Professional Documents
Culture Documents
PROJECT REPORT
On
Study of HR Practices & Process of Performance Appraisal
With special reference to
ADITYA BIRLA GROUP
GRASIM I!DUSTRIES
R.M.C Division
Head Office - MUMBAI
Submitted To
TILAK MAHARASHTRA U!IVERSITY, PU!E
Submitted by
SATISH PRAKASH GOYAL
MBA- H.R
(2007-2009)
Page 1
Table of Contents
CHAPTER !O.
TITLES
PAGE !O.
Acknowledgement
Executive Summary
Company Profile
Organizational Chart
16
Introduction
18
20
Recruitment
22
Selection
25
Performance Appraisal
28
34
Talent Management
40
Job Analysis
42
Organisation Structure
47
51
Company Philosophy
56
Exit Interview
58
Learnings
65
66
Recommendations
67
10
68
11
69
12
Annexure
71
Page 2
Acknowledgement
It is not possible to prepare a project report without the assistance & encouragement of other
people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards
all the personages. Without their active guidance, help, cooperation & encouragement, I would not
have made headway in the project.
I would like to express my sincere thanks to Major P.K.Das (GM-HR,Grasim Industries) who
gave me the opportunity to work with such an esteemed organization.
I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR) who has
continuously guided me & supported in all the tasks by giving me valuable insight into issues like
the meaning of HR practices, its uses, objectives and tools as well as steps to be considered in
developing and studying an organizational structure.
I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me enough support
& cooperation to me by finding time from her hectic schedule. I also thank her for guiding me,
clearing the doubts & advising me in the right time to make this project a real learning experience.
I am thankful to the entire employee at Grasim Industries (RMC Div.) for their cooperation during
the internship.
Last but not the least, I would thank Dr.M.L.Monga,( Executive Director), Dr.Ginlianlal Buhril,
(Director, Navi Mumbai) , Mr.Anurag Shrivastava,(Asst.Dir.) & all my lecturers for giving me
an opportunity to work with such an esteemed organization ,guiding& encouraging me
throughout.
Thanking You:
Satish P.Goyal
Page 3
This is to certify that the project work entitled Study of HR Practices & Process of
2ame
Designation : Director
Address
Date
Place
Page 4
This is to certify that the project work entitled Study of HR Practices & Process
Head
Internal Guide :
External Guide:
Date
Place
Page 5
Executive SummaryThe importance of personnel management is being increasingly realized in industrial and nonindustrial 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.
& process of
Performance Appraisal has been conducted, based on the primary research in Ultratech Cement
Limited, RMC Division has been prepared to get a better insight into the management practices
adopted by UTCL 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 how 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.
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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 worlds 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 in 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.
Hindalco:
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 (satishpgoyal@yahoo.co.in)
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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 existing locations.
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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 sewage 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, maintains 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 right 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 proportion wise and handling wise. To ensure quality, each and
IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
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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 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 free from clay, weeds and other organic materials, cubical or rounded with a
combination of different sizes and not elongated or flaky 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 (satishpgoyal@yahoo.co.in)
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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 through 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 concrete 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 operation.
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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.
Page 12
Page 13
Organizational Chart
RMC Central
Page 14
Head
RMC
Head
Head
HR
Mktg &
Sales
Head Sales
Head
Tech.
Service
Head Mktg
Head
Head
Head
Head
Operation
F&C
SCM
Projects
Head
O&M
Head IT
Head
Head
Aggregate
logistics
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RMC HR
Head HR
Recruitment
Org.
Zonal Coordinators
specialist
Development
North/East/West/South
Assistant
Poornat
a/MIS
MS/PM
S
Training
School
City HR/IR
& Safety
Page 16
Introduction
HR PRACTICES
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 organizations goals and objectives.
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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
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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.
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management function that helps managers to recruit, select, train and develop members for an
organization. Obviously HR is concerned with the peoples dimensions in organizations. HR refers
to set of programs, functions, and activities designed and carried out.
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OBJECTIVES of RECRUITME!T
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 to 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 exists yet.
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PROCESS
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.
EXTER!AL FACTORS
Employers brand
Socio-economic factors
Employment Rate
Organisation culture
Companys size
Companys products, services
Role of trade unions
Cost of recruitment
Companys name & fame.
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SOURCES of RECRUITME!T
I!TER!AL SOURCES
EXTER!AL SOURCES
Present employees
Campus Recruitment
Retired employees
Dependent of present
Data Banks
Employee Referrals
Casual Applicants
Trade Unions
Walk-ins
Head Hunting
Mergers & Acquisitions
E-Recruitment
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Selection
It is one area where the interference of external factors is minimal. Hence the HR department can
use its discretion in framing its selection policy and using various selection tools for the best result.
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine
their essential factors) written into a job description so that the selectors know what physical and
mental characteristics applicants must possess, what qualities and attitudes are desirable and what
characteristics are a decided disadvantage.
Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by
probable years of service) hence bad buys can be very expensive. For that reason some firms (and
some firms for particular jobs) use external expert consultants for recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from
existing employers to the recruiting employer. However, the 'cost' of poor selection is such that,
even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge
the suitability of applicants.
Outsourcing is also done through consultancies by mentioning the requirement, number and time.
Where the organization does its own printed advertising it is useful if it has some identifying logo
as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form on which the applicant is to
apply (personal appearance, letter of application, completion of a form) will vary according to the
posts vacant and numbers to be recruited.
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from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are
probably the most important.
The recruitment process of UTCL Cement Ltd starts from the requirement of different departments
as per to the org chart. Then they tell to the HR Department. HR Department takes the candidates
IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 25
from Data bank of company, Poornata etc, then does the short-listing, then does the scheduling for
the interview. After this the selection and negotiation process occurs. Then offer letter is been
given to the selected candidate. The employee then joins in the organization. Then the company
arranges the Induction Program for the employee. After this the recruitment process ends with this.
The Chart of Recruitment & Selection Process has been given here.
HOD
Requisition for
Vacancy to be as
per Org Chart
1. Data bank
2. Req Agency
3. Poornata
HR
Short Listing
E!D
Scheduling
the interview
Induction
Joining
Offer Letter
Selection &
!egotiation
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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.
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.
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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.
HR Performance Management System can be performed in three steps:
Needs Analysis
Identifying Competencies
Development of effective Performance Management System.
PURPOSE
For Administration
Decide on layoffs.
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Method employed
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50 organisations have
adopted MBO in work settings.
MBO is a process whereby superior & subordinate managers of an organization jointly identify its
common goals, define each individuals major areas of responsibilities in terms of results expected
of him & use these measures of guides for operating the unit & assessing the contribution of its
members.
The MBO focuses attention on participatively set goals that are tangible, verifiable
& measurable.
The superior & subordinates jointly determine goals to be considered during appraisal period &
what level of performance is necessary for subordinates to satisfactorily achieve specific goals.
During performance appraisal period the superior & subordinates update & alter goals as necessary
due to changes in business environment.
If not achieved identify reasons for deviation.
b)
c)
d)
e)
Compare actual performance with set standards & find out deviations.
f)
g)
Follow up.
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Mainly the performance management of UTCL is done by online system includes the following
basic processes
1.
2.
3.
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In the month of April/May every year, after the annual planning and budgeting rounds, all teams
identify their KRAs 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 KRAs,
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 managers manager
(Reviewer) for their indirect subordinates.
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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 about 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.
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 (satishpgoyal@yahoo.co.in)
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Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities
lities and resources, etc
Improve performance
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Training & Development is any attempt to improve current or future employee performance by
increasing an employees ability to perform through learning, usually by changing the employees
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 employees performance deficiency,
computed as follows.
Training & Development Need = Standard Performance 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.
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!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
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1.
Performance Appraisals
2.
Interviews
3.
Questionnaires
4.
Attitude Surveys
5.
6.
Work Sampling
7.
Rating Scales
2.
3.
4.
Efficiency Indices
5.
Exit Interviews
6.
7.
Quality Circles
8.
9.
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.
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5. Talent Management
It is a holistic and systematic process, across the group. It is built on the work 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 Development 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
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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 work 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, develop, 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 the 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)
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STEPS
(Process of Collecting Information)
Job 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 Job Description and
Job Specifications.
(S ystematic Exploration of Activities)
Job 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.
(Identifying Job Requirements)
Job 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.
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JOBS
Jobs
Jobs are general
classifications of
tasks performed
by employees
Examples :
Head of Department
Buyer
Secretary
Secretary
Buyer
Head of Department
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Positions
Positions
Positions are specific to
your enterprise
Job:
Head of
Dept.
Position:
HOD : HR
Position:
HOD : Purchasing
Position:
HOD : Sales
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Once
Jobs
you have created a job, define the number of positions required the enterprise.
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 jobs tasks, and can also be assigned its own additional tasks.
Positions
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
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.
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6. Organizational Structure
Using the basic object types constructs of relationships is built to mirror the business edifices and
processes.
Process Flow:
Before creating all of the other necessary objects and relationships, the user must first create a
root organizationall 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 and Positions.
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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 decrease the overlapping of the work.
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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 different from other organizations.
In this way the organization stands in a better position than its competitors in the competitive
business.
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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
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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.
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 (satishpgoyal@yahoo.co.in)
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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 jobs 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 additional 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 the 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 been 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
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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 doesnt exits as applicant in the 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 employees 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.
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Personal information Name, address, NIN, DOB, gender marital status, religion / caste.
Job related information related to hiring, his position a related 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. Broadly 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
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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 reinforce 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 Groups 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
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
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9. EXIT I!TERVIEWS
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 place 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 didnt
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 leavers knowledge and make it available to others,
while the leaver gets to articulate their unique contributions to the organization and to leave 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 (satishpgoyal@yahoo.co.in)
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Self
Actualization
Self-Esteem
Safety !eeds
Physiological !eeds
Explanation:According to Maslow Human 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.
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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.
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 ones environment.
Group insurance,
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Grievance procedure,
Its 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.
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Performance appraisals,
Performance recognition,
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 Maslows 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. Thats why the attrition rate is
less in the organization, which is one of the reason for the success of the companies.
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During the study of the project I observed different functions of the HR Department. I got
the knowledge about the different types of HR Policies 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 the 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 facing 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 .
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RECOMME!DATIO!S
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.
Training schedule is worked out well here with proper planning 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 responsibilities.
The employee goals are well studied and structured. The Key Related Areas are properly
designed & clearly mentioned to employees.
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2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
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LIMITATIO!S
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 opposition, 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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BIBILIOGRAPHY:
References:
Websites:
www.adityabirla.com
www.bizhrguide.com
www.grasim.com
Text Books:
STEPHE!S ROBBI!S
C.B.MAMORIA & S.V.GA!KAR
Personnel Management
Himalaya Publication
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A!!EXURE-1
Process of Performance Appraisal
Employee Evaluation at Managerial Level
Description:
To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.
Ensure achievement of both sales & credit targets, optimizing of resources.
Develop/ harmonize team operations of plant / marketing for achieving customer satisfaction &
maximum output.
Focus on future commercial / dedicated expansions.
Section 2 KRA
KRA No.1 SALES & MARKET SHARE
Description: To achieve the Sales Targets as per Budget with increase in market share.
KRA No.2 CREDIT CONTROL
Description: Reduction of critical o/s , Reducing no. of days.
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Weight-20%
Weight-5%
Weight : 10%
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2.Measurement: Monitor the same every month for number of days & reduction in critical.
Outstanding as compared to the budget.
3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major accounts
reconciled.
Rating: Exceeds Expectation>120%
Weight:20%
Weight:10%
Weight:10%
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Weight: 15%
Description:
To achieve sales target as per budget : Against budgeted target of 282000 cu.m achieved 263000
cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.
Achieve & Retain market share: Market share of 22% achieved. Improvement of 3% onYOY
basis.
Market Expansion through dedicated plants: 1captive plant started & successfully running.
Major Challenges:
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Managers COMME!TS
Sales target impacted due to 18 days strike, otherwise would have achieved.
BLK project plant, a good initiative.
Cr control has significantly improved but still more needs to be done & focused into.
New products to be pushed & new plants have been well established.
Section 5- VALUES
Values
Commitment
Passion
Seamlessness
Speed
A!!EXURE-2
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A!!EXURE- 3
E Code No:
Employee Name:
Department:
Location:
Contact Details:
Location:
I hereby declare that I know the above candidate personally/professionally and he is willing to
join RMC business of ABG if found suitable and offer given to him as per his satisfaction.
Signature of HR
Date:
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Annexure- 4
TRA!SFER REQUEST FORM
!AME OF TRA!SFEREE
POSITIO!
DESIG!ATIO! / JOB BA!D
EMPLOYEE CODE
PRESE!T LOCATIO!
PRESE!T DEPARTME!T
PRESE!T SUPERIOR
(!AME & POSITIO!)
FU!CTIO!AL HEAD
LOCATIO! O! TRA!SFER
!EW POSITIO!
!EW DEPARTME!T
DATE OF TRA!SFER
!EW SUPERIOR (!AME &
POSITIO!)
!EW FU!CTIO!AL HEAD
!EW ZO!E
Zonal / Functional Head
(Transferor)
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