Professional Documents
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Satish Summer HR Project For MBA in Mumbai
Satish Summer HR Project For MBA in Mumbai
PROJECT REPORT
On
Study of HR Practices & Process of Performance Appraisal
Submitted To
Submitted by
SATISH PRAKASH GOYAL
MBA- H.R
(2007-2009)
2 Executive Summary 8
3 Company Profile 9
4 Organizational Chart 16
5 Introduction 18
7 Learnings 65
9 Recommendations 67
12 Annexure 71
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
This is to certify that the project work entitled “Study of HR Practices & Process of
This is to certify that the project work entitled “Study of HR Practices & Process
Head :
Internal Guide :
External Guide:
Date :
Place :
The 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 Study of HR practices & 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.
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK,
Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
• 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 in Asia.
In India:
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.
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.
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 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
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
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.
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. .
Ultratech Cement Ltd is having its own vision, mission and values.
To deliver superior value to the customers, shareholders, employees and society at large.
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 “Value”.
RMC Central
Head Head
Head Head IT
Head Sales Head Mktg O&M logistics
Aggregate
Head HR
City HR/IR
& Safety
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 organization’s goals and objectives.
Some of the key performance indicators for Human Resources include but are not limited to the
following.
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 increases 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.
OBJECTIVE OF HR PRACTICES:-
The main objective of HR Practices is to differentiate the organization 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 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.
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 in it also. HR is
Effective and Efficient HR practices are very much important for every organization. So, UTCL
has also its HR Practices, which helps it a lot to achieve the targets.
Definition of HRM-
HRM is concerned with the people dimensions in management. Since every organization is made
up of people, acquiring their services, developing their skills, motivating them to higher levels of
performance and ensuring that they continue to maintain their commitment to the organization are
essential for achieving organizational objectives.
RECRUITME!T-
It 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 “ the process of searching for prospective employees and
stimulating them to apply for jobs in the organization. “
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.
• 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.
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.
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
The Chart of Recruitment & Selection Process has been given here.
HOD
Requisition for
Vacancy to be as
per Org Chart
E!D
Scheduling
the interview
Induction
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.
PURPOSE
For Administration-
• Document HR decisions with regards to performance & its related issues.
• Determine promotion of employees.
• Determine increment in pay of employees.
• Determine transfer & change in job assignments.
• Determine retention or termination.
• Decide on layoffs.
• Decide need for training
• Decide salary & related issues.
For Development-
• Provide performance feedback to all concerned.
• Identify individual skills, core competencies, strength & weaknesses.
• Assist employees in setting goals.
• Identify training needs.
• Improve communication.
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 individual’s 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.
Mainly the performance management of UTCL is done by online system includes the following
basic processes
1. Annual goal setting
2. Mid year review
3. Annual performance review
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.
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.
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 the document to the HR department for further processing.
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 programs 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 their requirements. The
internal training department aims at improving the skill sets relevant to the work profile of
employees.
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.
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:
Improve performance
The need for Training and Development is determined by the employee’s 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.
!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
1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales
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.
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).
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)
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.
“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’.”
“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.”
“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.
Jobs
Secretary Buyer
Head of Department
Positions
Positions are specific to
Positions are the your enterprise
concrete representation
of jobs. They are held More than one position can
by individuals at your be based on the same job
enterprise.
Each position typically
represents one employee,
but may be partially filled
by more than one
Job:
Head of
Dept.
Position:
Position: HOD : HR
HOD : Purchasing
Position:
HOD : Sales
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.
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 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.
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.
In this way the organization stands in a better position than its competitors in the competitive
business.
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
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
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 reporting 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.
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.
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.
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
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.
• The position attributes or the approved max headcount for the position has changed.
• The position no longer exists.
• Organizational Restructuring.
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 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 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.
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:
It 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.
Rewards stretch performance which is linked to business, team and individual results
• Compensation increase
• External benchmarking
• Compensation structure
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
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.
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 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.
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 ‘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:
• 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.
Self
I 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.”
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 !eeds-
Once 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.
Self-Esteem !eeds-
Next in Maslow’s hierarchy is esteem or egoistic needs.
Self-Actualization !eeds-
Finally 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.
• 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 not 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 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 .
• 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.
• 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.
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.
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
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
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:
• 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
E Code No:
Employee Name:
Department:
Location:
Contact Details:
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.
!AME OF TRA!SFEREE
POSITIO!
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 ZO!E
Zonal / Functional Head Zonal / Functional Head (Transferee)
(Transferor)