hr policy of tata steel

HUMAN RESOURCE POLICIES OF TATA STEEL

MANPOWER PLANNING Manpower planning enables HR department to project its short to long term needs on the basis of its departmental plans so that itcan adjust its manpower requirements to meet changingpriorities.The more changing the environment the departmentis in, the more the department needs manpower planning toshow:

the number of recruits required in a specified timeframe andthe availability of talent

early indications of potential recruitment or retentiondifficulties

surpluses or deficiencies in certain ranks or grades availability of suitable qualified and experienced successors

PERFORMANCE APPRAISAL Performance appraisal assesses an individual's performance against previously agreed work objectives. Performance appraisalis normally carried out once a year.They assess key result areas oftheir employees, workers and supervisors. Since it is a jointresponsibility of the individual and the supervisor; everyindividual inTISCO are co prime to each other.It also enables management to compare performance andpotential between employees and subordinates of the same rank.Rating of employees is done by their performances. It is given asper ranks very good, average, and average to medium and belowaverage. On the basis of these rankings highest reward of theyear is given to best suitable worker.The better performingemployee gets the majority of available merit pay increases,bonuses, and promotions.

TRAINING AND DEVELOPMENT TheTechnical Education Advisory Committee guides employee development and training in line with

strategic goals of the company and long-term objectives.The in-house training centres impart majority of the training programmes.(Technical Institute &Management Development Centre).

Employees are also deputed to other organizations and training centres in the country such as ITI and abroad for specialized training.

Officers are trained into business managers through special general management programmes such as at CEDEP, France.

They are trained to know the changes in environment, market, and in steel prices.

They also get training of problem solving techniques, conflict management, etc.

COMPENSATION PLANNING It depends on financial capabilities. Yearly increments are given. Compensation for inflation is common for all employees.(flat rates) It is decided by union and management where various demands are negotiated. It is paid as per other industries. Individual performance bonus is also given.

DEVELOPMENT OF EMPLOYEES AtTata Steel, there is a continuous effort of staying in touch with employees to ensure that there is the

right culture to engage them in consistent performance improvement.There are well-established and effective arrangements at each business location for transparent communication and consultation withWorks Councils andTrade Union representatives. Further, the Company has always registered steady quality improvement and productivity enhancement through dedicated efforts of the Company Performance Improvement teams, focused on technical best practice transfer and the value of knowledge networks.

Towards the well-being of employees Tata Steel has put into practice many initiatives, events and programmes that have helped to create not only an enduring loyalty amongst employees but also enabled them to have a more fulfilled life.

special benefits provided to employees                     Medical facilities:                      Free medical facilities for employees and their family, which continues even after retirement.                      Housing facilities:                     Subsidised electricity, water and housing facilities to all employees.                      Higher studies:                     Monetary incentives to employees acquiring higher qualifications in a related field along with study leave,

scholarships etc. when necessary.                      HolidayHomes:                     Tata Steel has five holiday homes for benefit of employees during vacation.                      Tata Steel Officer's Beach Club:                      All officers ofTata Steel are eligible to be members of the Beach Club that offers holidays in elite

hospitality chains.                      Family Benefit Scheme:                     In the tragic case of a fatality in theWorks, a monthly pension equal to the amount of the last drawn

salary of the deceased is given to the legal heir until the time the deceased would have attained the age of 60.

DEVELOPING PEOPLE Valuing its people as a great asset,Tata Steel is committed totheir development, both in order to benefit the individualand to benefit the Company through increased knowledgeand skills. In order to leverage maximum potential ofhuman resource to achieve business objectives theCompany recognises that enrichment of people will helpretain a motivated workforce in a competitive environment.

Skills Development - Non-officers Skills training is a process that begins at the time of an employee joining the company and continuesthroughout his or her career. Employees work inclusters of multi-skilled workers and move across andwithin clusters on improving their skills levels.TheTechnical Training Institute imparts vocational and basic skills training; the departments impart on-the-job training.In order to promote self-directed learning, the

Company has introduced e-learning wherebyemployees can access electronic courses from theirdepartmental e-Learning centres.

Skills Development - Officers Tata Steel Management Development Centre conducts a number of managerial and functional competency based programmes for officers and supervisors.The objectives of these programmes are:

                     To build individual capability by enhancing managerial and functional competencies which are critical to operations, service and support functions.

                     To build a leadership pipeline in the organisation to prepare the people to meet the challenges of growth, globalisationand change.

equal opportunity practises                      Tata Steel is an equal opportunity employer and does not discriminate on the basis of race, caste,

religion, colour, ancestry,marital status, sex, age or nationality.The Company s AffirmativeAction Policy promotes equal access to its employment andopportunities and all decisions are merit based. Respect forequal opportunities as set out in theTata Code of Conduct isfollowed.The HR Policy and Affirmative Action Policy aremonitored by the Ethics Counsellor and supported by aneffective grievance redressal mechanism.

                     Tata Steel encourages female employees to advance their career with initiatives dedicated towards personal development andprofessional advancement.TheWomen Empowerment Cellexamines and addresses the issues and concerns of femaleemployees and ensures that they do not miss out on any growthopportunity

Free d om of association and collective bargaining                      Tata Steel respects the employees right to exercise freedom of association and collective bargaining

andprovides appropriate support for this.There is anestablished system of joint working and collectivebargaining, which ensures that every employee is ableto exercise this right without any fear. Pioneering theconcept in India, a system of Joint Consultation hasbeen in place inTata Steel for more than 50 years.

The end

Hr policy of Microsoft Company

benchmark of technology hubs, with fir trees, forsted trails, snow‐capped mountain vistas, basketball courts, and even shuttle buses for employees to make use of.

Employees at Microsoft are recognized as the intellectual fuel and are provided with various benefit plans and resources, which are designed to retain them. Lisa Brummel, who joined as the Chief of Human Resources at Microsoft, in 2005, started reshaping the company's HR strategies to make them more innovative and customized to individual employee needs. The focus was to project Microsoft, from an HR perspective, as an employee‐driven8 organization. As an organization, Microsoft offers a lot of flexibility to employees – the flexible work arrangements and flexible benefit plans offered at Microsoft are often considered Best Practices by many employers.

HR Strategy at Microsoft

Microsoft Corporation has adopted the “Performance Culture Model`` as the best12 approach to drive its success. All the critical people metrics are categorized and measured as per the Growth Pyramid shown in Figure 1. The amount of investment made in external and internal surveys is very substantial and projects Microsoft as a leader in this regard across the industry. Some of the categories across which the surveys are done, analyzed, and the results published are mentioned below.

1 Organisation:Organisation size, open positions, line HR ratios 2. Organisation Health: Workgroup Health Index, Microsoft Pulse Index, Microsoft Culture Index 3. Staffing: Hiring stats – types of hires, channel wise hiring stats, positions closed internally, hiring spends, lead time, % of hiring plan, net adds, offer acceptance rates, reasons for offer decline 4.Talent Management: Good attrition, bad attrition, YOY and Qtr‐on‐Qtr tracking, reasons for bad attrition, % retention of high positions, % of promotions, succession panning indicator, succession planning usage 5. Diversity: % of women (target vs. actual), % of women hired, % of women talent losses, reasons for bad attrition, % of women in leadership succession slate, % of Managers and employees completing MS Diversity training programs, % of other diversity hiring 6. Manager Capability: Span of Control, Organisation Depth, % of Managers 7.Learning & Development: Field Readiness Index, number of employees trained on employee development programmes, number of managers trained through management excellence framework (that provides for management development through career events, continuous learning and building connections) 8. Leadership Development: % of leadership hires, % of leadership attrition, succession planning index (% of successors in stages of readiness for a Leadership role) 9. Rewards: % of budget used on rewards

Besides this, they periodically run market surveys to ensure their competitive positioning on compensation.

While tracking the above metrics has shown more robust action planning to improve scores on each of them, there are two that that have made their People Review process much more meaningful ensuring both organisational readiness and talent management. These are the SPI and the SPU:

The Succession Planning Indicator (SPI) that is designed to help measure how well the organisation is positioned with weightings assigned to Ready Now and One Move Away successors for leadership positions

. The Succession Plan Usage (SPU) is an index designed to assess both the quality of the previous years’ succession plans and whether an organisation is effectively leveraging its succession plans when filling open leadership positions. It indicates the percent of leadership team positions that were filled during the past year by someone who was on last year’s succession slate.

In present times of recession15 and organizational restructuring16, what businesses seek of HR is to: a) understand the talent needs of the business b) help develop strategic plans regarding employees c) identify talent issues before they impact the business and d) very importantly, help identify new17 business strategies.

At Microsoft, the HR department is made accountable18 for maximizing the value of their people asset to drive19 business success. Core HR functions, processes and practices are divided among vertical tower structures for

                     Perth Leadership Institute; ‘A Recession’s Role in Leadership Development’; Feb 2008; 4 – 9                     CWL Hill, GR Jones ; 2006; ‘Strategic Management: An Integrated Approach’; 27 – 32                     It is important to envisage and reliably predict any changes that might occur in short and long run which

might affect thebusiness strategy and goals of the organization. HR department is expected to foresee such changes, and accurately prophesize any changes in the present or planned strategy that the business is looking to operate under. This is the premised of HR being a strategic partner of the business when it comes to strategy planning, designing, and implementation

easier and more transparent flow of information. The relatively independent functions also enable the business needs to be more closely aligned and measured from a function unit perspective.

1.Talent Acquisition & Development 2. Management Development 3. Leadership Development 4.Management of the evolution of the Microsoft Culture

At Microsoft, the organizational culture is often termed as facilitative by the management – there are significant investments made in the development of employees, and most current support is provided for optimum career growth. The aim21 is to receive the best talent which is passionate, capable, and growth‐oriented.

Recruitment and Selection: Attracting the Best and the Brightest

Beginning from its initial days, Microsoft has believed in recruiting extremely intelligent staff, favouring intelligence over experience. Co‐founders Bill Gates and Paul Allen shared a preference22 for hiring

extremely intelligent, not23 necessarily experienced, new college graduates dated from Microsoft’s start‐up days. Microsoft’s recruitment strategies reflect their philosophy – Microsoft is an aggressive recruiter and is often the first24 company to offer jobs to elite graduates at campuses and career fairs across the world.

At the beginning, the recruitment strategies at Microsoft included sourcing people from the elite educational facilities such as Harvard, Yale, MIT, Carnegie-Melon and Stanford. Microsoft recruiters would visit these universities “in search of the most brilliant, driven students”. Experience was not required and it was in fact, preferred that new employees had no experience. The selected recruits would undergo a selection process which was focussed more on problem solving and thought‐process & composure‐testing exercises rather than the actual technical interviews. This interviewing process was seen as one which would push the interviewees to the limit of their creative and analytic abilities rather than their familiarity with a computer programming

18 The depth of accountability that Microsoft expects from the HR department is clear from the department‐wise listings of the last month’s layoffs from Microsoft. Out of 8,000 employees whose layoff was announced, nearly 1,400 were from HRdepartment, including Shally Steckerl, then Recruiting Director at Microsoft. In Microsoft’s Press Release dated Jan 22,2009, HR was specifically mentioned in the announcement about layoffs. (Source: John Zappe, ‘HR Getting Cut in Microsoft

D Ulrich, W Brockbank, AK Yeung, DG Lake; 2006; ‘Human resource competencies: An empirical assessment’; 274 – 279

Investment in HR needs to be driven strongly by business needs. Measurement of the impact of HR practices is essential to keep re‐evaluating the areas of investment and aligning them with business needs.

Considering the sheer diversity of areas that Microsoft works in, it is very important for HR to fetch the best talent. The skill requirements at Microsoft are traditionally unique, and call for diverse backgrounds. (Source: Ankur Gupta, Talent Acquisition Manager, Live Search, Redmond, Response dated 12 Feb, 2009)

From the beginning Gates realized that his employees were his greatest assets, shown by his quotes including “it’s the effectiveness of our developers that determines our success” and “take our 20 best people away, and Microsoft will become an unimportant company”.

SL Brown, KM Eisenhardt; 1998; Competing on the Edge: Strategy as Structured Chaos

Source: Placement Offer Data, 2006, 2007 and 2008 – Indian Institute of Technology (IIT). IIT engineering graduates are regularly considered among the best in the world, being offered similar paying positions as their contemporaries at MIT Berkeley and Harvard

language. The importance of hiring the right people is also shown in Microsoft’s ‘n minus 1’ strategy which means less people are employed than are required. This policy reinforces that hiring the right people is more important than hiring just to fill a position.

Microsoft retains the same basic principles as they have expanded but had to change their methods when the number of new employees required could no longer be sourced only from universities. The recruiting practices continue to be active rather than passive, with Microsoft ‘head hunting’ the best staff. These staff are found, monitored and recruited from other companies by over 300 recruiting experts

. These staffs actively recruit suitable employees and focus on the right type of person rather than the right type of skill level. In ‘Human Resource Management: An Experiential Approach’ (Bernadin & Russell) human resources are described as an important source of competitive advantage. Microsoft uses human resources for competitive advantage, basing its success on having the very best25 people in the industry and inspiring them to be the best. It is this that leads to Microsoft’s unique recruitment practices.

What is most crucial here is that Microsoft’s recruitment practices meet its human resource needs. It is an important sign of the focused approach of Microsoft, with its actions always leading towards its ultimate goals. Some important factors to be considered in recruiting staff include that the recruiter should be from the same functional area and that candidates should not be deceived about the negative elements of a job. The interview process at Microsoft reflects this with the new employee being interviewed by the manager. The recruitment process also goes further than just informing the employee about the negative aspects, instead the recruitment process actually tests the employee on the negative26 aspects, putting them under the same type of pressure they would be put under on the job.

Taking advantage of Market Conditions

Microsoft also took advantage of breaking opportunities such as company layoffs; one example is with the AOL down size. The CEO announced27 that when they heard AOL was downsizing Netscape’s operations in the valley, they assembled a team to identify the best talent and go knocking on doors.

Employee Motivation

The key to supporting the motivation of your employee is to understand what motivates each of them. While the recruitment and selection process at Microsoft aims to employ people who will be motivated by the environment they are provided, the HR department at Microsoft takes great care to understand such needsand try fulfilling them for the employees. Opportunity and environment to allow the employees to progress and self develop is a part of the work culture that the HR staff is expected to adhere to. The fit between employee and organization is important to motivation and this is what Microsoft ensures. A study reported in the Journal of Applied Psychology reports that employees working on projects are more

Based on the importance placed on having the best people in the industry, their aggressive ‘head hunting’ techniques can be justified.

This is an effective method, as it can be ascertained, that if the employee is successful in the selection process, they wil be successful within the organization.

efficient when their goals relate to the overall team goals rather than individual goals (Kristof‐Brown). Microsoft ensures that the goals of the organization are understood via its strong culture and by employees being clearly aware of what is required of them.

Motivation can be described as providing a work environment in which individual needs become satisfied through efforts that also serve organizational objectives. Microsoft achieves this by incorporating their goals into their human resource management programs. The people recruited and the systems within the organization all serve to motivate the type of people that Microsoft values.

Employee motivation can also be related to Maslow’s hierarchy of needs theory. This theory has the top level of the needs theory as self‐actualization28 needs, which is a person`s need to be self‐fulfilled. This is exactly what Microsoft provides for its staff and also exactly what it expects, for them to be the very best they can be. The link can also be seen here between the type of people that are employed and what is expected. Microsoft hires the very best people, for these people to achieve self‐actualization they need to be pushed harder than most and given greater opportunity to achieve than most.

Employee Satisfaction and Loyalty

Microsoft attempts to cater to the needs of its employees by recognizing that the majority workforce comprises fresh graduates just out of college. This is the premise29 behind Microsoft setting up its offices as ‘campuses’ rather than plain workspace and parking space setting that was the norm before Microsoft. The environment it provides also includes every employee being free to decorate their office as they please; and the provision of subsidized food and drink.

Employee satisfaction was also afforded by the opportunity for growth, development also occurred by encouraging horizontal transfers, and employees were encouraged to develop themselves by switching jobs. Top management is required to coach30 lower levels and assisting in their development. These practices are designed to increase employee satisfaction and commitment to the organization, while maintaining the same spirit the small company began with.

For many organizations, empowering employees is seen as a relatively new approach to handling and motivating employees – one which requires gradual changes to the corporate government and the work culture. However, in case of Microsoft, it can be seen as an inverted view – wherein the idea of employee empowerment was an inherently intrinsic part of the work culture since its inception.

Maslow describes that the way to achieve this is to “provide people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement”.

Christopher A Bartlett; Microsoft: Competing on Talent; Harvard Business School; 9‐300‐001 Rev July 25, 2001

This program, which was initiated during the early 1990s during the recession, also became known as ‘turning over the keys’. The premise at that time was to retain the talented employees and keep them motivated by offering them new areasof learning and self development. In the hindsight, however, this was a unique exercise of employee empowerment andsuccession planning, where the mentor would teach the protégé the skills and fineries of a position before moving on to thenext position and leaving a worthy successor.

Three aspects of tasks that affect job satisfaction are job complexity, degree of physical strain and perceived value of the task. Microsoft manages31 this by providing the high complexity high achievers require and by ensuring the perceived value of the task is high. This high value is communicated via the high‐achieving culture the company maintains.

Employee Rewards: The Options driven Engine

As an organization, Microsoft still follows the firm belief of its followers in linking employee ownership with employee motivation and retention. Critical to this is the link between individual performance and reward, with semi‐annual performance reviews linked to pay increases, bonus awards and stock options. The formal32review system also includes more common evaluations by managers to ensure no unexpected deviations. The system also includes the process of employees evaluating themselves, these self‐evaluations then being sent to the manager who does their own evaluation. The employee and manager then meet to discuss the review.

Stock options awards are based on whether the employee is considered a long‐term asset of the

company and awarded on this basis. This is an important symbol of Microsoft’s commitment to retaining good employees. In ‘Ideas That Will Shape the Future of Management Practice’ (Bohl, Luthans, Hodgetts & Slocum) human resources is described as being the way of the future with it being argued that we will see a more mature articulation of the importance of people as a firm’s only sustainable competitive advantage. The change is described as giving high reward for high performance with the focus on a partnership. Microsoft recognizes the importance of its people and this is reflected in the reward systems, in the sense that not only current achievements are rewarded but also rewarded are stocks to those employees that are seen as valuable future assets of the company. This can be seen as a prime example of the focus on a partnership that Microsoft aims to foster with its employees.

Important to the reward system is also the fact that there are two reward paths available, one for those following the technical path and one for those following the management path. The skills of employees can be divided into three areas: conceptual skills, human skills and technical skills. Typically, conceptual skills become more required and technical skills less required as one moves up the corporate ladder. Microsoft is a company valuing technical skills, due to the nature of its product. In most organizations, employees with conceptual skills would be rewarded by moving up the corporate ladder, while those with technical skills would not advance. Microsoft, however, offers two advancement paths – allowing those with technical skills to advance as technical experts, just as those with conceptual skills advance as managers.

Reward systems are an important part of organizational culture; they communicate to employees what is valued by the organization (Robbins, Bergman & Stagg 84). By having these two reward systems, Microsoft effectively

This issue can also be looked at in terms of an employee’s role. There are three factors associated with roles – role ambiguity, role conflict and role overload. Role ambiguity is kept low by Microsoft because of the consistency in the cultureand in what is required; role conflict is also kept low due to clear goals and objectives; Role overload is kept high, withemployees pushed to their limits. In most organizations this would be a concern, but Microsoft’s awareness of this meansthat they specifically seek employees who will react well with role overload.

In terms of performance, employees are measured against specific measurable goals, usually termed as SMART goals under Organizational Behaviour Terminology‐ Specific, Measurable, Attainable, Results‐based, and Time‐bound

communicates that both sets of skills are valued. This is also an important sign of Microsoft’s consistency. They recruit people for technical ability and so not rewarding for it would be dissatisfying to employees.

Growth & Acquisitions

During its lifetime, Microsoft has pursued an aggressive policy of take‐overs and acquisitions. This shows that as an organization, Microsoft is ready to adapt quickly to market conditions in order to appeal to its consumers. The company has carried out over 60 acquisitions in the last fifteen years. Its 1999 acquisition of Hotmail reflected its strong belief in the business and HR strategic need to deliver high quality services to its customers, even in the face of strong competition. The approach has allowed the company to acquire competencies it may have lacked if it had followed a strategy of internal development, and allowed it to bring high quality products to market within a relatively short timeframe.

Concurrently, Microsoft has strongly pursued a policy of internal development, placing a high level of emphasis on research and development. The company state in its January 2009 quarterly report that the

concept of service‐oriented, customized, and integrated innovation was key to strategy, which aims to deliver even greater value to customers. Hence, Microsoft has invested a great deal in product and service development.

HR POLICIES OF WIPRO

INTERNAL PEOPLE MANAGEMENT

current hr policies

ANNUAL LEAVEvery employee will get an annual leave of 30daysand if more than thirty days is taken than leave willbe deducted from the next year.

ANNUAL SICK DAYSIn a year 5 days are given as leave for sick days, if more than five days are taken a certain amount will be deducted from the salary.

training and development

A Person who join Wipro with less than one year experience works as developer for a couple of project to learn and develop the various developing software program.Training is provided as per required.Wipro leaders program.

recognition and reward

                     Wipro Hall of Frame

                     Mastermind

                     Thanks a zillion

                     Dear boss

EDUCATION

Learning through internet is provided.Education tie-ups :It provide (PGSM)Post Graduate SoftwareManagement program.It also give middle management course for 5 weeks.It also provide distance learning.

BENEFITS OFFERED

Medical assistance program.

Interest free loan is also provided.

It providesWipro Employee Stock Option Plan(WESO)allows wipro to make employee share withthem and reward the success.

It providecredit cardsfor the employee as per thepolicy.

WIPRO AS AN ENJOYABLE EXPERIENCE

RIGHT BALANCE BETWEEN WORK AND FUN

FORMAL AND CASUALS DRESS ARE ALLOWED

FEEDBACK ARE CONVERTED INTO ACTION

EQUAL EMPLOYMENT OPPORUNITY POLICY

Employment is based solely on qualification andcompetencies.

It ensures that there is no discrimination onreligion, caste, race, color, national origin, maritalstatus etc.

EXTERNAL PEOPLE MANAGEMENT

wipro bpo human resource services

Wipro believes that the HR processes and systems and the policiesand procedures which support them are an integral part of HRstrategies and are vital to the success of any organization. Wiprooffers an enduring partnership aimed at providing an enrichingexperience for all key customers.

Wipro BPO aim to provide a delightful employee experience bycutting edge know-how HR, communication practice andtechnology.

Wipro BPO aims at a client centric delivery model to provide themost suitable solution for each of the client