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  • Anand Automative Limited

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    Zenish Khumujam
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    Anand Automotive Limited (AAL) is one of India's largest automotive systems companies with $1.2 billion in sales in 2012. AAL has 19 companies across 49 plants in India. AAL established the Anand Leadership Development Program (ALDP) in 2000 to develop leaders who can help the company adapt to changes. The document discusses AAL's objectives, vision, leadership development practices, criteria for ALDP levels, mentoring processes, and performance management. It notes that while AAL has many HR practices in place, further steps could be taken to improve the ALDP process and better integrate it with AAL's overall HR approach.

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    Anand Automative Limited

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    Anand Automotive Limited (AAL) is one of India's largest automotive systems companies with $1.2 billion in sales in 2012. AAL has 19 companies across 49 plants in India. AAL established the Anand Leadership Development Program (ALDP) in 2000 to develop leaders who can help the company adapt to changes. The document discusses AAL's objectives, vision, leadership development practices, criteria for ALDP levels, mentoring processes, and performance management. It notes that while AAL has many HR practices in place, further steps could be taken to improve the ALDP process and better integrate it with AAL's overall HR approach.

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    47 views11 pages

    Anand Automative Limited

    Uploaded by

    Zenish Khumujam
    Anand Automotive Limited (AAL) is one of India's largest automotive systems companies with $1.2 billion in sales in 2012. AAL has 19 companies across 49 plants in India. AAL established the Anand Leadership Development Program (ALDP) in 2000 to develop leaders who can help the company adapt to changes. The document discusses AAL's objectives, vision, leadership development practices, criteria for ALDP levels, mentoring processes, and performance management. It notes that while AAL has many HR practices in place, further steps could be taken to improve the ALDP process and better integrate it with AAL's overall HR approach.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    Download as pptx, pdf, or txt
    of 11

    Anand Automotive

    Limited

    Group - 11
    Situation Analysis

    ● AAL ,situated in western India is one of India’s largest


    premier automotive systems
    ● AAL had 19 companies spread across 49 plants in 11
    locations in nine states of India
    ● Sales turnover of USD1.2 billion in 2012
    ● Market leader in auto ancillary products
    AAL organizational objectives:
    ● To be a world class manufacturing organization;
    ● To have people orientation
    ● To grow ahead of the market
    ● To maintain desired return on investment
    ● To have continuous improvement orientation
    AAL organizational vision:
    ● Develop corporate competence to act globally
    ● Aspire and dare to be innovative
    ● Attain leadership in technology
    ● Achieve excellence through entrepreneurship
    ● Bridge the gap between precept and practice.
    Leadership Development at AAL

    ● Spent last 5 decades on diversification and expansion of


    its business
    ● Constant adaptation of technological changes to
    produce high quality, high value products
    ● Leaders are expected to adaptable to change and help
    others as well
    ● In 2000, AAL had put in place the ALDP
    General criteria of different ALDP levels

    ● A consistent good performance in annual appraisal


    rating
    ● Minimum two years’ experience
    ● Less than 27 years of age
    ● Merit listed in caliper profile
    ● Demonstrating a desired level of coachability and
    commitment
    The Anand Way

    ● Mr. Bhullar ensures that he personally met with young


    recruits in the induction
    ● To develop one firm and firm centric thinking
    ● Three layers : each layer is guide to another
    ● Outermost layer : a leadership focus of AAL
    ● Second layer:being driven as a unified corporate entity ;to
    provide equal opportunity to all; being committed to social
    responsibilities
    ● Innermost layer :being value focused, develop people, find
    new ways and enable people
    HR practices

    ● Mentoring by immediate superiors


    ● Training programme-leadership focussed
    ● Training Effective Monitoring (TEM) - reaction, learning,
    application, impact
    ● Performance Management System (PMS) - appraisal and
    development
    ● Performance appraisal happened twice a year
    ● Compensation - fixed and variable, reviewed by external
    agency once in two years
    Major Actors

    Kawaljeet Singh Bhullar - Group head of HR

    His aim was to pave the future path for a strong and
    sustainable AAL in the global marketplace
    Problem

    With all the ongoing HR practices in AAL, what further steps


    can be taken to better the ALDP process so that it also
    cements with the AAL HR practices.
    Recommendations

    ● Mr. Bhullar should focus more on the development of


    women employees
    ● An employee network should be built so that they all
    coordinate in a better way and works towards a common
    goal

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