PROJECT DOCUMENTATION ON

NEW EMPLOYEE ORIENTATION

AT ULTRA TECH CEMENT LIMITED

HIRMI CEMENT WORKS

Submitted towards the partial fulfillment of the course curriculum laid down by

Swami Vivekananda Technical University, Bhilai for the award of Master

Degree in Business Administration under the guidance of

Mr. A.G TIPLE Assistant Vice President (HR), Hirmi Cement Works

AND

Mr. NAVEEN TEWARYDeputy General Manager (HR), Hirmi Cement Works

Submitted by:

SHALINI SHUKLA

Disha School of Management EducationMaster Degree in Business administration Session (2008 – 2010)

1

ACKNOWLEDGEMENT

“If words are to be symbol of undiluted feelings and token of gratitude then let the

words play the heralding role of expressing my gratitude”.

A successful project is a fruitful culmination of the efforts of many people. A

project is therefore incomplete if one fails to acknowledge all those individuals who

have been instrumental in successful completion of the same.

I am really thankful to my institute, which has provided me an opportunity to do a

summer project work on “HUMAN RESOURCE MANAGEMENT” as per the

MBA course curriculum under “SWAMI VIVEKANAND TECHNICAL

UNIVERSITY, BHILAI”. The project work has been done under the “HUMAN

RESOURCE DEVELOPMENT” department of the “ULTRA TECH CEMENT,

HIRMI CEMENT WORKS, RAIPUR (C.G). It is a one of the major unit of

cement business of “THE ADITYA BIRLA GROUP”.

This summer project is done on some of the activities carried on by the “HUMAN

RESOURCE DEVELOPMENT” department of the ULTRA TECH CEMENT,

HIRMI. The real impetus to precede this project came from Prof. NITIN

DESHPANDEY (VICE PRESIDENT) - “DISHA SCHOOL OF

MANAGEMENT EDUCATION” (DSME)” and Prof. VIJAY SAKALKAR,

GENERAL MANAGER - TRAINING AND PLACEMENT DEPARTMENT

(DIMAT).

2

A large measure of gratitude is due to Mr. A. G TIPLE, ASSISTANT VICE

PRESIDENT (P & A and HR) and Mr. NAVEEN TIWARI, DEPUTY

GENERAL MANAGER, (HR) for giving me this great opportunity for summer

internship in HIRMI CEMENT WORKS and valuable guidance throughout the

project.

When writing this acknowledgment, I must definitely mention that I have been

extremely fortunate and grateful to have Mr. VIPUL GHAYWATE, ASSISTANT

MANAGER – HUMAN RESORCE DEPARTMENT and Miss. YAMINI

SINGH THAKUR, OFFICER – TRAINING AND DEVELOPMENT as my

project guide. I am greatly acknowledging their profound knowledge and advice in

each and every stage of my project, sacrificing his valuable time for me.

My project will be unfruitful if I forget to thanks Mr. SHARAD HURKAT,

ASSISTANT OFFICER - HR, Mr. G. K. KALE and Mr. ASHOK VERMA for

their emphatic co-operation throughout the project. I would also like to express my

gratitude to all the employees of HIRMI CEMENT WORKS for their cooperation

without which my experience would be incomplete.

I hope that this project work of mine is up to the expectations of the concerned

faculty members.

THANKYOU…

SHALINI SHUKLA

DISHA SCHOOL OF MANAGEMENT EDUCATION

3

DECLARATION

I, Shalini Shukla hereby declare that this internship Project Report submitted for

the partial fulfillment of Master of Business Administration (MBA) Course under

Swami Vivekananda Technical University, Bhilai (CHHATTISGARH) titled,

“NEW EMPLOYEE ORIENTATION” IN ADITYA BIRLA GROUP is based

on the original project study conducted by me under the guidance of Mr. Vipul

Ghaywate and Miss Yamini Singh Thakur.

This has not been submitted earlier for the award of any degree/ diploma and any

similar title for prizes.

Place:

Student Signature

Date: (Shalini Shukla)

4

TABLE OF CONTENT

Acknowledgement….………………………………………………………...02

Declaration…………………………………………………………………...04

Table of Content……………………………………………………………..05

CHAPTER 1 - INTRODUCTION

Industry Profile…………………………………………………08 - 20

Company Profile ……………………………………………….21 - 25

Location …………………………………………………………26 - 27

CHAPTER 2 – UNIT PROFILE

Hirmi Cement Works………………………………………….28 – 32

Social work by HCW…………………………………………..33 - 36

Organization Structure………………………………………..37 - 40

Human Resource Department………………………………...41 - 48

SWOT Analysis…………………………………………………49 - 51

CHAPTER 3 – PRODUCT PROFILE

Types of Cement………………………………………………..52 - 55

Cement Manufacturing Process……………………………….56 - 57

CHAPTER 4 – PROJECT DETAILS

What is Orientation…………………………………………....58 - 59

Phases of Orientation………………………………………….60 - 61

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CHAPTER 5 – PROJECT DESCRIPTION

Previous Orientation Process…………………………………65 - 66

New Employee Orientation Process…………………………..67 - 70

Pre joining activities……………………………………………71 - 74

Quick and Easy Orientation…………………………………...75 - 81

Structured Orientation Process………………………………..82 - 89

Post Orientation Activities……………………………………...90 - 91

CHAPTER 6 – PROJECT ANALYSIS

Limitations of Previous schedule of Orientation……………...98

Design of New Orientation Process……………………………100-110

Advantages of New Employee Orientation……………………111

Graphical Analysis……………………………………………...112-115

CHAPTER 7 – END MATTER

Findings…………………………………………………………..116-117

Suggestions……………………………………………………….118-119

Conclusion………………………………………………………..120

CHAPTER 8 – ANNEXURE

Orientation Checklist

Joining Announcement

Sample Feedback Forms

CHAPTER 9 – REFERENCES

Bibliography……………………………………………………….122

Webliography……………………………………………………...123

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INDUSTRY PROFILE

7

THE ADITYA BIRLA GROUP

“TAKING INDIA TO THE WORLD”

“THE FIRST TRULY MULTINATIONAL

COPORATION”

8

THE ADITYA BIRLA GROUP

“I want to share with you the burden & anxiety that our success puts on our

shoulders. We have a heavy responsibility, which we must fulfill judiciously.

This we must fulfill, with the perception, that to continue to be successful we

must remain ever vigilant, open to new ideas, do constant introspection,

strengthen our system and our quality of management, inculcate the

philosophy of creativity and innovation, think of constant up gradation of

technology for cutting costs improving quality.”

LATE SHRI ADITYA VIKRAM BIRLA

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ABOUT THE GROUP

“AS WE GROW SO DOES OUR ROLE IN SHAPING THE WORLD AROUND US”

The Aditya Birla Group is India's first truly multinational corporation.

Global in vision, rooted in Indian values, the Group is driven by a performance

ethic pegged on value creation for its multiple stakeholders.

A US$ 28 billion conglomerate, the corporation is India’s first multinational

and is anchored by an extraordinary force of 1, 30,000 employees.

The Group operates in 25 different countries and Over 60 per cent of its

revenues flow from its overseas operations across.

Adjudged “THE BEST EMPLOYER AWARD IN INDIA AND AMONGST

TOP 20 IN ASIA” by the HEWITT-ECONOMIC TIMES AND WALL

STREET JOURNAL STUDY IN 2007.

The Group's products and services offer distinctive customer solutions. Its 100

state-of-the-art manufacturing units and sectoral services in over 25

countries and across 6 continents.

A premium conglomerate, the Aditya Birla Group is a dominant player in all of the

sectors in which it operates. Such as viscose staple fiber, non-ferrous metals,

cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilizers,

sponge iron, insulators and financial services. The Group has also made successful

forays into the IT and BPO sectors Aditya Birla Group inherently believes in the

trusteeship concept of management.

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LANDMARKS: -

The Aditya Birla Group, India's first multinational corporation, traces its origins

back to the tiny village of Pilani in the Rajasthan desert, where Shri Seth Shiv

Narayan Birla started cotton trading operations in 1857. Today, the Group's

footprint extends to 20 countries and its revenues are US$ 8.3 billion.

UNLOCKING VALUES : -

Value creation framework

Core strength – nurtured over the decades

Institutionalize: adoption of best practices such as:

VBM (Value Based Management system)

EVA (Economic Value Added)

WCM (World Class Manufacturing)

TQM (Total Quality Management)

BPR (Business Processing Restructuring)

Six sigma.

CULTURE:-

At the Aditya Birla Group, opportunities are abundant, the environment warm

and the people friendly

We endeavour to create an ambience where our people have the tools and the

freedom to deliver their commitments and take great pride in their work

In the fertile ethos of our Group, our employees find a career that is personally

rewarding and professionally enriching

Performance is at the heart of our work culture

Listening to and acting upon the feedback from our people is always a priority

11

THE CHAIRMAN OF THE ADITYA BIRLA GROUP

“I must emphasize that the overriding reason behind our success has been our

strikingly sharper accent on people. We look upon them as our core asset,

much more critical than our physical assets or financial assets. I value their

contribution in building a culture of meritocracy.”

Kumar Mangalam Birla Chairman

VISION, MISSION AND VALUES

12

A vision is an “inspired dream” that charts an organization’s course.

A mission defines the path. Values are the guiding principles that anchor an organization.

The three are interdependent. Without vision, there is no destination, without mission

there is no direction, and without values, there is little character.

In words of The Chairman, Aditya Birla Group –

“Great and lasting businesses are never built on quick sands of opportunities. For us, at the

Aditya Birla Group, if by living our values means, perhaps growing at a place slower than

we would otherwise have liked, so be it. For us, the key to enduring leadership lies in

knowing what we stand for and living by that. In essence, our values provide us with moral

compass, our roots, as well as our wings”.

Values - Our Path to Excellence:- 13

INTEGRITY – Honesty in every action Ethical, transparent, truthful, upright, principled, respectful COMMITMENT – Deliver on the promise Accountability, discipline, responsibility, results orientation, Self confidence, reliability PASSION – Energized action Intensity, innovation, transformational, fire in the belly, Inspirational, deep sense of purpose SEAMLESSNESS – Boundary less in letter and spirit Team work, integration, involvement, openness, global, Learning from the best, empowering SPEED – One step ahead always Response time, agile, accelerated, timelines, nimble, prompt, Pro-active, decisive.

AT THE HELM: -

The Aditya Birla Management Corporation Limited is the Group's apex decision-

making body and provides strategic direction to Group companies. Its Board of

Directors comprises:

Mr. Kumar Mangalam Birla, Chairman

Mr. S. Aga, Managing Director, Aditya Birla Nuvo Ltd.

Mr.D.Bhattacharya, Managing Director, Hindalco Industries Ltd.

Mr.S.K.Jain, Whole-time Director and President, Grasim Industries Ltd.

Dr. S. Misra, Director, Aditya Birla Management Corporation Ltd.

Mr. S. Misra

Mr. S.K Mitra Director, Financial Services, The Aditya Birla Group

Dr. B.K. Singh Director, Corporate Strategy & Business Development,

The Aditya Birla Group

Mr. Deepak Mittal

“Rock solid in fundamental the Aditya Birla Group nurtures a culture where

success does not come in the way of the need to keep learning afresh, to keep

experimenting”.

14

GLOBAL RANKING:-

A metals powerhouse, with the world’s largest aluminium rolling company.

No. 1 in viscose staple fibre.

Fourth largest producer of insulators.

Fourth largest producer of carbon black.

Eleventh largest producer of cement globally, seventh largest in Asia and second

largest in India.

Among the world’s top 15 BPO companies.

Among the best energy - efficient fertiliser plants.

NATIONAL STANDING:-

Among the best energy – efficient fertiliser plants.

Second largest player in viscose filament yarn.

Second largest in Chlor - alkali sector.

Among the top five mobile telephone players.

A leading player in Life Insurance and Asset Management.

Among the top three super - market chains in the Retail business.

FUTURE ASPIRATIONS:-

To be in the league of Fortune 150

Aspire to be a truly Global Corporation, in every sense of the word

Join the League of Global Employers of Choice in the next 5 years

“Focusing on healthcare, education sustainable livelihood, infrastructure and

espousing social causes”

BEYOND BUSINESS:-

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Working in 3700 villages.

Reaching out to 7 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 causes

Running 41 Schools and 18 Hospitals.

Transcending the conventional barriers of business to send out a message that

“We Care”.

LEARNING AND DEVELOPMENT OPPURTUNITIES:-

1. “Gyanodaya” - Our Management Varsity and an ISO-9001-2001 Certified institutes.

2. E-Learning - We have as many as 250 courses that can be accessed every From 200 locations every day.

3. Continuing Education - We have partnered with Singapore’s Universities 21

offer an online MBA program for our employees.

OUR ENABLERS:-

Internal Recruitment System - All positions for which we need to hire people

are advertised on our career portal.

Poornata – Our HRMS (www.poornata.com)

Our Global HRMS from PeopleSoft automates several key HR processes.

Aditya Disha – Our Group Intranet (www.adityadisha.com)

Besides being a repository of valuable information and communication with the

Organization, moves knowledge around and shares our success stories.

OHS – Our Happiness-At-Work Index

16

Listening to our employees is an integral part of our work culture. The

Organization Health Survey (OHS) conducted biennially, is our barometer for

employee opinion, highlighting strength and voicing employee concerns.

Employee Well Being - Hospitals, schools, sports, clubs, temples, auditoriums,

sports grounds, super markets, banks, dairy farms, walking tracks and more are

standard features at most of our units.

Benefits for our employees and their families:-

• Education – Network of 41 Schools

• Scholarships – “Prathiba”, for our employees children

• Insurance – “Nischint”, Our Death in Service Insurance plan

• Mediclaim – Accident Insurance, Hospitalization Insurance for self, family and

dependant parents

CODE OF CONDUCT:-

The Aditya Birla Group is committed to the highest ethical standards in its dealings

and external. To this end it has adopted a code conduct that that is uniformly applied

across locations, entailing expected conduct of employees in personal integrity,

work, dealing with external world and conflict of interest. The Group has also

institutionalized a mechanism to monitor and address complaints on the matter. All

the policies are made available to all the employees through HR manuals at the unit

level as well as through the Group web portal. The internal control system

institutionalized by Organization helps to effectively monitor and control

implementation.

All new employees in the management cadre undergo an induction process and sign

a copy to reflect their commitment to the code of conduct. All employees are

encouraged to bring to attention of management i.e. their seniors/other senior

representatives of the Group when they come across a violation of code of conduct.

17

BUSINESSES:-

COMPOSITE PLANTS:-

Vikram Cement, Jaw ad(Madhya Pradesh)

Grasim Cement, Rawan(Chhattisgarh)

Aditya Cement, Shambhupura(Rajasthan)18

Cement

Acrylic Fibres

Pulp & Fibre

Insulators

Carbon Black

Retail

IT / ITES

Financial Services

Agri Business

Chemicals

MiningMetals

Telecom Textiles & Apparels

Note: Please click on the respective Businesses to know more details on the same.

Grasim Cement, Reddipalayam(Tamil Nadu)

Ultra Tech Cement, Awarpur(Maharashtra)

Ultra Tech Cement, Hirmi(Chhattisgarh)

Ultra Tech Cement, Kovaya(Gujarat)

Ultra Tech Cement, Jafrabad(Gujarat)

Ultra Tech Cement, Tadipatri(Andra Pradesh)

Birla White, Kharia Khanghar(Rajasthan)

GRINDING UNITS:-

Grasim Cement, Hotgi(Maharashtra)

Grasim Cement, Bathinda(Punjab)

UltraTech Cement, Jharsuguda(Orrisa)

UltraTech Cement, Durgapur (West Bengal)

UltraTech Cement, Arakkonam (Tamil Nadu)

UltraTech Cement, Magdala(Gujarat)

KEY COMPANIES AND BRANDS OF ADITYA BIRLA GROUP

19

20

COMPANY PROFILE

CEMENT BUSINESS:-

GRASIM INDUSTRIES LIMITED, a flagship company of THE ADITYA BIRLA

GROUP ranks among the India’s largest private sector companies. GRASIM 21

ventured into cement business in mid 1980s by setting up its first plant at KHOR in

Madhya Pradesh. The merger of the Cement business of Indian Rayon in 1998 and

the acquisition of L&T’s Cement business in 2004 catapulted the Aditya Birla

Group to the top of the league in India. The Cement business of THE ADITYA

BIRLA GROUP is organized into two listed companies:

GRASIM INDUSTIES LIMITED

ULTRA TECH CEMENT LIMITED

HISTORY OF ULTRATECH CEMENTS 

 

The Aditya Birla Group is the 11th largest cement producer in the world

and the seventh largest in Asia

Grasim acquired a majority stake and management control in L&T

Cement management control in July 2004.

Name changed to UltraTech Cement Limited with effect from 14 October

2004

Narmada Cement Company Limited amalgamated with UltraTech in May

2006

BRANDS: - UltraTech Cement, Birla Super, Birla Ready Mix Concrete, Birla

White, etc.

BUSINESS HEAD: - “Mr. Saurabh Misra”

22

“THE ENGINEER’S CHOICE”

INSTALLED CAPACITY OF CEMENT PLANTS IN INDIA:-23

Mn.TS.NO

GROUP CAPACITY FY 10

1 ULTRA TECH CEMENT LIM ITED 23.102 ACC LIMITED 22.413 AMBUJA CEMENT LIMITED 22.004 GRASIM CEMENT LIMITED 22.555 INDIA CEMENTS 11.846 JAPEE GROUP 14.707 SHREE CEMENTS 9.108 J.K. GROUP 9.379 CEMENT TEXTILES 7.8010 MADRAS CEMENTS 8.9211 BINANI CEMENTS 6.0012 BIRLA CORPORATION LIMITED 5.7813 KESORAM INDUSTRIES 5.6014 LAFARGE INDIA(P) LIMITED 6.5515 PENNA CEMENT 4.5016 RAIN COMDT LIMITED 4.0017 C.C.I. LIMITED 3.8518 DALMIA CEMENT 9.0019 ORIENT PAPER INDUSTRIES 3.4020 ZUARI CEMENT LIMITED 3.4021 MY HOME INDUSTRIES LIMITED 3.2022 OCL INDIA LIMITED 5.3523 SANGHI INDUSTRIES LIMITED 2.6024 PRISM CEMENT 2.0025 MEHTA GROUP 2.3626 HEIDELBERG CEMENT 3.0927 CHETTINAD CEMENT 4.8028 ANDHRA CEMENTS 1.4229 MANGALAM CEMENT 2.0030 CIMPOR GROUP 1.0731 CEMENT MANUFACTURING CO. LIMITED 1.0632 KALYANPUR CEMENT 1.0033 OTHERS 5.18

DETAILS OF ULTRA TECH PRODUCTION CAPACITIES:-24

PLANT/ UNIT Kiln

capacity

(tpa)

Capacity

(million tpa)

A. Composite Integrated Plants:

Andra Pradesh Cement Works

Awarpur Cement Works

Gujarat Cement Works

Hirmi Cement Works

Narmada Cement- Jafrabad Works

B. Grinding unit:

Arakkonam Cement Works

Jharsugurah Cement Works

Narmada Cement- Ratnagiri Works

Narmada Cement- Magdala Works

West Bengal Cement Works

TOTAL

8000

9500

15000

8050

4350

2.3

3.3

5.3

1.6

0.4

1.2

0.8

0.4

0.7

1.0

17.0

25

LOCATION

LOCATION OF CEMENT PLANTS AND GRINDING UNITS:-

26

HIRMI CEMENT WORKS AT A GLANCE

27

UNIT PROFILE

HIRMI CEMENT WORKS:-

28

Larsen & Toubro Limited commissioned its Hirmi Cement Plant in

March 1994 in Raipur district, Chhattisgarh. In the year 2004 Larsen &

Toubro was taken over by “Aditya Birla Group” and is known as

“UltraTech Cement.

Ultra Tech Cement Limited is a secondary feather in the crown of

Cement division of Aditya Birla Group, with a state of art

technology. Hirmi Cement Works is a continuous process plant. The

capacity this plant is 8500 tpa. It is situated 64 Kms from Raipur

district. The plant has its own captive mechanized mines. The mine

located at PARASWANI and its capacity is 3.30 mtpa. Situated near by

1.2 Kms from plant where the material is mined crushed and reduced to

required size.

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For burning process coal is required transported from korba district mines,

chirmiri coalmines to the plant by help of railway wagons. Gypsum and iron

ore are also received in the same manner. Fly ash is also transported from the

NTPC KORBA & SEPAT, for production of PPC. The produced cement is

transported through trucks and railways.

The Cement manufacturing unit at Hirmi is Ultra Tech second cement unit

after Awarpur cement plant and has a capacity of 2.75 Million Tonne Per

Annum (MTPA) of clinker. Hirmi is located about 65 km from Raipur and

actually is a small village on Raipur-Baloda Bazaar road. The cement plant

has a township equipped with requisite civic facilities including a school and

hospital. The construction started in February 1992 and completed on 31st

March 1994. Plant has a Thermal Power Plant of 25X2 MW which caters the

power requirements in the Plant. Clinker from this Plant is sent to our two

grinding unit one located at Jharsuguda (Orissa) and other at Durgapur (West

Bengal).This Plant of Ultra Tech caters to Cement requirement of Eastern

India covering Chhattisgarh, Orissa, Jharkhand, West Bengal, Madhya

Pradesh and North East States.

HIRMI CEMENT WORKS:-

FOUNDATION YEAR …………………………1991

COMISSIONED YEAR………………………...MARCH, 1994

PRODUCTION CAPACITY……………………8500 tpa

NO. OF EMPLOYEES………………………......430

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PRODUCT DETAILS:-

Ultratech Cement Limited products include Ordinary Portland cement, Portland Pozzolana cement and Portland blast furnace slag cement.

Plant licensed (BIS) for:-

Ordinary Portland cement

OPC 43 OPC 53

Portland blast furnace slag cement Portland Pozzolana cement

Plant mainly manufactures OPC 43 and PPC.

LAND DETAILS:-

FACTORY : 333 Acres

COLONY : 119 Acres

MINES : 2201 Acres

A BRIEF HISTORY:-

Hirmi as a green field project conceived in 1989.

LOI granted by Central Government in September, 1990

Bhumi Pujan performed on December, 1991

Project Cost – Rs. 5400 Million

Project Span – 25 months

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AWARDS / ACCOLADES :-

1. 10 th FLS Energy Awards over Year 2005-06:

Electrical Energy Consumption per ton of Clinker – II Prize

Thermal Energy Consumption per ton of Clinker – II Prize

Electrical Energy Consumption per ton of Cement – II Prize

2. 11 th FLS Energy Awards over year 2006-2007 :

Electrical Energy Consumption per ton of Cement – II Prize

National safety award – 2006 ( Runner - up)

National safety award – 2007 ( Winner)

National Energy Conservation Award – (2007)

QUALITY SYSTEM:-

The unit is accredited with ISO 9001-2000 Quality Management System

certification

ISO -14001-2004 Environmental Management System certification

During current year certification for OSHAS 18001 Health & Safety

Management System qualified.

CORE CEMENT PLANTS NEAR ULTRA TECH CEMENTHIRMI CEMENT WORKS:-

GRASIM CEMENT--------------------12KM

CENTURY CEMENT------------------28KM

AMBUJA CEMENT-------------------40KM

LAFARGE CEMENT------------------46KM

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SOCIAL WORK BY HIRMI CEMENT WORKS (CSR)

SKILL DEVELOPMENT ACTIVITIES AT HCW:-

Time to time on the job training.

Seminars and knowledge sharing workshops.

Lectures by experts.

Skill gap identification and training as per the need.

Technical or Functional Training Programs.

Behavioral Training Programs.

Human Resource Development Library.

CAREER DEVELOMENT:-

A career development program is planned for every employee. With the recent

changes in HRD system job rotations are also encouraged to see that every

employee is able to get professional satisfaction.

TRAINING:-

The HRD Department caters to the training needs in the company through two main

channels in the company:-

1. Training Programs (In- house).

2. Deputation to external training programs.

These programs are aimed at improving performance of the job, making required

behavioral changes and developing managerial skills required for growth and

development of employees.

33

In the company Training Programs are conducted keeping in view:-

Profits for the participants.

Training needs identified through the performance appraisal exercise.

Needs expressed by the department.

The programs are of the following categories:-

MANAGERIAL AND BEHAVIORAL PROGRAMS:-

These are specially developed programs in the functional areas like finance,

marketing, operations etc and behavioral programs like leadership style,

interpersonal skills etc catering to specific need of identified employed.

CORE DEVELOPED PROGRAMS:-

These are generally management programs having a comprehensive coverage of

several core managerial subjects. HRD interventions impart training on integrated

HRD System. These include skill development on objective setting, performance

appraisal and counseling.

Computer training programs are conducted very frequently to familiarize

employees in the use of computers and keep pace with the changes in Information

Technology. Functional/ Technical Training program are the training related to

specific functional role of the employees.

We have our own Learning Centre “GYANODAYA” at Mumbai.

34

DEVELOPMENT PROGRAMME:-

1. Education Development Programme (Gramin Vikas).

2. Skill and resource development.

3. Folk dance, music, art and sports development.

4. Community infrastructure development.

5. Help in implementing need based development projects.

6. Self employment, resource development

7. Basic community facilities.

8. Youth welfare

9. Conservation of cultural activities of Chhattisgarh.

10.Grihini: Services provided are –

Organize training in skill development.

Educating women in saving groups and self help groups.

Women empowerment programme.

Women welfare programme.

As a commitment towards economical developmental of the region, the

following rural activities are being under Rural Development Programme.

RURAL HEALTH SERVICES:-

HCW is conscious about the health problems of the inhabitants of the nearby

villages; to access to better medical facilities, the company’s medical mobile van is

sent to Hirmi, Paraswani and other villages daily, eye treatment camp is arranged

every first Sunday of the month, mobile van is provided to admit serious patients to

35

hospitals, camps for small family, arranging camps free of cost on dental problems;

skin diseases, etc are done.

EDUCATIONAL DEVELOPMENT PROGRAMME:-

To enhance the educational quality, the HCW has started nurseries in Hirmi,

Saklour and Paraswani, providing necessary schooling articles, repair of school

buildings, hands pumps in school premises for drinking water, arranging

programmes for eradicating illiteracy of villagers, etc.

SELF EMPLOYMENT, RESOURCE DEVELOPMENT:-

Training programmes are arranged for women on stitching, embroidery, fabric

painting and fruit preservation. Also training camps are arranged for guiding

unemployed for creating awareness in government schemes so that they can start

their own business.

WOMEN WELFARE PROGRAMME:-

Steps taken by the HCW for the upliftment of rural women in nearby villages which

include training camps in utilization of non- conventional energy resource,

assistance in security government loans to poor rural women, distribution of musical

instrument to rural women for cultural activities etc.

YOUTH WELFARE: - Youth welfare is achieved by arranging friendly sports,

distributing musical instruments among the members of cultural groups formed in

villages, distribution of sports articles, by arranging educational tours etc.

CULTURAL ACTIVITIES OF CHHATTISGARH STATE:-

For preserving Chhattisgarh’s heritage and culture the programmes on folk dances

are arranged in nearby villages. Besides this an event called “GRAMOTSAV” is

organized in villages by conducting programmes on sports, dances and local songs

36

ORGANIZATION STRUCTURE

37

ORGANIZATION STRUCTURE

DEFINITION:-

The formal configuration between individual and groups with respect to the

allocation of tasks, responsibilities and authority within organization is known

as Organization Structure. It is an abstract concept which can be represented by an

Organization chart, a diagram indicating the relationship between various units

( individuals or departments ) in an organization.

FUNCTIONAL ORGANIZATION :-

This organization is a Functional Organization because a Functional Organization

departmentalizes individuals according to the nature of the function they perform,

with people who perform similar functions assigned to the same department.

ADVANTAGES:-

A Manufacturing company might consist of separate departments devoted to basic

functions such as production, marketing, accounting etc. Not only does this form of

organization structure take advantages of economies of scale (by allowing

employees performing the same job to share facilities and not duplicating

functions), but also it allows individuals to specialize, thereby performing only

those tasks at which they are most expert. The result is a highly skilled workforce,

which is a direct benefit to the organization.

38

LIMITATION: -

The related problem is that functional structure are discouraging because they

channel individual efforts towards narrow, functional areas and do not encourage

co-ordination and cross fertilization of ideas between areas. As a result, functional

organization is slow to respond to the challenges and opportunities they face from

the environment (such as the need for new product and services).

Two sets of Contingency Factors influence the structure of organization:-

1. Internal Contingency: These are the internal forces that have major impact on

the organization. Some of the important internal forces are-

Organizational Goal

Size of the organization

Employment characters

2. External Contingency: These are the external forces which are essential feature

of Organizational Design. These include –

Dependence on the external factors

Volatility of the environment

Technology

39

HIRMI CEMENT WORKSORGANISATION CHART

40

41

Unit Head

FH-MinesFH-Technical FH-HR

HOD- Mech

FH-Commercial FH-CPP

HOD-Operation

HOD - Maint

HOD-HR

HOD – ER

HOD-Acct.

HOD – Materials

HOD-TPP

HOD-QC

HOD - Electrical

HOD – Instt.

HOD-Process

HOD – Project

HOD – Admin//Sec//CSR

HOD – TS / WCM

HOD – Packing Plant

HOD – Civil

SH – Safety

HOD – DG

HOD-IT

HUMAN RESOURCE DEPARTMENT

HUMAN RESOURCE MANAGEMENT

FUNCTIONAL HEAD:-

42

PURPOSE:- To formulate, guide and overseas implementation of Human Resource

and Employee Relations and Administrative Plans and strategies, design and

formulate policies and develop a culture of trust, openness, teamwork, transparency

and empowerment, in order to create a performing and learning unit as per business

requirement and in line with group’s HR Policies at Hirmi cement Works. Also

extend HR support to grinding unit at Jharsuguda and Durgapur.

FUNCTIONS:-

1. HR POLICIES/ PROGRAMMES / SYSTEM : Guide, oversee and ensure

implementation of Human Resource and Administration Policies, programs,

initiate and institutionalize all HR system, approaches in accordance with the

need of the unit’s business and as per CHR Guidelines and support grinding

units HR Head.

2. Creating, Enabling Work Climate and Culture : Plan and oversee effective

implementation of participative culture, employees relations (OHS, Performance

Appraisal etc) which will facilitate employees to involve and contribute in

achieving unit’s performance results, change in mindset, build trust and openness

and spirit of collaboration and team work.

3. Building relations and Harmony : Establish and maintain industrial harmony

by ensuring industrial relation services by negotiating with unions and providing

guidance to line management.

4. Training and Development : Guide and oversee training function to ensure

effectiveness & to create performance oriented management culture, learning

organization for team development.

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5. Community and Rural Development : Plan, guide and recommend programs

for social, community and rural development, activities in surrounding villages,

covering areas like, economic development, agriculture, social welfare activity,

health, education, etc in line with Aditya Birla Group’s philosophy and

commitment towards rural development.

6. Services & Administration : Plan, administer and ensure implementation of

schemes, activities for Safety, security and welfare of employees and their

families in township.

7. Legal Matters : To handle legal cases pertaining to labor and administrative or

land matters.

8. Statutory Requirement : To ensure that the entire related statutory requirement

are compiled timely.

HUMAN RESOURCE DEPARTMENT:-

PURPOSE: To plan, organize and assist FH (HRM) in effective implementation of

HR policies, programs, training, performance appraisals, manpower planning, and

job analysis at HCW in order to create a performing and learning unit for total

satisfaction of employees and customers as per business requirement.

FUNCTIONS:

1. HR Policies, Programmes and System : To plan, organize and assist FH (HR/

P&A) in effective implementation of Hr Policies and programmes to improve

44

company’s Hr performance and optimization of employee productivity at Hirmi

Cement Works.

2. Training and Development: To design, organize and conduct training

programmes as well as guide and support the subordinate planning and

coordination of all training activities in HCW.

3. Preparation of Organization structure and Manpower Planning : Assist

management in preparation of Organization Structure of different departments,

amendments and manpower rationalization.

4. Performance Management and establishment: To plan, organize and

ensure establishment, Poornata project implementation, performance

management and compensation timely as per the requirement.

5. Recruitment : To plan, organize, coordinate and ensure recruitment of

employees as per the organizational requirement and ensure their right placement

through IRS (Internal Recruitment selection) and other recruitment techniques.

6. Talent Management : Plan, organize and implement talent management of

employee in order to identify and recognize the talents and ensure their

development through continuous monitoring and review.

7. Job analysis and Job description : To plan, organize, coordinate and ensure job

analysis for all staff category as per the organization structure.

EMPLOYEE RELATIONS:-

PURPOSE: Develop and maintain harmonious employee relations at all levels. To

ensure compliance of statutory regulation pertaining to labor and industrial

45

relations, Contract labor administration, liaison with labor authorities, time office

administration, welfare activities, legal matters, PF matters.

FUNCTIONS:

1. Industrial Relations : Ensure peaceful and harmonious relationship with

workmen to enable unit meet its uninterrupted operations plan.

2. Wage and Salary administration : Organize timely payment to workmen and

contract labor as per statutory requirement and as per policy laid down by the

unit.

3. Legal matters and Disciplinary Proceedings : Ensure that all cases related to

legal and disciplinary are molded in favour of the company to enable smooth

working of unit.

4. Statutory returns in Time: Ensure all statutory regulations are compiled within

time as per factory and Labor Laws.

5. Land Matters : Coordinate and support land procurement activities and ensure

no encroachment of company’s land.

6. Communication and Contract Labor : Co-ordinate communication facilities

and required contract labor are provided as per the requirement of unit within the

budget.

7. Public Relations : Ensure harmonious relationship with government official and

surrounding community to improve organization’ image.

46

ADMINISTRATION AND SECURITY:-

PURPOSE: To plan, organize and monitor efficient administrative services to all

plant and colony residents. Plan, organize, monitor and control timely available of

fire fighting services during emergency and security arrangements related to

township, factory premises and the unit’s assets to maintain and provide a

confidence of self secured environment. Also co-ordinates community development

activities and review for its effectiveness.

FUNCTIONS:

1. General Administration / Estate Maintenance : Provide and monitor

efficient administrative services such as communication, mails, transport,

estate maintenance, guest house and land matters.

2. Rural & Community Development: To co-ordinate and implement the

policy decisions on rural and community development activities, prepare

budget for rural development activities, prepare image building exercise and

also encourage income generation of needy people by motivating them for

vocational jobs, viz : Tailoring, Typing, Computer etc.

3. Liaison : Liaison with law enforcement/ local administration authorities and

road transport officers for supporting the business activities of the unit.

4. Security of Plant & Township : Plan, organize and control security

arrangements in plants, mines and township area to safeguard unit’s assets

and employees.

47

5. Fire Fighting Services : Ensure maintenance of firefighting equipment and

operate during emergencies within short notice.

6. Transport : Coordinate internal transport and as per requirement of the unit

within the budget.

ORGANISATION CHART- HIRMI CEMENT WORKSHUMAN RESOURCE FUNCTION

48

49

Unit Head

FH- HR

HOD- HR HOD – ER HOD – Gen Admin / Security/ CSR

SH – Manpower / Appraisal / Comp

SH - OD / HR systems / T&D

SH -Time Office

SH - IR,CL,Legal

SH – Hospitality

SH - Security & Fire/Estate

SH – CSR

SWOT ANALYSIS

SWOT ANALYSIS OF ULTRA TECH CEMENT LIMITED:-

SWOT Analysis of a company is always done on its internal and external50

Environment, which shows the related features and factors affecting it.

STRENGTH:

The promotional strategies and activities of UltraTech are very good.

UltraTech has formed a brand image in the minds of people as well as it is

supported by Multinational Corporate image of Aditya Birla Group.

The consumers also appreciate services given against complaint of consumers.

The dealer, retailer also satisfied by the facilities given by the company.

Quality satisfaction maximum in case of UltraTech.

UltraTech is sold by the 23.5% of the total sellers, which indicates that it has

good and Strong network in the Raipur region.

The most preferred and satisfied brand among all.

High risk taking ability of top management.

Employees are given responsibility in their work area.

Encouragement of top management for learning and trying new things.

Adopt latest technology.

WEAKNESS:

Improper promotional strategies for the outer and backward region of the city

where mostly rural people lives.

Promotions are not connective directly to consumer needs and product features

are not exposed properly and public relation is also not given proper weightage.

Slow decision –making.

Due to illiteracy among the worker class HRD practices is unable to play its role

in the correct form.

Unit location in remote area.

OPPORTUNITY:

51

Company can capture more market shares through value added promotions and

services especially in the outer region of city.

UltraTech got first preference in promotional strategies that mean company can

use that effect and status in maintaining old and getting new customer.

Company can also use and get benefit of brand name Aditya Birla Group more

effectively in projecting their product image in the dealer’s and consumers mind.

UltraTech uses maximum sales promotions technique like gives away different

incentives and schemes etc. which provides confidence to all sellers to sell this

brand and it is also highest rated promotional tool. So company should maintain

and keep improving in this matter.

The use of print medium should be done more as it is the most effective media

for promotion of cement according to survey.

There should be a help desk or a customer care centre for Dealer/Retailer and

consumers to satisfy their quires and problem.

THREAT:

Although UltraTech has great brand image and market share; but it is not easy to

resist in front of long time and old brand names like ACC, Century and Ambuja

which still has a quite good reputation and market share.

Lafarge / Holcims have also got capacity to challenge UltraTech and are a big

threat in future.

52

PRODUCT PROFILE

WHAT IS CEMENT?

Cement is a fine powder, which when mixed with water undergoes chemical

change. And thereafter allowed to set and harden is capable of uniting fragments or

masses of solid matter together to produce a mechanically strong material. Cement

53

can be used as Binding material with water, for bonding solid particles of different

sizes like bricks, stones or aggregate to form a monolith. Cements used in

construction of buildings and civil Engineering works contain compounds of lime,

silica and alumina as their principal Constituents and can be called as complex

compounds.

TYPES OF CEMENT:-

There are many types of cement in the market to suit every need. Some of them

which are included in the revised IS: 456-2000 is as follows:

•Ordinary Portland Cement 33, 43, 53 grade (OPC), 53-S (Sleeper Cement)

•Portland Pozzolana Cement (PPC), both Fly Ash and Calcined Clay based

•Rapid Hardening Portland Cement

• Portland Slag Cement (PSC)

• Sulphate Resisting Portland Cement (SRC)

• Low Heat Portland Cement

• Hydrophobic Cement

Ordinary Portland cement (OPC)

OPC popularly known as grey cement, has 95% clinker and 5% of gypsum and

other materials it accounts for 70% of the total consumption. While cement is a

variation of OPC and is used for decorative purpose like rendering of wall flooring

etc. It contains a very low proportion of iron oxide.

Portland Pozzolana Cement (PPC)

PPC has 65% clinker, 30% Pozzolana (fly ash) and 5% gypsum and for 18% of

total cement consumption, Pozzolana has siliceous and aluminous material that

54

does not possess cementing properties but develop these properties in the presence

of water. This is cheaply manufactured because it uses flash/burnt, clay/coal waste

as the main ingredient. It has a lower heat of hydration, which helps in preventing

cracks where large volumes are being cast.

Portland Blast Furnace Slag Cement (PBFSC)

PBFSC consist of 45% clinker, 50% of blast furnace slag and 5% gypsum and

account for 10% of the total cement consumed. It has a heat of hydration even

lower than PPC and is generally used in construction of dams and similar massive

construction.

White Cement

Basically, it is OPC, clinker using fuel oil (instead of coal and with iron oxide content

below 0.4% to ensure whiteness). Specially cooling techniques are used. It is used to

enhance aesthetic values, in tiles, and for flooring. White cement is much expensive

than gray cement.

28

MAJOR SUPPLIER OF RAW MATERIAL:-

1. Limestone: Limestone is available in own captive mines is of cement grade.

Sometimes Little iron correction is required. The typical raw mill designed 55

consists of 99.2% limestone and 0.80% flue dust or iron ore.

2. Flue Dust :

Flue dust is being procured from Bhilai Steel Plant, which is a waste product.

3. Coal: Coal is available around Korba / Bilaspur Colliery Mines being used as fuel

Which normally contain 29-30% ash and around 5100 Calorific value. The most

of the coal is produced through linkage and allotment and rest of requirement is

fulfilled by procurement from open market.

4. Fly Ash : The requirement of fly ash at plant is about 1200 MT per day for

production of PPC. The fly ash absorption in PPC is 29%. Plant is procuring

about 60% fly ash from NTPC Korba and remaining put through thermal plant

located at Raipur.

5. Gypsum : Plant is using Chemical & Mineral Gypsum in 50-50 ratio. The mineral

Gypsum is procured form FCI, Rajasthan and most of chemical gypsum is being

supplied by CFL, Viazag.

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CEMENT MANUFACTURING

PROCESS

57

58

Flow of materials

CF SILOCOO

LER

CLINKER

STORAGE

SILOS

CEMENT

MILL

PACKING

PLANT

DESPATCH

PREHEATER

KILN

CRUSHER

MINES

STOCKPILES

VERTICAL RAW MILL

COALYARD

COAL MILL

PROJECTDETAILS

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INTRODUCTION:-

“Orientation is concerned with introducing a new employee to the

organization. It is the welcoming process to make the new employee feel at

home and generate in him a feeling of belongingness to the organization”. It is

the first step in a proper communication policy which seeks to build a two-way

channel of information between management and the employees.

Orientation is a planned introduction of new employees to their work environment,

co-workers, and the larger organisation context. It is an opportunity to create a

favourable first impression, reduce anxieties and manage employee expectations.

However, the process of Orientation goes beyond merely welcoming or

conveying the ‘need to know’ information. A good Orientation program provides

the necessary information, resources and motivation to assist a new employee to

adjust to the work environment and become a contributing member, as quickly as

possible.

Once selected, newcomers actively try to make evaluative

judgements about their employment decision. This could be the make or break

phase for the new hire, but it is the best phase for the organization to appeal to their

sense of judgement of having made the right decision in joining the particular

organization. The criticality of the orientation process lies in reassuring the new

employee about their decision and creating a bond for a long lasting

relationship. The term “Orientation” is used to describe the process, whereby the

new hires are introduced to their job and inducted into the working environment.

For many organizations, an induction program generally means an activity but

Induction in true sense should be seen as journey that begins immediately as soon as

a candidate is selected for a job. Orientation programs whether seen as an activity or

a journey, have the potential to create a great impression on the individual joining

the organization and, therefore, should be designed and delivered with great care.

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PHASES OF ORIENTATION:-

1. GENERAL ORIENTATION : The first phase of Orientation is conducted by

the HR Department. The focus is to expose the new entrant to the organization

by explaining him the mission, vision, history and objective of the organization.

The new employee is also briefed about his service conditions, pay and perks,

promotion procedures, personnel policies etc practised in the organization. The

period of Orientation depending upon the organization may vary from one day to

one week.

2. SPECIFIC ORIENTATION : The specific orientation is given by the new

employee’s supervisor. He is introduced to his job, shown place of work and

around the premises, introduced to his co-workers and briefed about the

procedures, methods, custom, rules and regulations regarding his job. This helps

the new employee to adjust with his work environment.

3. FOLLOW-UP ORIENTATION : The Follow-up orientation is intended to

verify whether the new employee is getting himself adjusted with the work and

organization or not and the employee’s suggestions are taken into consideration.

Such feedback can also be used to access the requirements of counselling for the

new entrant.

The potential of Orientation program, if used appropriately, lies in the fact that, it

can leave an indelible mark in the minds of the new employee and helps them to

form a long lasting bond with the organization. In one hand, Orientation helps to

avoid confusion in the minds of new employee and on the other, helps to

develop a healthy working environment with known expectations. Moreover, it

should be used as an effective tool to motivate new hires towards higher level of

performance and create an emotional bond with the organization, which should

ultimately result in higher retention levels.

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“An empty bag cannot stand upright” is an old saying which from the literal

point of view, signifies that the bag requires to be filled up adequately to “stand

upright”. A new recruit in the workhouse may, similarly, be an individual having

all natural traits, but in order to serve the focussed requirements of the successful

enterprise the employee has to be filled with knowledge, skills and attitudes which

could be imbibed only after successful and effective orientation. In other words, the

new employee has to be loaded with the software of ‘induction’ and ‘orientation’ to

be an effective part of the overall HRD system of any business house. This

improves the employee’s functional efficiency and also benefits the employer’s in

terms of productivity.

BENEFITS OF ORIENTATION : -

Reduces in degree of uncertainty in the new employee’s mind.

Increase in levels of employee’s mental comfort.

Quicker adaption of suitable behaviour and attitude.

Reduction in employee turnover/attrition.

Increased productivity of the workforce.

Relief for management from the acute stress of monitoring an uninitiated

employee.

Increased awareness in the new employee regarding the importance of customer

relationship also.

Promotes a feeling of “belonging” and loyalty to the company.

Fosters a close and cordial relationship between the newcomers and the old

employees and their supervisors.

Improves communication within employees.

“Thus orientation programs should be used as instruments for branding the

organization in the eyes of their employees”.

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PROJECTDESCRIPTION

63

OBJECTIVE:-

To study the guidelines regarding orientation which will act as indicator of what is

minimum that needs to be done to ensure smooth integration of new employees into

the group and the unit/ company. To formulate and clearly document or design an

innovative orientation process for the new hires taking into account its business,

culture, location, recruitment patterns, psychological aspects, socialism, job

expectations etc. To identify the scope of changes in the orientation process to

ensure that all new employees go through a consistent and well managed orientation

experience that enhances group’s reputation as an employer. The process of study

involves gathering of information through Feedback Forms about individual

perception on “Orientation Process in Hirmi Cement Works”.

NEED FOR NEW ORIENTATION SCHEDULE:-

Orientation is used to describe the process, whereby the new hires are introduced to

their job and inducted into the working environment. Induction in true sense should

be seen as journey that begins immediately as soon as a candidate is selected for a

job. Feedback received after a survey from our employees indicated that orientation

is one of the weak links in the hiring process of Aditya Birla Group. In order to

ensure that all the employees joining the group have a consistent and well managed

Orientation experience which enhances their productivity as well as ties an

emotional bond with the group a new process is introduced for the new hires. Due to

huge and diverse nature of the group a standard communication has been prepared

for all the units of the group. This is done in order to familiarize the new employee

with the Aditya Birla Group, provide an opportunity to socialize avoids confusion in

their minds and create a healthy working environment.

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SCOPE:-

The scope of this report is limited to the work area only and can be applied to the

total unit of Hirmi Cement Works. The report will focus on analyzing the

Orientation Process and ensure that all new employees go through a consistent and

well managed orientation experience. It is applicable to the employees in

management and non-management cadre. It also captures the perception of Young

Engineers staying in Guest House.

METHODOLOGY:-

SURVEY ANALYSIS:-

Close ended questionnaire is designed to collect information about the new

employee’s satisfaction with the Orientation experience in ULTRA TECH

CEMENT. It is also used to understand the requirement of employees and various

needs to be fulfilled.

ORAL CONVERSATION:-

Oral conversation with the employees joining the group to helped to understand

whether they are satisfied with the orientation process in the Hirmi Cement Works.

Conversation with the new joinees helped the organization to identify the scope of

improvements or changes in the orientation process to ensure that all employees go

through a standard structured way of orientation.

SAMPLE SIZE: 50

TARGET GROUP: NEW EMPLOYEES JOINING THE UNIT (HIRMI

CEMENT WORKS) IN MANAGEMENT AND NON MANAGEMENT

CADRE.

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PREVIOUS SCHEDULE FOR ORIENTATION

FIRST DAY:-

1. JOINING FORMALITIES (HR DEPARTMENT):-The new employees

would have already been informed of all the documentation that they need to

carry with them. The Unit HR should ensure all joining formalities are

completed at this stage. In cases where the new joinee has not provided the entire

requisite documentation e.g. relieving letter from previous organization, etc, he

should be asked to furnish the same within the next 7 working days.

2. FILLING UP OF FORMS: The new employees are asked to fill the required

forms in order to get the necessary details and information about them which is

kept confidential in the personal files of each individual under the supervision of

HR Department.

3. JOINING FORMALITIES (TIME OFFICE):- After completion of the

joining formalities in HR Department the new joinees are sent to TIME OFFICE

Department for the completion of other essential formalities like attendance,

housing, uniform etc.

4. MEETING WITH UNIT HEAD: - The new employees have a meeting with

the UNIT HEAD on the first day itself which consist of a formal introduction of

the newcomer’s and one to one interaction between them regarding the

workplace, management and their responsibilities as a part of the unit.

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SECOND AND THIRD DAY:-

1. MEETING WITH FUNCTION HEADS: -

These consist of one-to-one meetings with Function Heads. Each meeting should be

around 30-45 minutes. The Function Heads already have a brief profile of the new

joinee they are meeting – details like education background, previous experience,

etc. These meetings provide a clear picture of how all the main functions of the unit

work and what are their major roles.

2. DEPARTMENT OVERVIEW: -

The objective of the Department Overview is to familiarize the employee with the

functioning of his department in order to understand how the department contributes

to achievement of the Organizational goals. The Head of the Department (HOD)

would be responsible for this part of the process. This module should begin with an

initial interaction with the HOD followed by individual sessions with all key

managers of the department.

3. PEOPLE POLICIES: -

Unit HR is responsible for this section. The new employees are briefed about their

personal policies and benefits like medical, travel; leave, compensation, education

etc.

4. SAFETY AND SECURITY: -

Information regarding the safety measures and precautions which should be taken

by the new employees to maintain a safer working place along with the rules and

regulations which are to be followed strictly without any indiscipline.

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NEW EMPLOYEE ORIENTATION PROCESS IN

ADITYA BIRLA GROUP

“A WORLD OF OPPORTUNITIES”

68

NEW EMPLOYEE ORIENTATION IN ADITYA BIRLA GROUP:-

As mentioned earlier, every new joinee needs an orientation to the new workplace

he is joining. Therefore the Orientation Program is developed keeping in mind the

needs of the new employee who is joining us. These guidelines provide an overview

of the Orientation Process for all Aditya Birla Group Companies. The program,

spearheaded by the Human Resources Department, should also impart information

about safety, work environment, job description, benefits and eligibility, Group

culture, Group history, Organization Structure and anything else relevant to working

in the new organisation. It should also make the new employee feel welcomed,

valued and reiterate that they have made the right decision in joining the Aditya

Birla Group.

OBJECTIVE OF GUIDELINES:-

• To ensure that all new employees go through a consistent and well managed

Orientation experience that enhances the Group’s reputation as an employer.

• To provide guidelines this will act as an indicator of what is the minimum

that needs to be done to ensure smooth integration of new employees into the

Group and the Unit / Company.

• Based on these guidelines, each Unit will need to formulate and clearly

document its own Orientation process taking into account its business,

culture, location, recruitment patterns, etc.

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BENEFITS OF ORIENTATION PROCESS:-

To the Employee:-

• It will acquaint the new employees with the Group’s mission, vision, corporate

structure, culture and values. This will help them see the big picture.

• Familiarise them with important policies and procedures of the Group and

the Unit / Company.

• Provides new employees an opportunity to socialise.

To the Organization:-

• Reduce Start-up Costs - helps the employees get "up to speed" much more

quickly, thereby reducing the costs associated with learning the ‘ropes’.

• Reduces Employee Turnover - by letting the employee know that the Group

values the employee and helps provide the tools necessary for succeeding in

the job.

• Develops Realistic Job Expectations, Positive Attitudes - helps employees

quickly learn what is expected of them, and what to expect from others.

ORIENTATION PROCESS:-

Depending on the number of employees joining a Unit on a given day, the following

Options are recommended to Orient the new joinee (s) to his new working

environment:

OPTION 1: Quick & Easy

This option will be applicable in cases when less than 10 employees are joining the

same Unit on the same day at a single location.

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OPTION 2: Structured Orientation Programme

This option will be applicable in cases when 10 or more employees are joining the

same Unit on the same day at a single location. Depending on the hiring numbers,

Units should plan the Structured Orientation on a fixed day, once a month / once a

quarter. This would enable all new joinees during that quarter / month to come

together and have a common Orientation Program.

DEFINITIONS:-

In these guidelines, the following terms will be used to mean the following:

1. New Joinee: The person who has been selected to join the Organization in a

particular role.

2. Recruiter: Carries out the search to fill a vacant position and co-ordinates the

entire recruitment process.

3. Reporting Manager: The supervisor of the new joinee

4. Orientation Coordinator (OC): The single point of contact from the HR

responsible for coordinating the entire Orientation process

5. Stakeholders: The various employees that would be required to interact with

new joinees as part of the Orientation process. E.g. Function Heads,

Department Heads, other Line Managers, Customers, etc.

Contents of both these Options have been illustrated diagrammatically in the

following pages:-

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PRE – JOINING ACTIVITIES:-

“Onboard Early” should be our mantra. Keeping this in mind, the actual

orientation process for the Group should start from when the candidate accepts the

offer made to him by the Group. The interactions the individual has during this

period with the Group can at times make the person change his mind and not take

up the offer. It is therefore critical to manage the period from when the offer is

accepted till the candidate joins very effectively. This section outlines in detail the

various activities that need to be undertaken before the candidate formally comes on

board. Pre-joining activities are geared towards setting up the First Day for

success. These activities are typically an extension of the Recruitment & Selection

process and help the selected candidate’s transition into the Aditya Birla Group. It is

important that the Recruiter / HR team always conveys a welcoming feeling even

while dealing with routine matters.

The Orientation should be done in a manner that

communicates that the Group cares about the employee. The new joinee should also

be told what to expect on Day1 in advance to the extent possible. The Orientation

Checklist provides a detailed list of activities that need to be completed for

each new employee before his first day at work. Most of these activities would

be initiated by the Orientation Coordinator (OC), who will be supported by the

Reporting Manager and other Support Functions as and when required. The OC

should complete all items on this checklist for each new employee before their

joining date. There may be cases where there is no HR representative at the joining

location. Under such circumstances, the respective HR Team must assign and train

at least 2 Management cadre employees at each location to fulfil the Orientation

responsibilities. All contact details of this individual should be given to the new

joinee prior to his joining.

Note: For Orientation Checklist: - Refer to Annexure A

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To ensure a smooth Orientation, the OC should keep the following in mind:

• Have the name(s) of the new joinee(s) ready preferably a week before the

joining date and book a Meeting Room / Conference Room as the case may be.

• It is important to provide the name(s) of the new joinee(s) to the receptionist /

security in advance, so he can be welcomed as an employee(s) (not a visitor)

on arrival.

• Put together the Joining Kit to be given to the new joinee(s). The Kit should

typically include:

_ Welcome Letter signed by the Unit Head / HR Head

_ Group Handbook

_ Company Brochure/Annual Report etc.

_ Values Handbook

_ Employee Handbook if available

_ Joining Forms Docket – including code of conduct

_ Sexual harassment policy, Nischint, Medical policies etc.

_ Internal Telephone Directory

_ In house magazines/Unit Magazine (s)

_ Orientation Schedule

_ Hiring Feedback Form

_ Self Study Material, Poornata (HRMS) CBT’s, etc.

_ Any other material that would help the new employees understand the

Group better.

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• Ensure that the joining kit (wherever possible) and all joining related forms

are sent to the prospective employee (soft copy or hard copy) a week before

he joins so that he can fill them up to the best of his understanding. Any

doubts / queries related to the same can be addressed during the orientation.

• Even though the above items form a part of the Joining Kit given to the

employee, all items from the above which are common across the Group will

be put up on the Induction Portal. Employees must be informed of the exact

location of these so that they can access the same anytime.

• Ensure that the Reporting Manager and all other employees that the new

joinee will be meeting during his Orientation are aware of the prospective

employee’s date of joining and Orientation schedule at least a week in

advance.

PREPARING REPORTING MANAGERS / THE STAKEHOLDERS:-

• In order to make the Orientation process fruitful for the new employee, clear

guidelines on what should be covered should be given to all employees involved in

the process. Only areas that will enable the new employee to understand and adjust

to the respective Business / Units should be discussed.

• For all new employees it is a good idea to identify an ‘in-team buddy’ who

can help them with some of the basic questions in the initial days. Please talk

with the Reporting Manager to identify the buddy for all new joinees. The in–

team buddy should be someone with a good knowledge of how things operate and

who has set aside time to be available. It is critical to ensure that the buddy is

briefed on his role.

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• Make sure that the Stakeholders are prepared. Both managers and buddies,

and anyone else with a direct role in the process, should receive training on

how to conduct their Orientation roles. Apart from covering the procedural

steps, training should cover the 'people skills' required, such as creating and

maintaining empathy, listening skills, providing reassurance, following up on

concerns, etc.

JOINING ANNOUNCEMENT:-

The designated OC should prepare joining announcements for all new joinees. The

exact timing of the announcement should be decided in consultation with the

concerned Business Head / Unit Head / Reporting Manager. This joining

announcement should be ideally sent at least one day before a new employee joins.

In businesses where the dropout rate from offer acceptance to joining is high

especially at junior levels, this announcement could be sent on the day the

individual joins. The Joining Announcement should include at least the following

information about the new joinees:

• Name, designation, department & reporting to responsibilities

• Previous work history, and education background

• Work extension number /email id

• Latest photograph

For employees joining at Job Band 6 and below the OC can send out a common

joining announcement to the concerned Unit for all joinees on a day.

For all employees joining at Job Band 3 and above, the announcement should go

from the Chairman’s office.

Joining Announcement - Refer to Annexure B and Annexure C

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ORIENTATION OPTION 1: QUICK AND EASY:-

In most situations, there are only one / two employees joining at the same location

on the same date. For employees joining under such circumstances, a brief

Orientation called “Quick & Easy” should be planned to give them an overview of

their new working environment. In this option, the focus is on providing the new

joinee with the basic information that he will need to understand the system he

works in. This involves giving him an overview on the Group and his Business and

Unit followed by a detailed Department Overview and Job / Role Overview.

All new joinees who go through the Quick & Easy Orientation

must still go through the Overview Module of the Structured Orientation within 90

days of their date of joining. The duration of this Orientation is typically 2 days,

however depending on the role and number of stakeholders to be met, the duration

may vary.

AN INDICATIVE SCHEDULE:-

The objective of the first day is to provide a new joinee with an interesting and

memorable experience, while getting all the necessary formalities completed. Most

importantly, attention should be given to alleviating the new joinee’s anxiety by

making him feel welcome and accepted, and confident that he has made the right

choice by joining the Group.

1. Introductions

The OC must greet the new employee personally at the arranged time. He must help

the staff member to relax. Even the most experienced person is likely to have a

twinge of first-day nerves - the "new person" syndrome. This comprises a chat to

find out some details about the employee and impart some details of

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your own. The chat might cover preferred name, travel-to-work arrangements,

leisure interests/hobbies, etc. The introduction should also provide some

preliminary information about the job and working conditions, allowing time for

discussion and questions. If possible, the Recruiter (who was responsible for hiring

the new joinee) should be present to greet the new joinee.

2. Schedule

The OC must provide the new joinee with details of what will be included in the

Orientation program. He must also provide him with the Joining Kit (if not already

sent to him in advance) and briefly cover its contents. The OC must also indicate

who will be the new joinee’s Buddy or who to approach with work related

problems.

3. Meeting the Team

The OC must introduce the new joinee to his reporting Manager, subordinates (if

any), team members and co-workers. The Reporting Manager should inform these

people in advance of the new arrival, to make sure they are available for the same.

4. Group, Business and Unit Snapshot

This involves providing the basic information an employee will need to understand

the system he works in. The OC will be responsible for delivering / coordinating

this. The aim is to cover the following:

• Group Overview

• Business Overview

• Company / Unit overview, the departments and the branches

• Unit Organisation Structure

• Important policies and general procedures (non-job specific)

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• Safety and accident prevention issues

• Layout of the physical facilities

5. Department Overview

The objective of the Department Overview is to familiarize the employee with the

functioning of his department in order to understand how the department

contributes to achievement of the Organizational goals. It also provides an

opportunity to talk to the new hires about what their specific department does,

helping them understand the big picture and the important role they play in this

Process. The Head of the Department (HOD) (or any other senior member, in case

the HOD is unavailable) would be responsible for this part of the process. This

module should begin with an initial interaction with the HOD followed by

individual sessions with all key managers within the department. The concerned

HOD with support from the key managers should ensure that the

following elements are covered:

• Purpose of the Function / Department

• Department Structure

• Main Functions / Services provided

• Roles & Responsibilities

• Key Department Systems & Policies

6. Job / Role Overview

The new joinee’s immediate Reporting Manager will be responsible for this module.

It is very important that the Reporting Manager discusses the scope and duties of the

job in as much detail as possible.

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He should provide the new joinee with a copy of the Job Description and cover the

work duties briefly at first. He should also give an indication of the typical work day

along with a brief on how the job relates to others and indicate its function and

importance. Research has shown that the immediate Reporting Manager has the

maximum impact on retention. This, therefore, is the best opportunity for the

Reporting Manager to set up an equation with the new joinee. It is important that

there is open and honest discussion around the expectations from the role, and the

support and resources that will be available to a new employee to succeed. It is

important to provide and communicate realistic expectations about the job and the

Organization to new employees so that there is no disappointment because of high

expectations.

7. People Policies & Joining Formalities

This Unit HR and the OC are responsible for this module. During this stage all

joining formalities should be completed and the new joinee should be informed of

the following People policies of the Unit / Company:

• Dress code, office timings, attendance policies

• Code of Conduct & Sexual Harassment policies

• Safety and Security policies, etc.

• Performance Management process

• Compensation Philosophy and Processes

• Benefits and their administration details

• Travel, leave, medical & the reimbursement policies

• The Group Employee Referral Policy (once it is announced)

• Any other policies as relevant

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Along with the above, the new joinee must also be given a brief snapshot of

Poornata (HRMS) particularly the ESS, MSS (if required) and Performance

Management modules. The employee also must be encouraged to go through the

Poornata CBTs in the joining kit. The new employees must also be informed that

they should enter their goals in Poornata (HRMS) within 30 days of their joining

date.

8. Tour of the facilities

Next follows a tour of the workplace with the OC. This should start with the new

joinee’s own work station, and then cover the relevant offices, conference rooms,

computer rooms, production areas/plant facilities, laboratories, and other immediate

work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,

lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the

township should be included wherever applicable.

9. Buddy

If a 'Buddy' has been appointed to look after the new employee, introduce him as

soon as the employee settles in his work station – preferably before the first work

break.

10. End of the Day – Briefing

At this juncture the OC should understand how the new joinee’s day has gone and

based on the feedback received make changes if required to the next day’s program.

He should also brief the new joinee on how the remainder of his Orientation is

scheduled. He should also inform the employees about the Induction Portal on

Poornata. Along with the exact location of various other documents, forms, policies,

etc that the new joinee can access online. Finally, the new joinee should be asked to

fill up the Orientation feedback form. For this refer to Annexure D.

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It is also necessary for the Reporting Manger to maintain regular contact with the

new employee during the first day, and conduct a short debriefing session at the end

of the day, to identify any problems, check progress again to reassure the employee.

Providing reassurance is very important, and it should be built into every aspect of

the Reporting Manager’s Orientation role.

DAY 2 ONWARDS

Meetings with Relevant Stakeholders

The 2nd day of the new joinee in the Unit should involve one-to-one meetings with

employees whom the new joinee has to work / interact with on a regular basis to

deliver on the job. Depending upon the new joinee’s role, the people he has to meet

and the availability of these people, these meetings may last for a few hours or

continue throughout the day. In some cases, these meetings may even go beyond the

second day. In case of joinees at senior levels, the OC should ideally fix meetings

with Function Heads. Each meeting should be around 30-45 minutes. In addition,

for other new joinees whose jobs will require cross-functional interactions, the OC

should discuss with their Reporting Managers to determine the one-on-one meetings

they need to have and block times accordingly. These meetings need to be fixed in

advance to ensure that all stakeholders are available for the meeting. The OC should

ensure that the Function Heads have a brief profile of the new joinee they are

meeting – details like name, education background, previous experience etc. When

scheduling consecutive meetings; the OC should ensure a reasonable gap between

meetings especially when the functions are spread out like in the case of plants. For

all joinees in Job Band 3 & above there must be an Orientation at the Group level –

i.e. with senior management of the Group.

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This Orientation should be organised by the Talent Staffing Portfolio at Group

Human Resources in consultation with the Reporting Manager. It is recommended

that this Orientation be done within the new employees first week of joining, before

the employee gets into his role. For any other position where it is felt that the new

joinee needs a Group Orientation, the Unit HR Head can coordinate this with the

Talent Staffing Portfolio. Every new joinee who goes through the Quick & Easy

Orientation must still go through the Overview Module of the Structured

Orientation within 90 days of his joining date. The OC must communicate the exact

date and schedule of the same to all new joinees and their Reporting Managers well

in advance so that their participation can be confirmed. Group Human Resources

(GHR) shall conduct a structured GHR Induction once a quarter to be attended by

all Unit HR Heads who have joined the Group in that quarter.

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ORIENTATION OPTION 2:-

STRUCTURED ORIENTATION PROGRAM

Depending on the hiring numbers, Units should plan the Structured Orientation on a

fixed day, once a month / once a quarter. This would enable all new joinees during

that month / quarter to come together and have a Structured Orientation Program. In

addition, Units can also plan this Orientation on a day other than the pre-decided

date in case 10 or employees happen to join the same location on the same day. In

addition to providing all new joinees with a brief overview of the Group and their

respective Company and Unit, this Orientation also gives them an opportunity to

interact with the senior management team in the Unit as well as with the other new

joinees.

Typically a Structured Orientation Program would be attended by:

1. *All new joinees who have joined the Unit since the last Group Orientation

was held.

2. *Employees who may have missed the last Group Orientation due to certain

unavoidable reasons

3. All new joinees (individuals or group of joinees) that join the Unit on the day

of the Group Orientation

* These employees need to attend only the Overview module as they would have

already been through the other activities during the Quick & Easy. It is the

responsibility of the Reporting Manager to release the employee for the same.

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AN INDICATIVE SCHEDULE

DAY 1 & 2

1. INTRODUCTION

The OC must ensure that the list of all new joinees must be available with the

reception / security a day in advance. Depending on the size of the audience, an

appropriate conference room / hall should be booked and all participants should be

escorted to the same. Here the OC must provide them with the program schedule

and the Joining Kit (if not already sent to them in advance). Before the programme

begins, a quick round of introductions should be done so that the participants

become familiar with each other. If possible, the Recruiter (who was responsible for

hiring the new joinee) should be present to greet all new joinees joining on that day.

2. OVERVIEW

The Overview module contains the following 5 activities:

a) Group Overview

The objective of the Group Overview is to familiarize the new employee with the

Aditya Birla Group, its vision, mission, values, businesses, policies and processes.

This part needs to focus on building the Group identity – what does it mean to be a

part of the Aditya Birla Group. Ideally, this session should be taken by the Unit

Head in the form of a presentation provided by Group Human Resources. In case he

is not available, a senior Functional Head in the Unit should be made responsible

for this part of the process.

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This session should cover the following areas:-

Group Snapshot

• Vision & Mission Statements

• History

• Size

• Businesses

• Leadership

• Joint Ventures

• Growth Plans

Group Values

• Overview

• Adherence

• Breach

• Process of reporting a breach

Group Resources

• Corporate Functions

• Gyanodaya

• Poornata / Aditya Disha

b) Business Overview

The objective of this session is to provide all new employees with an overview of

the Business in terms of – size, geographical spread, products & services, Units in

the Business, etc. It should also cover details in terms of the Leadership Team of the

Business, growth plans, challenges, etc. The CPO of the business should prepare a

standard presentation for his Business and send it to all the Units. The CPO should

also ensure that the presentation is updated on a quarterly basis. This session should

be covered by the Unit Head and in his absence a senior Functional Head in the Unit

can take this session.

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This session should typically comprise of:

The Business’s distinct identity in the Group

Business Vision / Mission and Objectives

History and Growth

Size – financials, employee numbers, locations, units

Understanding the business – business drivers, key strengths and challenges

Who’s Who in the Business – Profile of Leaders

Key customers

c) The Company / Unit Overview

The objective of this session is to familiarize the employee with the Company /

Unit, its values, products, policies and procedures. This session should be taken by

the Unit Head and can be done along with the Business Overview. Following the

Company Overview, every Function Head should make a presentation on his

function. It is important for the Function Heads to take these sessions it provides the

new joinees with an opportunity to interact with the senior managers and also

fosters a sense of welcome.

This session should typically comprise of:-

The Unit’s distinct identity in the Group

Unit Vision / Mission

History and Growth

Size – financials, employee numbers, locations

Understanding the Unit – drivers, key strengths and challenges.

Who’s Who in the Unit – Profile of Leaders

Presentations by all Function Heads on their respective functions.

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d) People Polices

This Unit HR and the OC are responsible for this session. This section can be

combined with the Overview of the HR function. During this stage all participants

should be informed of the following HR policies of the Unit / Company:

This session typically comprises of:

Dress code, office timings, attendance policies

Code of Conduct & Sexual Harassment policies

Safety and Security policies etc.

Performance Management process

Compensation Philosophy and Processes

Benefits and their administration details

Travel, leave, medical & reimbursement policies

Any other Unit specific policies

e) Poornata (HRMS) Training

This session should be taken by the respective Poornata administrators of the

particular unit. They should take all the participants through the ESS, MSS and

Performance Management modules in detail. Existing employees wanting a

refresher course in these can also be invited to attend this session. These employees

should be asked to fill up the Structured Orientation feedback form at this stage.

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3. JOINING FORMALITIES

This Unit HR is responsible for this module. The participants would have already

been informed of all the documentation that they need to carry with them. The Unit

HR should ensure all joining formalities are completed at this stage. In cases where

the new joinee has not provided the entire requisite documentation e.g. relieving

letter from previous organization, etc, he should be asked to furnish the same within

the next 7 working days.

4. TOUR OF THE FACILITIES

Next follows a tour of the workplace with the OC. This should start with the new

joinee’s own work station, and then cover the relevant offices, conference rooms,

computer rooms, production areas/plant facilities, laboratories, and other immediate

work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,

lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the

township should be included wherever applicable.

5. BUDDY

If a 'Buddy' has been appointed to look after the new employee, introduce him as

soon as the employee settles in his work station.

6. BRIEFING AND FEEDBACK

At this juncture the OC should understand how the 2 days day have gone and based

on the feedback received make required changes if possible in the next day’s

schedule. He should also brief the new joinees on their Orientation schedule for the

next day(s). Finally, the new joinee should be asked to fill up the Structured

Orientation feedback form. A sample feedback form for the Structured Orientation

Program. (Refer to Annexure G).

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DAY 3 ONWARDS

Now that the new joinees have got a brief idea of the Group, its Businesses and their

specific Unit, the next step is to hand them over to their respective Reporting

Managers who will proceed to orient them to their new roles and the people that

they need to interact to successfully fulfil their responsibilities.

Depending on the nature and level of the role, this may take anywhere between half

a day to two days. During this time, the Reporting Managers should ensure that the

new joinee goes through the following activities:

1. Meeting the Team

The Reporting Manager must introduce the new joinee to his team members,

Subordinates (if any), and co-workers. The Reporting Manager should inform the

team in advance of the new arrival, to make sure they are available for the same.

3. Department Overview

The objective of the Department Overview is to familiarize the employee with the

functioning of his department in order to understand how the department

contributes to achievement of the Organizational goals. It also provides an

opportunity to talk to the new hires about what their specific department does,

helping them understand the big picture and the important role they play in this

process. The Head of the Department (HOD) (or any other senior member, in case

the HOD is unavailable) would be responsible for this part of the process. This

module should begin with an initial interaction with the HOD followed by

individual sessions with all key managers within the department. The concerned

HOD with support from the key managers should ensure that the

following elements are covered:

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Purpose of the Function / Department

Department Structure

Main Functions / Services provided

Roles & Responsibilities

Key Department Systems & Policies

3. Job / Role Overview

The new joinee’s immediate Reporting Manager will be responsible for this module.

It is very important that the Reporting Manager discusses the scope and duties of the

job in as much detail as possible. He should provide the new joinee with a copy of

the Job Description and cover the work duties briefly at first. He should also give an

indication of the typical work day along with a brief on how the job relates to others

and indicate its function and importance. It is important that there is open and

honest discussion around the expectations from the role & the support and resources

that will be available to a new employee to succeed. The new employee has come in

from another job where he was presumably.

5. Meetings with Relevant Stakeholders

These consist of one-to-one meetings with employees whom the new joinee has to

work / interact with on a regular basis to fulfil his goals. Depending upon the new

joinee’s role, the people he has to meet and the availability of these people, these

meetings may last for a few hours or continue throughout the day. In some cases,

these meetings may even go beyond the second day. In case of joinees at senior

levels, the OC should ideally fix meetings with Function Heads. Each meeting

should be around 30-45 minutes. The OC should ensure that the Function Heads

have a brief profile of the new joinee they are meeting.

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POST ORIENTATION ACTIVITIES:-

Effective On boarding means keeping in touch with your new hires as they integrate

into the Organisation. It means actively seeking them out to find out how they are

doing and making it easy for them to tell HR and their supervisors what is on their

mind. It is also very important for a new employee to feel that he has made the right

decision of joining an Aditya Birla Group Company. It is also important to

constantly monitor and review the efficacy of the Orientation

Process. To this end, we recommend collecting feedback from all new joinees to

Understand their experience of settling into the Aditya Birla Group.

PERIODICITY & NATURE OF FEEDBACK

For each new employee, three levels of feedback should be collected.

LEVELS OF FEEDBACK:-

Level 1: This feedback should be collected 2 days after the joining date. Here each

new joinee should be given the Orientation Feedback Form that was duly filled by

the OC as part of the Pre-joining activities. The Quick & Easy Orientation Feedback

Form should also be filled up at this stage for those employees who have gone

through the same.

Refer to Annexure D for quick and easy Feedback form.

Level 2: This would involve getting a standard feedback form filled at the end of

the Structured Orientation Program.

Refer to Annexure G for Standard Orientation Feedback Form.

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Level 3 : A third level feedback can be collected 90 days after joining. This would

have given the new joinee time to settle down into the system and start delivering

results. This should be in the form of an Entrance Interview.

The Entrance Interview should be preferably conducted face-to-face. The Entrance

Interview should be conducted by representatives from the following:

Refer to Annexure H for Entrance Interview.

FEEDBACK ANALYSIS

All the above levels of feedback will provide us with valuable information on how

to improve the Orientation process for our new employees. Ideally the feedback

should be collected online to facilitate analysis across t and also allow break up of

findings by company/ unit/ location for specific findings. It is the responsibility of

the OC / HR Head to not only collect the above feedback,

but to analyse the responses. We recommend that the OC conduct a quarterly

analysis of the feedback received. While this analysis will require demographic

data, it is important that feedback retains confidentiality and anonymity. This is

necessary to get frank feedback from new employees.

It is especially important that the feedback reaches the concerned people, and that

the changes, if required, are visible to all. This will drive the credibility of and

contribute to the success of the Orientation process.

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THINGS TO REMEMBER – ON FIRST DAY

It is vital that the information and people are introduced in a controlled way. A new

employee can't absorb everything at once. The introductions and the presentations

should therefore be spaced out to facilitate assimilation. The information provided

on Day 1 should be confined to:

• Information that is immediately relevant to the job

• Information that is essential for legal compliance

• Information that is essential for the employee to comply with organisation

policies and rules and to protect his/her own position.

The following are some of the activities that need to be a part of the new

joinee’s first day.

• Receptionist should welcome the new joinees to the Unit on arrival.

• New joinees should be directed to the designated Conference Room/ Meeting

Room immediately. They should not be kept waiting in the lobby like visitors.

• Designated OC and the Recruiter (wherever possible) should greet all new

employees, indicate to them the schedule of the Orientation planned for

them and give them the Welcome kits.

• The OC should not appear dis-organised when interacting with the new

joinees – you want them to feel like valued new members of the Aditya

Birla Group, not like unexpected visitors.

• HR must hand over the Appointment Letter to each employee. Any specific

questions or issues they may have about the letter content should be discussed

one – one meeting.

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The accepted Appointment Letter and all the documents that the joinees

would have brought should be collected and checked for completeness.

• The Immediate Reporting Manager should ideally be present at the location

on the first day. In case he is unavailable due to some unavoidable reasons, he

should speak with the new joinee in advance and apologise for not being

there. The Reporting Manager should, in such a case, nominate someone else

from the function to welcome the new joinee.

• Wherever possible, the new employee should first meet people he has

interacted with in the Recruitment & Selection process – i.e. the Recruiter, if at

the same location, and the people who were on the interview panel. This

gives a sense of continuity to the new joinee’s interactions with the company.

• Regardless of the Structure of the Orientation, all new joinees should be

accompanied for Lunch either by their Reporting Managers or a

representative from the HR team.

Following is a brief snapshot of the information that must be shared with the

new joinee on his first day:

General introduction / welcome to the organisation

A good Orientation program is essentially about communication. Treat the new

recruit with respect and as a mature and responsible individual. Welcome him and

make sure that he is comfortable. Introduce him to all relevant people individually.

• Organisation history, goals, mission, structure

• Products, services, and facilities

• Meet executives, management, administration, colleagues

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• Define roles and relationships

• Encouraged constant communication

• Clubs, facilities

Geography & Logistics

• Plant layout

• Security

• Access requirements

• Keys pass cards

• Afterhours access

• Facilities location

• Phone/E-mail/Mail policy

• Timings and Breaks

Administration

• Pay arrangements & Deductions

• Leave – Sick, Casual, Privileges

Information on Organizational culture

This is a very important, but often overlooked, aspect of Orientation, and an area

where many Orientation programs fail to deliver. Culture in this context refers to the

organisation values, behavioural patterns and norms and unwritten rules that apply

to the way the workplace functions. Every organisation is unique, so most new

employees will find at least a few aspects of the culture confronting at first, and will

feel the pressures to conform. It may take a while for the employee’s existing

values, etc to adapt to the new environment, but, as the majority are keen to be

accepted and don’t like ostracism by their peers, they will make an effort to

conform.

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The implication here is that managers and other employees involved in Orientation

need to know their organisation – that is understand its actual values and norms,

how the pressures operate and what impact they can have. Those involved in

Orientation need to be proactive to ensure that the cultural 'fitting' process works

constructively.

Organisation policies, procedures, employee benefits,

• Performance Management System

• Compensation Details

• Increment Process

Job Bands

Benefits and how to claim them

Poornata

Company's Expectations

• Performance

• Work ethics

• Professionalism

Other values

Job Content

• Job Description

• Work schedules

• Reporting relationships

Probation

• Period

• Review Process

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Increase Awareness

• Notice Boards

• Special Meetings

• Corporate Events

• Routine Communications

• Newsletters

• Regular meetings

Web Site

Media Releases

Training opportunities

• Registration, nomination

• External / Internal Courses

• E – learning

Safety and Health Requirements

• Information on potential health hazards associated with job

• Information on safety equipment

• Safety kit / checklist

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PROJECT ANALYSIS

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LIMITATIONS OF PREVIOUS ORIENTATION PROOCESS

1. The previous schedule for orientation was not at all well structured and was

lacking in creating an emotional bond with the organization.

2. All the services and facilities were provided but due to its unstructured

programme format the effectiveness of orientation was low.

3. There was no formal introduction or Group overview in detail in order to

acquaint the new employees with the group and what it means to be part of

Aditya Birla Group.

4. New employees were unable to socialize or develop healthy relations since their

comfort level at the new place was low due to short duration of three days

Orientation programme.

5. There was not proper learning for the new hires because the scheduled time of

orientation was very short.

6. The practical relevance of Orientation with the job was near to the ground as

there was no detailed discussion regarding the job responsibilities of new

joinee’s with their superiors.

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SATISFACTION LEVEL OF EMPLOYEES AFTER GOING

THROUGH PREVIOUS ORIENTATION SCHEDULE

Quality of Content Practical Relevence Learning Objective Duration0%

10%

20%

30%

40%

50%

60%

Satisfaction Level

45% of new employees were satisfied with the Quality of content.

55% were satisfied with the practical relevance of orientation with job.

35% were satisfied with the learning objective.

45% were satisfied with the duration of orientation.

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DESIGN OF NEW EMPLOYEE ORIENTATION SCHEDULE:-

PRE – JOINING ACTIVITIES

DURATION: “-7 DAYS” (SEVEN DAYS BEFORE DATE OF JOINING)

FIRST DAY:-

A. PREPARATION OF ORIENTATION CHECKLIST -

Detailed list of activities that needs to completed for each new employee before his

first day at work. (Refer to Annexure A)

TIME REQUIRED: - 3 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

SECOND DAY:-

A. PROVIDE NAME (s) OF THE NEW EMPLOYEE TO THE

SECURITY

RECEPTION

TIME OFFICE

Provide the name (s) of the new employee along with his date of joining to the

reception, security and time office in advance so; he can be welcomed as an

employee rather than a visitor.

B. BOOK THE CONFERENCE/ MEETING ROOM

Book the conference room or meeting room preferably a week before to avoid

problems in future.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

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THIRD DAY:-

A. PUT TOGETHER THE JOINING KIT

A joining kit typically includes:-

_Welcome Letter signed by the Unit Head / HR Head

_ Group Handbook

_ Company Brochure/Annual Report etc.

_ Values Handbook

_ Employee Handbook if available

_ Joining Forms Docket

_ Internal Telephone Directory

_ In house magazines/Unit Magazine (s)

_ Orientation Schedule

_ Hiring Feedback Form

_ Self Study Material, Poornata (HRMS) CBT’s, etc.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

FOURTH DAY:-

A. SEND THE JOINING FORMS TO THE NEW JOINEE

Ensure that the joining kit and all joining related forms are sent to the new

employee a week before in (hard copy/ soft copy) so that he can fill the forms up to

his best of understanding.

B. INFORM ATION ABOUT EXACT LOCATION

Employees must be informed about the exact location so that can access the same as

and when required. – Plant general layout indicating main equipments/building

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

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FIFTH DAY:-

A. INFORM THE REPORTING MANAGER AND THE RELEVENT

STAKEHOLDERS ABOUT ORIENTATION SCHEDULE

Ensure that the Reporting Manager and relevant Stakeholders (the persons whom

new joinee has to work/ interact with on a regular basis to deliver on the job) know

that the new employee will meet them during the orientation process.

TIME REQUIRED: - 1 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

SIXTH DAY:-

A. APPOINTMENT OF “IN- TEAM BUDDY”

Appoint an “In- team buddy” who can help the new joinee with some basic

questions in initial days.

TIME REQUIRED: - 1 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR AND

REPOTING MANAGER

B. PREPARING THE REPORTING MANAGER AND BUDDY

Prepare the Reporting Manager and in- team buddy by training them on how to

perform their orientation roles like:-

i. Introducing team members

ii. Department Overview

iii. Job/ role Overview

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - TRINING INCHARGE

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SEVENTH DAY:-

A. PREPARE A JOINING ANNOUNCEMENT

Prepare a joining announcement for the new joinee by consulting the UNIT HEAD

AND HR HEAD. The joining announcement should include at least the following

information about the new employee: - (Refer to Annexure B and C).

• Name, designation, department & reporting to responsibilities

• Previous work history, and education background

• Work extension number /email id

• Latest photograph

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

AN INDICATIVE SCHEDULE

DAY 1(FIRST DAY OF JOINING)

A. INTRODUCTION

* Greet the New Joinee in HR department in HR department

* Escort him to the CCR Conference Room

* Provide him the Orientation Schedule

* Distribute the Joining Kit to the New Joinee

TIME REQUIRED: - 1 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

B. JOINING FORMALITIES

HR Department (Filling forms, Submission of documents etc)

TIME OFFICE(Attendance Card, housing, uniform etc)

TIME REQUIRED: - 4 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

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C. OVERVIEW

GROUP OVERVIEW: - An overview regarding the vision, mission, policies,

processes etc is given to the employee in order to familiarize him with the Aditya

Birla Group. (What does it mean to be a part of Aditya Birla Group?)

Group Snapshot

• Vision & Mission Statements

• History

• Size

• Businesses

• Leadership

• Joint Ventures

• Growth Plans

Group Values

• Overview

• Adherence

• Breach

• Process of reporting a breach

Group Resources

• Corporate Functions

• Gyanodaya

• Poornata / Aditya Disha

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - UNIT HEAD

BUSINESS OVERVIEW: - The objective of this session is to provide employees

with an overview of the Business in the terms of size, products, geographical

location, products & services etc.

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This session should typically comprise of:-

The Business’s distinct identity in the Group

Business Vision / Mission and Objectives

History and Growth

Size – financials, employee numbers, locations, units

Understanding the business – business drivers, key strengths and challenges

Who’s Who in the Business – Profile of Leaders

Key customers

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - UNIT HEAD

COMPANY / UNIT OVERVIEW:- The objective of this session is to familiarize

the new employee with the company/ unit.

This session should typically comprise of:

The Unit’s distinct identity in the Group

Unit Vision / Mission

History and Growth

Size – financials, employee numbers, locations

Understanding the Unit – drivers, key strengths and challenges.

Who’s Who in the Unit – Profile of Leaders

Presentations by all Function Heads on their respective functions.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - FUNCTIONAL HEADS

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SECOND DAY:-

A. PEOPLE POLICIES

This section can be combined with the Overview of the HR function. During this

stage all participants should be informed of the following HR policies of the Unit /

Company:

This session typically comprises of:

Dress code, office timings, attendance policies

Code of Conduct & Sexual Harassment policies

Safety and Security policies etc.

Performance Management process

Compensation Philosophy and Processes

Benefits and their administration details

Travel, leave, medical & reimbursement policies

Any other Unit specific policies

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - UNIT HR

B. POORNATA TRAINING :-

This session should be taken by the respective Poornata administrators of the

particular unit. They should take all the participants through the ESS, MSS and

Performance Management modules in detail.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - HEAD OF DEPARTMENT (HR)

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C. TOUR OF THE FACILITIES (PLANT VISIT)

Next follows a tour of the workplace with the OC. This should start with the new

joinee’s own work station, and then cover the relevant offices, conference rooms,

computer rooms, production areas/plant facilities, laboratories, and other immediate

work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,

lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the

township should be included wherever applicable.

TIME REQUIRED: - 3 HOURS

RESPONSIBLE PERSON: - TECHNICAL SERVICES DEPARTMENT

D. SAFETY AND SECURITY

Information regarding the safety measures and precautions which should be taken

by the new employees to maintain a safer working place along with the rules and

regulations which are to be followed strictly without any indiscipline.

TIME REQUIRED: - 3 HOURS

RESPONSIBLE PERSON: HEAD OF SAFETY

E. INTRODUCTION OF BUDDY:-

The “in – team buddy” appointed for the new employee should be introduced to

him as soon as he settles in his workplace.

TIME REQUIRED: - 1 HOURS

RESPONSIBLE PERSON: ORIENTATION COORDINATOR

F. BRIEFINGS AND FEEDBACK:-

The OC should take feedback from the new employee about his two days of

orientation and on the basis of the given feedback he should make the changes

required and brief him about the Orientation schedule for next days.

TIME REQUIRED: - 1 HOURS

RESPONSIBLE PERSON: ORIENTATION COORDINATOR

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THIRD DAY

A. MEETING THE TEAM MEMBERS:-

The OC must introduce the new joinee to his reporting Manager, subordinates (if

any), team members and co-workers.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - REPORTING MANAGER

B. DEPARTMENT OVERVIEW:-

The objective of the Department Overview is to familiarize the employee with the

functioning of his department in order to understand how the department

contributes to achievement of the Organizational goals.

This session includes:-

Purpose of the Function / Department

Department Structure

Main Functions / Services provided

Roles & Responsibilities

Key Department Systems & Policies

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - REPORTING MANAGER

FOURTH DAY

A. JOB/ ROLE OVERVIEW:-

The Reporting Manager discusses the scope and duties of the job in as much detail

as possible. He should provide the new joinee with a copy of the Job Description

and cover the work duties briefly at first. He should also give an indication of the

typical work day along with a brief on how the job relates to others and indicate its

function and importance.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - REPORTING MANAGER

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FIFTH DAY

A. MEETING WITH RELEVENT STAKEHOLDERS:-

These consist of one-to-one meetings with employees whom the new joinee has to

work / interact with on a regular basis to fulfil his goals.

Interaction with section head –

LS Crusher & Stacker

LS Reclaimer & Raw mill

Coal mill, Coal handling and wagon Tippler

Kiln, Cooler, Pre-heater & GCT

Clinker extraction & Cement mill

Truck loading & Wagon loading s

TIME REQUIRED: - WHOLE DAY

RESPONSIBLE PERSON: - REPORTING MANAGER

SIXTH DAY

A. MEETING WITH FUNCTIONAL HEADS

The Orientation Coordinator should ideally fix meetings with Function Heads.

Each meeting should be around 30-45 minutes. The OC should ensure that the

Function Heads have a brief profile of the new joinee they are meeting – details like

education background, previous experience, etc.

TIME REQUIRED: - 4 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

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B. FILLING THE STRUCTURED ORIENTATION FORM

The Orientation Coordinator should ask the new employee to fill the standard

feedback form at the end of the Structured Orientation Form.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - ORIENTATION COORDINATOR

POST ORIENTATION ACTIVITIES

ENTERANCE INTERVIEW: - (FEEDBACK AFTER 90 DAYS)

This is the third level of feedback which should be collected 90 days after joining.

This would have given the new employee time to settle down into the system and

start delivering results. This should be in the form of an Entrance Interview.

The Entrance Interview should be preferably conducted face-to-face by the

HR Department.

The Entrance Interview provides valuable information on how to improve

the Orientation process in order to satisfy the expectations of new employee.

It is very important to get frank response from the employees.

Feedback should be analysed after a particular time interval.

It is essential to retain confidentiality.

TIME REQUIRED: - 2 HOURS

RESPONSIBLE PERSON: - UNIT HR

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ADVANTAGES OF NEW EMPLOYEE ORIENTATION

This process makes the new employees well acquainted with the group’s vision,

mission, culture, history and values.

It makes the new joinees aware of the functioning of group resources –

Gyanodaya, Poornata, and Aditya Disha.

It familiarizes them with the important policies and procedures of the group and

unit/company, behaviour as well as attitude.

This process of orientation reduces the start – up cost.

It gives the new employees a chance to meet the senior management of the unit

and learn from them.

The new employees are provided the opportunity to meet their respective

department heads and know about the major functions, department structure,

services, and policies.

This process provides realistic expectations about the new employee’s job so that

there is no disappointment in future.

Provides new joinee’s an opportunity to socialise and reduces employee

turnover.

This process on one hand helps to avoid confusion in the minds of new hires and

on the other hand develops a healthy working environment.

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SATISFACTION LEVEL OF EMPLOYEES AFTER GOING

THROUGH NEW ORINTATION SCHEDULE

Quality of Content Practical Relevence Learning Objective Duration75%

76%

77%

78%

79%

80%

81%

82%

83%

84%

85%

Satisfaction Level

85% of new employees are satisfied with the Quality of content.

79% say that orientation has practical relevance with the job.

80% are satisfied with the learning objective.

85% are satisfied with the duration of orientation.

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COMPARISON BETWEEN PREVIOUS ORIENTATION AND

NEW ORIENTATION SCHEDULES:-

OUALITY OF CONTENT

PREVIOUS ORIENTATION

NEW ORIENTATION

PRACTICAL RELEVANCE

PREVIOUS ORIENTATION

NEW ORINTATION

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LEARNING OBJECTIVE

PREVIOUS ORIENTATION

NEW ORIENTATION

DURATION

PREVIOUS ORIENTATION

NEW ORIENTATION

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PRIORITY OF OVERVIEW:-

Group Overview Company Overview

Business Overview

Poornata Training People Policies0

5

10

15

20

25

30

MAJOR FOCUS SHOULD BE TOWARDS PEOPLE POLICIES AND

POORNATA TRAINING……

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FINDINGS

“Champions know that success is inevitable; that there is no such thing as

failure, only feedback. They know that the best way to forecast the future is to

create it”

The new employees joining the group were asked to give the feedback regarding the

level of satisfaction of the employees joining the group in management and non

management cadre which also included the Young Engineers joining the group.

They were asked to mention the areas where improvements are required in order to

develop a well managed and consistent orientation experience which enhances the

group’s reputation.

The previous schedule for orientation was not at all well structured and was

lacking in creating an emotional bond with the organization.

New employees were unable to socialize or develop healthy relations since their

comfort level at the new place was low due to short duration of three days

Orientation programme.

45% of new employees are satisfied with the Quality of content of the previous

orientation process.

55% are satisfied with the practical relevance of orientation with job.

35% are satisfied with the learning from previous orientation.

45% are satisfied with the duration of previous orientation process.

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The New Employee Orientation Process was designed after receiving the feedback

from the employees that one of the weak links in the Hiring Process of Aditya Birla

Group is the Orientation Process. In order to ensure that all the employees go

through a well managed and consistent orientation process.

This process makes the new employees well acquainted with the group’s vision,

mission, culture, history and values. It makes the new joinees aware of group

resources – Gyanodaya, Poornata, and Aditya Disha.

It familiarizes them with the important policies and procedures of the group and

unit/company. This process of orientation reduces the start – up cost.

The new employees are provided the opportunity to meet their respective

department heads and know about the major functions, department structure,

services, and policies.

This process provides realistic expectations about the new employee’s job so that

there is no disappointment in future as well as an opportunity to socialise and

reduces employee turnover.

85% of the new employees are satisfied with the Quality of content of the new

orientation process.

79% of the employees say that this process has practical relevance with their job

and gives the opportunity to discuss their responsibilities in detail.

80% are satisfied with the Learning objectives and 85% are satisfied with the

duration of New Employee Orientation Process.

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SUGGESTIONS AND RECOMMENDATIONS

“Insinuation of a belief in the mind or any idea, plan or purpose in the mind through repetition of thought is called a Suggestion”

There is always a scope of improvement, keeping this in mind the report tries to

come up with certain suggestions that will be helpful for improving the orientation

process in order to improve the group’s reputation as an employer and ensure that a

standard and common communication is prepared which will be followed as

Orientation Process by Human Resource department and provide a well managed

and consistent orientation experience to the new joinees.

The major areas which should be kept in mind while designing an orientation

process which satisfies the employees joining the group and will improve the ABG

Employer brand as well as develop an emotional bond with the organization.

The new employees should be well acquainted with the group values, group

snapshot and group resources.

A brief snapshot about business overview should be given regarding the vision,

mission, history, size, key customers, leaders and objectives.

An overview about Company should be given about its distinct identity, Profile

of leaders, main functions, key strength and challenges.

The new employees should be given a chance to interact with the senior

management about the main functions of the unit.

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JOINING KIT which includes Company Brochure, Values Handbook, In House

Magazines, Employee handbook, joining forms etc should be collected and put

together in advance.

Tour of facilities or Plant visit should be organized for one whole day.

An Orientation checklist which includes detailed list of activities which needs to

be done after an employee joins the unit should be prepared well in advance.

A joining announcement should be prepared which includes Name, Designation,

Department, Date of joining and Photograph of the new employee and should be

mailed to all the employees of the unit.

An In team Buddy should be appointed for the new joinee so that he can help

him with the basic questions in the initial days.

The new employees should be introduced to his department head to know

various details about the department like Department function, structure, services

provided, roles and responsibilities and key department systems.

Honest discussion about the new joinee’s roles and responsibilities should be

done with his superiors in detail.

Meetings with the relevant stakeholders should be arranged with whom the new

joinee has to meet and interact on a regular basis.

Feedback should be taken from the new employees at frequent intervals in order

to improvise the orientation process to the fullest extent.

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CONCLUSION

Orientation is a planned introduction of new employees to their work environment,

co-workers, and the larger organisation context. It is an opportunity to create a

favourable first impression, reduce anxieties and manage employee expectations.

However, the process of Orientation goes beyond merely welcoming or

conveying the ‘need to know’ information.

This project deals with the study of guidelines regarding orientation which will act

as indicator of what is minimum that needs to be done to ensure smooth integration

of new employees into the group and the unit/ company.

The purpose of this project is To formulate and clearly document or design an

innovative orientation process for the new hires taking into account its business,

culture, location, recruitment patterns, psychological aspects, socialism, job

expectations etc.

To identify the scope of changes in the orientation process to ensure that all new

employees go through a consistent and well managed orientation experience that

enhances group’s reputation as an employer.

After analyzing the limitations in previous orientation process a new employee

orientation process was designed to ensure that all new employees go through a

consistent and well managed Orientation experience to improve ABG Employer

brand. This is done in order to familiarize the new employee with the Aditya Birla

Group, provide an opportunity to socialize avoids confusion in their minds and

create a healthy working environment with known expectations. This standard set of

communication enhances their productivity as well as ties an emotional bond with

the group a new process is introduced for the new hires.

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ANNEXURE

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BIBLIOGRAPHY

The yearly magazine of the Aditya Birla Group- “ADITYAKIRAN ”

The monthly journal- “SAMVAD”

Book on Human Resource Management by “S. S. KHANKA”

HRM Review on Induction and Orientation.

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WEBLIOGRAPHY

www.google.com

En.wikipedia.org/wiki/motivation

www.despaire.com/motivation.html

www.adityadisha.com

www.adityabirla.com/The_group.

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