: Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and

attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company. The Training Inputs are  Skills  Education  Development  Ethics  Problem Solving Skills  Decision Making  Attitudinal Changes IBSAR Navi Mumbai ([email protected]) Page 37

Importance of Training & Development
 Helps remove performance deficiencies in employees  Greater stability, flexibility and capacity for growth in an organization  Accidents, scraps and damages to machinery can be avoided  Serves as effective source of recruitment  It is an investment in HR with a promise of better returns in future  Reduces dissatisfaction, absenteeism, complaints and turnover of employees

!eeds of Training
Individual level  Diagnosis of present problems and future challenges  Improve individual performance or fix up performance deficiency  Improve skills or knowledge or any other problem  To anticipate future skill-needs and prepare employee to handle more challenging tasks  To prepare for possible job transfers

Training given on
 Safety aspects  Behavorial aspects  Technical aspects  Communication skills IBSAR Navi Mumbai ([email protected]) Page 38

Identification of Training !eeds (Methods)
Individual Training Needs Identification 1. Performance Appraisals 2. Interviews 3. Questionnaires 4. Attitude Surveys 5. Training Progress Feedback 6. Work Sampling 7. Rating Scales

Group Level Training !eeds Identification
1. Organizational Goals and Objectives 2. Personnel / Skills Inventories 3. Organizational Climate Indices 4. Efficiency Indices 5. Exit Interviews 6. MBO / Work Planning Systems 7. Quality Circles 8. Customer Satisfaction Survey 9. Analysis of Current and Anticipated Changes

Benefits of Training !eeds Identification
1. Trainers can be informed about the broader needs in advance 2. Trainers Perception Gaps can be reduced between employees and their supervisors 3. Trainers can design course inputs closer to the specific needs of the participants 4. Diagnosis of causes of performance deficiencies can be done. IBSAR Navi Mumbai ([email protected]) Page 39

5. Talent Management
It is a holistic and systematic process, across the group. It is built on the w ork done so far on people processes, and has a Talent Identification and Talent Development Strategy for all the 3 levels of management i.e. Senior, Middle & Junior Management. This is facilitated by Development Assessment Center followed by Individual Dev elopment Plan, enabling planned succession and career management. The talent management process includes HR process for  Recruitment,  Performance,  Compensation,  Succession planning,  Learning and other capabilities around self -service,  Analytics IBSAR Navi Mumbai ([email protected]) Page 40  Reporting. With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. Talent management is a key business process and like any business process takes inputs and generates output. Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through onboarding, developing and keeping current workers and attracting highly skilled workers to wo rk for your company. Talent

management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, dev elop, promote, and move employees through the organization. This term also incorporates how companies drive performance at the individual level (performance management). The term talent management means different things to different people.  To some it is about the management of high -worth individuals or ³the talented´.  To others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors) IBSAR Navi Mumbai ([email protected]) Page 41

5. Job Analysis & Evaluation
It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and disaggregate the activities, competencies and accountabilities associated with the job. It defines and clusters the task required to perform the job. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description. . IBSAR Navi Mumbai ([email protected]) Page 42 STEPS (Process of Col lect ing Informat ion) ³Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job. The immediate products of this analysis are µJob Description¶ and µJob Specifications¶.´ (Systemat ic Explorat ion of Act ivi t ies) ³Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of the job.´ ( Ident i fying Job Requirements) ³Job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service, provided by the organization. Each job has certain ability requirements (as well as certain rewards) associated with it. Job Analysis is a process used to identify these requirements.´

Each job is a unique description of a role that a person can hold in an organization or required to be performed for the business benefit of that organization. When jobs are created, their tasks and requirements are taken into consideration. Jobs are used in the following components:  Job and Position Description  Shift Planning  Personnel Cost Planning  Career and Succession Planning Note: Job descriptions should be as general as possible and as detailed as necessary. IBSAR Navi Mumbai ([email protected]) Page 43


Head of Department Secretary Buyer

Jobs are general classifications of tasks performed by employees Examples : Head of Department Buyer Secretary IBSAR Navi Mumbai ([email protected]) Page 44

Positions are the concrete representation of jobs. They are held by individuals at your enterprise.
Job: Head of Dept.
Position: HOD : HR Position: HOD : Sales Position: HOD : Purchasing

Positions are specific to

your enterprise More than one position can be based on the same job Each position typically represents one employee, but may be partially filled by more than one

IBSAR Navi Mumbai ([email protected]) Page 45 Once you have created a job, define the number of positions required the enterprise. Jobs are not staffed by employees. That is the role of positions. If more than one person must perform jobs, more than one position must be created to meet this requirement. A position inherits the job¶s tasks, and can also be assigned its own additional tasks. Positions can be 100% staffed, partially staffed, or vacant. When we define a position as vacant, the system prompts us to define the period for which the position will be vacant There will be a central authority that will be designated to declare vacancies and make them available for Recruitment (both internal and external). Positions can fall vacant due to reassignment or Separation as well. Such positions become unoccupied and not vacant. Vacancy is thus a declared feature for a position. A chief position is a position designated as the leader of a particular organizational unit. By matching the requirements of a position and the qualifications of the employees, we will be able to do career planning for employees and succession planning for positions. A profile matching reports can also be run to review the results of how an existing employee or an applicant fares against the requirements of a position. IBSAR Navi Mumbai ([email protected]

6. Organizational Structure
Using the basic object types ± constructs of relationships is built to mirror the business edifices and processes. By assigning object characteristics, validations, requirements etc, we can capture complex organizational realities with relative ease. Process Flow:  Before creating all of the other necessary objects and relationships, the user must first create a root organizational unit. Once one organizational unit has been created, it is recommended to create the appropriate organizational units below it.  Jobs may be created after an organizational unit exists in the model.  You can assign cost centers to organizational units in) Page l and Positions. ) 46 IBSAR Navi Mumbai ([email protected]) Page 47 Inputs: Organization chart  Root org unit  Additional Org units  Jobs if Required  Positions

 Details to where the positions need to be mapped.  Position Details like Position Type, Position Sub Type, Department, and Sub department. Every organization has its organizational structure. According to this every employee has some specific work. The work also depends upon their levels. As per their levels in different departments they will have to do their work. In RMC business, there are different departments so as to organize the work efficiently and effectively. These are:  HR  Marketing  Technical  Commercial and Accounts  IT  Key Accounts  CRM  Quality As for different departments different works has been specified for the different levels of people. It helps them to perform their work, which has been specified to him. For similar jobs also the work of the employees¶ has been structured properly, to avoid the repetition of the work with the other employees. It helps in decre ase the overlapping of the work. IBSAR Navi Mumbai ([email protected]) Page 48 To manage the different levels of work the employees have been separated in to different designations and different depts. According to their area of specialization. The designations which have been given to the employees are based on the skills they have, grades, knowledge, varying experiences. These designations have been specified as per the standard HR Practices of the organizations, so as to make the organization diff erent from other organizations. In this way the organization stands in a better position than its competitors in the competitive business. IBSAR Navi Mumbai ([email protected]) Page 49 The different designations given to the employees in UTCL (RMC Division) are given in the following table. Designation (s) Jt. President /Jt. Exc. President Sr. Vice President Vice President Asst. Vice President Sr. General Manager / General Manager

Dy. General Manager Sr. Manager Manager Dy. Manager Asst. Manager Sr. Engr. /Sr. Officer Engineer / Officer Asst. Engr. / Asst. Officer Jr. Engr. /Jr. Officer Sr. Supervisor Supervisor Support Staff IBSAR Navi Mumbai ([email protected]) Page 50

7. Human Resource Information System
POORNATA, an ERP (People soft) implementation of Human Resource practices has been introduced in UTCL to elevate HR processes to world class levels and standardize them across Units and Businesses. This has resulted in single integrated HR -ERP for all management cadre employees of the group. These automated HR Processes will also aid in faster, efficient, timely and accurate data availability to Management for decision -making. UTCL¶s People Soft Enterprise Performance Management (EPM) enables it to achieve world-class performance by aligning the right information and resources to strategic objectives. People Soft EPM offers performance management solutions for every budget and every phase of the management cycle, helping its managers to formulate strategies for profitable growth, align strategies with operational plans, and actively monitor day -to-day operations. Poornata helps a lot in the different works of the organization. It helps in the following ways  It helps in entry of all the database of all the employees.  It reduces time to note all the databases of the employees.  It reduces different mistakes or errors while maintaining the databases  It helps in doing performance appraisal of the employees.  It also helps in doing the data updation of the employees.  It helps in recruitment and selection of the employees  It reduces the time of the work  It also reduces the no of employees for maintaining the database.  It helps in maintaining the job description of employees.  It records the compensation details for the em ployee. Poornata also helps the employees in this way, IBSAR Navi Mumbai ([email protected]) Page 51 Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata ID, which helps the employees to know about the different policies of Organization.

They can know these policies directly from the ERP system. As it done only through Online, there is no delay in getting different infomations. It also helps them to do the rep orting to the concerned person. They can also fill their problems which they face during their work and send to their departments. In this way Poornata helps not only the managers but the employees also. Poornata (ERP) helps UTCL in the following ways Poornata helps in performing day to day roles. Introduction ± Poornata helps in creating and updating of the positions of the employees. Each position will correspond to specific vacancy in the organization, have a specific headcount defined for it and is also tied to the following specific attributes:  Business unit  Department  Company  Job code  Location  Regulatory Region  Job Function  Reporting to position (The position to which this particular position reports to)  Career stages Every time one or more of the above attributes change, the same have to be updated for the position, or a new position may need to be created corresponding to the new combination of the attributes. IBSAR Navi Mumbai ([email protected]) Page 52 Any individual who occupies a position will inherit the above -mentioned attributes of the position. A position is thus specific and particular opening in the organization, as opposed to job codes, which are more generic in nature. Job codes reflect the job points of the jo bs across the organization, whereas a position number reflects a specific job description in the organization.  Poornata helps and gives hints and warns the user the important information he must know about the Poornata system.  It provides the additiona l information to assist the user & provide key information.  It also tells the frequently asked questions with respect to hiring employees.  It also shows the common error and warning messages that the user may get at the time of hiring. It needs the information about regarding these: Employee ID, Position Number, Job code (the job points of the employee), Company (The legal entity to which an employee /department is attached.), The Business unit to which the employee belongs to, Location (i.e. where t he employee works), Department etc. Following are the steps that will be used to maintain positions and department budgets

 Creating new positions  Updating the information for existing positions as and when required 1. Creating a new position A position corresponds to a specific vacancy in the organization. Hence a position should be created in Poornata, only when a new vacancy has arisen in the organization, and the approval for the same has been obtained offline. Only after the offline approval has bee n obtained, should the position be created in the system, i.e. only pre-approved positions should be entered in to the system. 2. Updating The information for existing positions IBSAR Navi Mumbai ([email protected]) Page 53 From time to time the user should update the information for an existing position. Typical situations are when:  The position attributes or the approved max headcount for the position has changed.  The position no longer exists.  Organizational Restructuring. Direct Hire Process: It helps in doing the directly hiring an employee by Poornata system. Introduction: The direct hiring process involves an employee being directly added to the Poornata system that is the situation where his information doesn¶t exits as applicant in t he Poornata system. An employee on joining the group would fill up the joining check list and the related forms as per the unit policy. The HR administrator would then hire him into the system by capturing his relevant information with respect to his personal job compensation, qualifications and dependents¶ information. The hire action will be used to capture the event of the employee¶s joining the organization. There can be either of two reasons for hire:  Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG group directly.  Joining the acquired company: This will reflect the situation where an employee had joined an organization, which was subsequently acquired by ABG. Going forward the action of joining the acquired company will be used to enter the data of those employees from the non-management cadre moving into the management cadre who had originally joined a company that was acquired by ABG. The following information would be captured at the time of hiring the employee. IBSAR Navi Mumbai ([email protected]) Page 54  Personal information ± Name, address, NIN, DOB, gender marital status, religion / caste.

 Job related information related to hiring, his position a relate d details.  Compensation information with respect to the break of his CTC Recording personal actions for an employee Introduction: Post hiring as the employee moves through the organization, there would be various kinds of updation in the employee data. B roadly the processes that an employee could move through in the course of his life cycle in the organization comprise:  Probation, followed by confirmation.  Promotion  Pay rate change  Transfer  Resignation  Termination  Separation /Retirement IBSAR Navi Mumbai ([email protected]) Page 55

8. Compensation Philosophy of the companyIt is an outcome of what the Organization would like to pay for, which is determined by external and internal factors. All the processes are aligned to reinforc e the philosophy. The company views compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company) but also they are concerned about overall employee well being though they may not put any monetary value on items like Scholarships, Club membership, Retirement benefit, Health and Accident coverage. The Group¶s approach towards various aspects of compensation focuses on: ‡ Pay for performance (Variable Pay) Rewards stretch performance which is linked to business, team and individual results ‡ Compensation increase Pay for the job Internal equity based on contribution to the organization ‡ External benchmarking Relevant industry segment and people market Parameters beyond compensation: head count/ level/ reporting Individual profile and performance To be market aware, not blindly follow market practices ‡ Compensation structure Tax efficient but compliant Common perk structure but varying amount IBSAR Navi Mumbai ([email protected]) Page 56 Three major terms used in the company¶s compensation: 1. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paid on monthly / annual basis. This includes base salary, all perks and reimbursements and retrials

such as PF, Gratuity and Superannuation. 2. Variable Pay: This is the variable component, payout of which is contingent on Business, Unit/Zone and Individual performance. Targets for the year will be fixed and communicated at the beginning of every performance year 3. Cost to Company : This is a sum of Fixed Cost and Variable Pay. CTC is decided based on designation, qualification and experience. Basic is around 42% of fixed cost without housing. Perks and allowances are fixed as per the designations. Variable pay based on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance amount is paid as special allowance. IBSAR Navi Mumbai ([email protected]) Page 57

An exit interview is simply a conversation between a departing employee (who is leaving the company either voluntarily or involuntarily) and a representative from the organization. The interview can follow a structured format or be conducted on an informal basis; written questionnaires can even be used in pl ace of a face-to-face meeting. Whichever format is used, exit interviews are generally documented. Traditionally, exit interviews are conducted with employees leaving an organization. The purpose of the interview is to provide feedback on why employees are leaving, what they liked or didn¶t like about their employment and what areas of the organization they feel need improvement. Exit interviews are one of the most widely used methods of gathering employee feedback, along with employee satisfaction surveys. Benefits of Exit Interview Exit interviews can be a win -win situation for both the organization and the leaver. The organization gets to retain a portion of the leaver¶s knowledge and make it available to others, while the leaver gets to articulate their unique contributions to the organization and to µleave their mark¶. Exit interviews offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain. The exit interview is an important learning tool for employers. When properly conducted, the interview provides the employer with the opportunity to:  Discuss and clarify the reasons for the termination  Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused vacation,

conversion or continuation of benefits, terms of a severance package, unemployment insurance, etc.)  Explain company policies relating to departing employees (e.g., trade secret confidentiality, restrictive covenants or non-compete agreements, the possibility of future re employment, freelance or contract work, the provision of references to prospective employers, etc.) IBSAR Navi Mumbai ([email protected]) Page 58  Ensure the return of keys, security cards, and company property  Obtain information about improper or questionable management practices connected with the employee's termination  Obtain information about a supervisor's management skills  Obtain information about how effectively a department operates  Obtain feedback about employees' opinions and attitudes about the company  Resolve or defuse any remaining disputes with the exiting employee  Protect itself against subsequent charges that the employee was forc ed to resign (i.e., constructive discharge) UTCL is doing this interview. Because it knows ³Learn of potential changes in policies and practices that may make the company more competitive (e.g., compensation and benefits packages, flexible work arrangements). IBSAR Navi Mumbai ([email protected]) Page 59

 Approval of loans.  Expense related issues.  Clearance certificates.  Local conveyance.  Exit interview form.  Application form.  Joining formalities.  Making joining letters.  Maintaining personal files with updated details.  Verifying Mediclaims. IBSAR Navi Mumbai ([email protected]) Page 60 Comparison of HR Practices With the MASLOW¶S theory MASLOW¶S !EED HIERACHY THEORY Explanation:According to Maslow ³Human beings have wants & desires which can influence their behavior. Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators. Since needs are many, they are arranged in the order of their importance, or hierarchy from the basic to complex.´ Self-Esteem

Belongingness & Love Safety !eeds Physiological !eeds

Self Actualization IBSAR Navi Mumbai ([email protected]) Page 61 Physiological !eeds The most basic, powerful & obvious of all human needs is the need for physical survival. Included in this group are the needs for food, drink, sleep, protection from extreme temperature etc. That means the basic needs. In UTCL physiological needs are represented by Employees¶ concern for salary Basic working conditions. E.g.-In workers level it is providing the basic needs (e.g. through wages), which are required for them. It gives all hygienic factors to the workers (better working environment). It¶s also providing uniforms & shoes, so that they will get satisfied at their working place and get motivated to work efficiently. It¶s not only providing the physiological needs at working level but at employees¶ level also. Safety !eedsOnce physiological needs are met, another set of motives, called safety or security needs, become motivators. The primary motivating force here is to ensure a reasonable degree of continuity, order, structure, & predictability in one¶s environment. In UTCL security needs means the factors like Job security, Salary increments, Safe working conditions etc. It also satisfy the safety needs of employees include Group insurance, Provident fund, gratuity, IBSAR Navi Mumbai ([email protected]) Page 62 Safe working conditions, Grievance procedure, System of seniority to govern lay-off etc. It¶s definitely provides job securities to its employees because once employee get in to the organization, the chances of retrenchment is very less till the employee has not done any thing misconduct. Because of these reasons employees can satisfy their safety needs. That is the reason for low attrition in the organization.

Belonging & Love !eeds The belonging & Love needs constitute the third level in the hierarchy of needs. These needs arise when physiological & safety needs are satisfied. In UTCL the work groups are very co-operative. There present the peer acceptance, Professional friendship & Friendly supervision in the organization. Here the managers also encourage informal group. So there is completely a friendly working environment. That¶s why employees are very friendly. Self-Esteem !eedsNext in Maslow¶s hierarchy is esteem or egoistic needs. In the work place of UTCL, self -esteem needs are; Job title, merit pay, Peer/supervisory recognition, Challenging works, Responsibility etc. The Group fulfils these needs by giving Challenging work assignments, IBSAR Navi Mumbai ([email protected]) Page 63 Performance appraisals, Performance recognition, Involving employees in goal setting & decision making. In this way UTCL satisfies the self-esteem needs of employees. Self-Actualization !eedsFinally if all the above four levels¶ needs are satisfied, the needs for self -actualization comes. The employees who are in the highest position in UTCL are comes under these needs like: 1.V.P., 2.President, 3.GM etc. 4.All top level employees. They are getting all types of facilities like mobile, medical, education, conveyance allowances etc.So they are in the position that they are satisfied with all the needs. Now they are helping their juniors for the betterment of the organization. All the five needs of Maslow¶s hierarchy are fulfilled by UTCL. So the employees are getting motivated and performing efficiently in the organization, which impacts directly on the success of UTCL group. That¶s why the attrition rate is less in the organization, which is one of the reason for the success of the companies. IBSAR Navi Mumbai ([email protected]) Page 64

 Firstly it was a very good experience to work and learn with a world class for two months as it was my first step into the corporate world.

When I saw my senior people doing each & every kind of work I came to know how much important is each & every work. Maintaining files in systematic manner with each & every detail is very important, if not done it hinders the work whenever these are required for reference in medical claim formalities, appraisal etc.  As I worked with the employees of HR department in the organization during the project they shared their experience and learnings with me, which was a very good opportunity I got during my project.  I learned different HR Policies of the organization which were unknown to me before entering to the corporate world.  I also learned how much the values and culture of the organization impacts the employees productivity. Like here the Seniors were approachable in nature, I felt an open culture.  Many a times I felt people are no t open to new ideas and they are resistant to change.  I have gained some learning from every individual working here; it might be in terms of knowledge, skills, behavior or personal traits etc.  I have learned many small, minute things by observations, being in the HR department for 2 months, which could not be learnt simply by reading books theoretically. The practical experience was totally different.  I have also learnt that a HR person should be very polite, soft spoken & good in handling people. Co-ordination with all departments is very necessary especially with Finance Department.

During the study of the project I observed different functions of the HR Department. I got the knowledge about the different types of HR Pol icies functioning in the organization. I also got knowledge about how the organization is following their values in a very sincere way. I learnt how and what types of facilities are being provided to the employees . I also observed how they are doing t he Performance Appraisal on basis of the achievement of the targets by the employees in the time given to them through ERP. I got the knowledge about different departments in a manufacturing company and idea about the challenges what the employees are fa cing while performing their work. As I worked on the ERP system of the organization, I came to know that how they are maintaining the database of the employees for all departments region -wise & its importance.

They emphasis on providing proper working environment to their employees, so that the employees can work efficiently & smoothly .

 The company should give the compensation as per to the skills, so that the employees could do the efficient work.  Organizations must enhance work force motivation to improve productivity. Workers must be encouraged and motivated to develop a customer satisfaction mind set.  Organizations need to empower their workers by allowing them greater autonomy and control and to design jobs that are more stimulating. This will enhance the personal productivity.  Interdependency of different departments should be well studied, co -ordinated for effective output.  Training schedule is worked out well here with proper planni ng schedule. Recruitment proper planned, structured according to openings in plant, new vacancies.  Goal Setting programs undertaken with schedule to find potential prospective employees for higher posts, giving training, discussing the on job responsibil ities.  The employee goals are well studied and structured. The Key Related Areas are properly designed & clearly mentioned to employees.

During the project there were various constraints, which were faced. The review is done in retrospect and is an average of six months old, so recollection of events is poor . The opinions of staff and manager are often in op position, causing de-motivation. The process is usually Manager driven and the staff member is expected to be compliant in the interview. The process usually involves the Manager giving their opinion and the staff member having to defend the position, rather than a positive discussion . The process is usually done in a rushed manner to meet a budget development process and therefore loses its relevance to performance . Results of merit rating are not accurate unless factors in the assessment are relevant. Sometimes,proper weightage may not be given to different qualities to be rated. Actual rating of subjective factors like initiative & personality of employees may not be on scientific lines. Superior may be biased. Method of Appraisal unreliable.

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