hr practices & process of performance

8/9/2019 HR Practices & Process of Performance

1/86

A

RESEARCH PROJECT REPORT

ON

Management of human resources and industrial re

Appraisal

Submitted for the partial fulfillment towards the award of the degree

MASTER OF !S"NESS A#M"N"STRAT"ON

OF MAHAMA$A TECHN"CA% !N"&ERS"T$

Su'mitted '( ) &aishali &erma

Roll no) *+*,,-++.-

/atch)0+*+10+*02

!nder the super3ision of)

#r4 5!N6AR &"5RAM S"N7H

Noida "nstitute Of Engineering 8 Technolog(/N"ET2

*9: 5no;ledge par


2/86

#EC%ARAT"ON

Myself &A"SHA%" &ERMA student of MBA here by declared that the Research Project Report entitled

>ST!#$ OF HR PRACT"ES AN# PROCESS OF PERFORAMANCE APPRA"SA%? is completed

and submitted under the guidance of #r4 54&4S"N7H :Assistant /N"ET: 7reater Noida2 is my original

work. The imperial finding in this report is based on the data collected by me. ha!e not submitted this

project report to Mahamaya Technical "ni!ersity or any other "ni!ersity for the purpose of compliance of

any re#uirement of any e$amination or degree.

#ATE) &A"SHA%" &ERMA

P%ACE) MA @th sem

RO%% NO)*+*,,-++.-

2


3/86

AC5NO6%E#7EMENT

An indi!idual alone cannot do project of this scale. take this opportunity to e$press my acknowledgement

and deep sense of gratitude to the indi!iduals for rendering !aluable assistance and gratitude to me. Their

inputs ha!e played a !ital role in success of this project.

e$press my sincere thanks to my project guide #r454&4Singh: Assistant /N"ET2: #r4 #ilip Singh: Head

of #epartment1MA/N"ET2 for their generous support% constant direction and mentoring at all stages of

project.

take this opportunity to thank all persons% customers who spared their precious time to pro!ide me with

!aluable inputs for project without which it would ha!e not been possible.

firmly belie!e that there is always a scope of impro!ement.

welcome any suggestions for further enriching the #uality of this report.

&aishali &erma

#ate) MA /@th sem2

*+*,,-++.-

3


4/86

TA%E OF CONTENT

CHAPTER *) "NTRO#!CT"ON

• ntroduction &

• Methodology '

• (imitations )*

CHAPTER 0) A PROF"%E OF OR7AN"SAT"ON

+istory ),

Product )-

ision and Mission )/

CHAPTER ,) THEOR"T"CA% FRAME6OR5 OF TOP"C

Meaning ,)

About the +R Practices ,0

About the project ,0

1efinition of +RM ,-

Research Methodology -'

4


5/86

CHAPTER @) ANA%$S"S AN# "NTERPRETAT"ON

• Analysis 2,3&*

• nterpretation

CHAPTER .) CONC%!S"ON AN# F"N#"N7S

• 4ey (earning of the project &0

• 5bser!ations and 6indings &7

• Recommendations &-

• (imitation &2

"%"O7RAPH$ -

ANNEB!RE -91.

5


6/86

CHAPTER *

"NTRO#!CT"ON

CHAPTER *

*4* "NTRO#!CT"ON

6


7/86

The importance of personnel management is being increasingly reali8ed in industrial and non3

industrial organi8ation both in ndia and abroad. The reali8ation has come about because of

increasing comple$ity of the task of managers and administrators. n most organi8ations the

problems of getting the competent and rele!ant people% retaining them% keeping up their moti!ation and

morale% and helping them to both continuously grow and contribute their best to the

organi8ations% are now !iewed as the most critical problems.

So with this reference the project titled Stud( of Stud( of HR practices 8 process

of Performance Appraisal has been conducted% based on the primary research in "ltratech 9ement

(imited% RM9 1i!ision has been prepared to get a better insight into the management practices

adopted by "T9( with reference to +R Policies prepared by the +R department in organi8ation. t

emphasi8es on the importance of a clear cut organi8ation structure and culture to a!oid any

confusion in order to achie!e ma$imum result with minimum resources.

The project is aimed to co!er ma$imum knowledge of the +R practices followed in the

organi8ation and how the performance is e!aluated of employees% what primary factors are

considered % how data is maintained and finally the e!aluation done. +ere the +R practices of the

company ha!e been e$plained to understand how the company follows these practices and the

performance appraisal process adopted. The practical knowledge has been gained mainly by

obser!ing all the acti!ities taking place in the +.R. department. This is a brief study done to ha!e

understanding of the subject +.R.% how it is practically implemented% why it is necessary% its

implications : the benefits.

7


8/86

;ith reference to the +R Practices brief knowledge has been gained how the Recruitment cycle

functions% Selection done% Training 9alendar prepared% what does compensation : cost to

company means and the steps of performance appraisal.

*40 METHO#O%O7$

>Research Methodolog( is the science of methods for conducting research ;or


9/86

The non 3probability respondents ha!e been researched by selecting the person who help the in!estors

in doing the trading in trading market. who act as a mediator between customer and seller. i.e broker or

sub broker.

A research design is the arrangement of conditions for collection and analysis of the data in a manner

that aims to combine rele!ance to the research purpose with economy in procedure. Research design is

broadly classified into three types as

•


10/86

• The time period is short

•


11/86

CHAPTER 0

A PROF"%E

OF THE

OR7AN"AT"ON

CHAPTER 0

11


12/86

04* H"STOR$

Aditya Birla >roup is ndia?s first truly multinational corporation. The group has an annual

turno!er of "S@ ,7 billion and has o!er )%**%*** employees belonging to o!er ,- different

nationalities on its rolls.

Aditya Birla >roup has its presence in ,* countries

ndia% Thailand% (aos% ndonesia% Philippines% ermany% +ungary% Bra8il% taly% 6rance% (u$embourg% Swit8erland% Malaysia and 4orea.

7lo'all( the Aditya Birla >roup is

C A metals powerhouse% among the worldDs most cost3efficient aluminium and copper producers.

+indalco% from its fold% is a 6ortune -** 9ompany. t is also the largest aluminium rolling

company and one of the 0 biggest producers of primary aluminium in Asia.

n ndia

C A premier branded garments player.

C The ,nd largest player in !iscose filament yarn.

C The ,nd largest in the 9hlor3alkali sector.

C Among the top - mobile telephony companies.

12


13/86

Hindalco)

t has established been in )/-'% +indalco deals in Aluminium and 9opper and is an industry leader in

both. +indalco is the world?s largest aluminium rolling company and one of the biggest

producers of primary aluminium in Asia. ts copper smelter is today the world?s largest custom

smelter at a single location. n ,**&% +indalco ac#uired Eo!elis and in the process became the

world?s largest aluminium rolling company and one of the biggest producers of primary aluminium

in Asia% as well as ndia?s leading copper producer.

Adit(a irla Nu3o) Aditya Birla Eu!o is a di!ersified business conglomerate with interests in

!iscose filament yarn F6GH% carbon black% branded garments% fertili8ers% te$tiles and insulators.

Aditya Birla Eu!o% through its subsidiaries and joint !entures has made forays into life insurance%

telecom% business process outsourcing FBP5H% T ser!ices% asset management and other financial

ser!ices.

!ltra Tech Cement) The >roups cement business is under both >rasim and "ltraTech cement.

Together the two companies under the group account for a substantial share of the cement market in

ndia.

"ltraTech cement comprises the erstwhile cement business of (:T which was ac#uired by the

group."ltra Tech 9ement manufactures and markets 5rdinary Portland 9ement% Portland Blast

6urnace Slag 9ement and Portland Po88olana 9ement. t is the country?s largest e$porter of

cement clinker. ts e$port market includes countries around the ndian 5cean% Africa%


14/86

7RAS"M "N#!STR"ES %"M"TE# is the flagship company of Aditya Birla >roup. >rasim

itself is a multi3product company with cement being the major area of focus. Eow a day the

cement di!ision of the >rasim industries (imited works under the banner of the "ltratech 9ement

limited F"T9(H. n August )//'% >rasim ac#uired the well3known 1harani 9ements (td situated at

Reddipalayam% Perambalur 1istrict. Soon after the ac#uisition% >rasim embarked on a most

prestigious project of one million top capacity cement plant at the e$isting locations.

14


15/86

040 PRO#!CT

REA#$ M"B CONCRETE

9oncrete is a hardened building material created by combining a binder i.e. cement Fcommonly

Portland cementH% aggregate Fgenerally gra!el and sandH% water and admi$tures. Although people

commonly use the word cement as a synonym for concrete% it is only one of se!eral components in

modern concrete. As concrete dries% it ac#uires a stone3like consistency that makes it ideal for

constructing roads% bridges% water supply and sewage systems% factories% airports% railroads%

waterways% mass transit systems.

9oncrete is used more than any other man made material on the planet. t was in )',7% when

Ioseph Aspdin and saac 9harles Iohnson refined synthetic cement that Portland cement came into

e$istence. +owe!er% it was not widely used until ;orld ;ar % when se!eral large docks and

bridges were constructed.

Today% different types of concrete are categori8ed according to their method of installation. Ready or

pre3mi$ed concrete is batched and mi$ed at a central plant before it is deli!ered to a site. This type

of concrete is sometimes transported in an agitator truck and is also known as transit3mi$ed concrete.

Shrink3mi$ed concrete is partially mi$ed at the central plant and its mi$ing is then completed en

route to the site.

The making of concrete is a science as well as an art. Science because the right proportions of all the

ingredients as per the standard Bureau of ndian Standards FBSH code assures the desired strength

and durability. And an art because it is not just the accurate proportioning which determines

the #uality of concrete% but the way it is mi$ed% placed% compacted% cured and protected also play a

great role.

15


16/86

"ltraTech 9oncrete makes good concrete better because the company takes e$tra care to make sure

it is perfect both ways J proportion wise and handling wise. To ensure #uality% each and

e!ery sample of concrete passes through stringent tests in fresh and hardened state to ensure

strength% durability and performance.

Ho; does !ltraTech Concrete ma


17/86

for si8e% shape% gradation% impact !alue and crushing !alue etc.

Fine aggregate

Sand% the fine aggregate used in concrete must be free from silt% clay% salts and organic materials to

pre!ent shrinkage cracks% which affect the concrete #uality and durability

"ltraTech 9oncrete directly purchases sand from selected and appro!ed suppliers tested for

moisture content. To maintain the correct water3cement ratio% "ltraTech 9oncrete plants use

moisture sensors and an automatic water correction procedure.

6ater

Potable water% free from impurities such as oil% alkalies% acids% salts% sugar% organic materials is

ideal for concrete. "ltraTech 9oncrete uses water tested at fre#uent inter!als and uses water

purifiers whene!er necessary.

Admiture

Admi$tures used in concrete during mi$ing ensures its workability Fthe ease of placing of concrete in

mouldsH and the setting time is carefully chosen from reputed companies. The workability is

measured for e!ery batch through the slump cone and is controlled using a scientific method of

dosing. "ltraTech 9oncrete is e#uipped with computeri8ed batching and mi$ing plants to strictly

monitor the #uality of the concrete. t uses a computeri8ed recipe for the raw mi$ design Fcement

sand coarse aggregate water admi$tureH and #uantities of raw materials are weighed

automatically as per the design mi$. The water3cement ratio% !ery important to satisfy the strength and

17


18/86

durability criteria of concrete% is pre3designed through a scientific mi$ design as per the BS

standards and kept constant throughout to maintain the consistency in #uality for a particular mi$.

Mi$ing is generally done through high efficiency pan mi$ers Fmachine mi$ers K turbo mi$erH to

ensure uniform and consistent #uality concrete.

Transportation

The transport of concrete from its place of mi$ing to the deli!ery point is !ery critical% as there is

possibility of the concrete drying out and losing its workability and plasticity.

"ltraTech 9oncrete transports concrete from its ready mi$ concrete plants to the site through transit

mi$ers. 6ur ther% the concrete is pumped to the actual point of concreting using high efficiency concrete

pumps% thus maintaining the homogeneity of the concrete throughout the transit till the final deposition.

Placing the concrete is e$pedited scientifically by speciali8ed deli!ery

trucks. Lualified and e$perienced engineers monitor the entire operation.

t is anchored by an e$traordinary force of )**%*** employees% belonging to ,- different nationalities.

n ndia% the >roup has been adjudged >The est Emplo(er in "ndia and among the top 0+ in Asia?

by t he +ewitt3


19/86

04, &"S"ON AN# M"SS"ON

"ltratech 9ement (td is ha!ing its own !ision% mission and !alues.

&ision of th e comp an()

To be a premium global conglomerate with a clear focus on each business.

Mission of the comp an()

To deli!er superior !alue to the customers% shareholders% employees and society at large.

&alu es of the comp an ()

People contribute when they relate to an organi8ation and they relate% when they understand the

organi8ation. People understand an organi8ation through its !alues by e$periencing the culture that

!alues create and by using the systems and processes that !alues define. n large organi8ations% such

shared understanding cannot be created through leadership of indi!iduals alone it re#uires

leadership of principles% of beliefs% of con!iction4 "ntegrit(: Commitment:Passion:

Seamlessness: Speed4 These together constitute what they call their >&alue?4

19


20/86

CHAPTER ,

THEOR"T"CA%

FRAME6OR5 OF TOP"C

20


21/86

CHAPTER ,

,4* MEAN"N7

H R P R AC T "C E S

The success of any business depends as much on appropriate% effecti!e% well3communicated% +R and

business practices as it depends on meeting the re#uirements of mandated laws and

regulations. n fact% good planning and the de!elopment of effecti!e practices make regulatory

compliance much easier.

+R practices helps in increasing the producti!ity and #uality% and to gain the competiti!e

ad!antage of a workforce strategically aligned with the organi8ationDs goals and objecti!es.

5 P"Gs FOR H R PR ACT "CES

Some of the


22/86


23/86

,40 OJECT"&ES OF HR PRACT"CES

The main objecti!e of +R Practices is to differentiate the organi8ation from its competitors by

effecti!e and efficient +R Practices. By following this% the organi8ation does its whole work

process. The objecti!e of +R Practices is to increase producti!ity and #uality% and to gain the

competiti!e ad!antage of a workforce strategically aligned with the organi8ationDs goals and

objecti!es.

As The Transparent +R practices can reduce attrition% Because3

Transparent +R practices ensure continuous business growth in e!ery organi8ation.

t gi!es the suitable working en!ironment to the employees.

The success of company moti!ates the employees of organi8ation to continue relationship with it.

As all the employees Perks chart has been mentioned according to their designation in the +R

practices% it helps the employees to know what their perks charts are. So it creates a transparency.

,4, AO!T THE P ROJ E CT

As we know the whole function of +R department depends upon the +R Practices of the

organi8ation. The +R management is done according to the +R Practices of the company. ;hich

things to be done and which things should not be done depend upon this only. t also helps the

organi8ation to achie!e the target of the organi8ation.

The +R policies of the organi8ation ha!e been mentioned in the +R Practices. All the rules :

regulations for the employees ha!e been also mentioned in this. All the welfare of the employeesD

23


24/86

processes is also mentioned in this.

So the study of the +R Practices means basically the brief study of all +R functions in the

organi8ation. belie!e the +R Practices is a !ital part of an organi8ation% which helps the

organi8ation to achie!e the goal of the organi8ation.

All companies are ha!ing their +R Practices but the company who is ha!ing the best% is the most

successful company among its competitors. So the company can get success within its competitors by

applying best% effecti!e +R Practices.

The main objecti!e of the project is

To understand the +R practices followed : Process of Performance Appraisal.

To know what are the uses of +R practices for any organi8ation.

+ow these +R Practices help any organi8ation to know its stand in the market and to be

competiti!e by implementing good +R Practices for their employees.

To understand how the organi8ation would achie!e its goals by implementing good +R

Practices.

To understand the work culture of the organi8ation.

+R function is !ery important in e!ery organi8ation. t helps the organi8ation to manage not only the

people of the organi8ation but to manage all the working processes in it also. +R is

management function that helps managers to recruit% select% train and de!elop members for an

organi8ation. 5b!iously +R is concerned with the peopleDs dimensions in organi8ations. +R refers to

set of programs% functions% and acti!ities designed and carried out.

24


25/86

H R PRACT"CES !%TRATECH C EMENT/RMC #&"S"ON2


26/86


27/86

"NTERNA% F AC TO R S E B TERNA% F AC T O RS


28/86

recruitment% campus recruitment% and e$ecuti!e search is le!eraged to meet up to the changing

needs of the organi8ation.

n todayDs rapidly changing business en!ironment% organi8ations ha!e to respond #uickly to

re#uirements for people. +ence% it is important to ha!e a well3defined recruitment policy in place%

which can be e$ecuted effecti!ely to get the best fits for the !acant positions. Selecting the wrong

candidate or rejecting the right candidate could turn out to be costly mistakes for the organi8ation.

04Sel ecti o n

t is one area where the interference of e$ternal factors is minimal. +ence the +R department can

use its discretion in framing its selection policy and using !arious selection tools for the best result.

Recruitment of staff should be preceded by

An analysis of the job to be done Fi.e. an analytical study of the tasks to be performed to determine

their essential factorsH written into a job description so that the selectors know what physical and

mental characteristics applicants must possess% what #ualities and attitudes are desirable and what

characteristics are a decided disad!antage.


29/86

;here the organi8ation does its own printed ad!ertising it is useful if it has some identifying logo

as its trade mark for rapid attraction and it must take care not to offend the se$% race% etc.

antidiscrimination legislation either directly or indirectly. The form on which the applicant is to

apply Fpersonal appearance% letter of application% completion of a formH will !ary according to the

posts !acant and numbers to be recruited.

nter!iewing can be carried out by indi!iduals Fe.g. super!isor or departmental managerH% by

panels of inter!iewers or in the form of se#uential inter!iews by different e$perts and can !ary

,4 P erfo rma n ce Ma n ag em en t S( stem

t is a structured method of formally and objecti!ely e!aluating employeesD performance with

respect to their objecti!es. t addresses the issue of an employeeDs de!elopment by pro!iding them

with structured and in3depth analysis of strengths and areas of impro!ement. t pro!ides with input

for annual increments% training and de!elopment.

6or an organi8ation the aim should not be just to ha!e the best people% but also to retain them and

get best out of them.


30/86

An effecti!e Performance Management System should achie!e the following

). Re!iew the employment cycle of e!ery employee%

,. Beginning with the recruiting process%

0.


31/86

1ocument +R decisions with regards to performance : its related issues.

1etermine promotion of employees.

1etermine increment in pay of employees.

1etermine transfer : change in job assignments.

1etermine retention or termination.

1ecide on layoffs.

1ecide need for training

1ecide salary : related issues.

For #e3elopment1

Pro!ide performance feedback to all concerned.

dentify indi!idual skills% core competencies% strength : weaknesses.

Assist employees in setting goals.

dentify training needs.

31


32/86

Method emplo(ed 1

Ra tin g 8 Co n tr i'u t i on

Ma n ag e m e n t ' ( O' ec ti3 e s / M O23

Ad!anced by Peter 6. 1rucker% way back in )/-7. 1uring last decade about -* organisations ha!e

adopted MB5 in work settings.

MB5 is a process whereby superior : subordinate managers of an organi8ation jointly identify its

common goals% define each indi!idualDs major areas of responsibilities in terms of results e$pected

of him : use these measures of guides for operating the unit : assessing the contribution of its

members.

The MB5 focuses attention on participati!ely set goals that are tangible% !erifiable: measurable.

The superior : subordinates jointly determine goals to be considered during appraisal period :

what le!el of performance is necessary for subordinates to satisfactorily achie!e specific goals.

1uring performance appraisal period the superior : subordinates update : alter goals as necessary

due to changes in business en!ironment.

f not achie!ed identify reasons for de!iation.

S$STEM of Performance Appraisal I

aH


33/86

gH 6ollow up

PRO%EMS1

Rating biases3


34/86

Mainly the performance management of "T9( is done by online system includes the following

basic processes

). Annual goal setting

,. Mid year re!iew

0. Annual performance re!iew

*4Annu al go al setting

n the month of AprilKMay e!ery year% after the annual planning and budgeting rounds% all teams

identify their 4RADs and goals for the forthcoming financial year. This process occurs by offline.

Then the employees fill their goal setting document in the Poornata system% listing the 4RADs%

>oals% Measurement 9riteria% Assigning ;eightage and due date for completion of specific goals

as already discussed offline.

Then they notify the same to their managerKimmediate super!isor and await

appro!al.

The manager recommends any changes if re#uired or else appro!es the goals set in the

document.

The appro!al of the goals set by the managers completes the goal setting process. The appro!ed documents will be then a!ailable to the employees as well as their managers for

the reference throughout the year. These documents can also be !iewed by managerDs.

04 Mid $ear Re3i e; )

Mid year re!iew of goals set at the beginning of the financial year held on the months of

5ctoberKEo!ember e!ery year.

The mid year re!iew generally initiated by the manager.

The main focus of the mid year re!iew is to check if the goals set at the beginning of the year are

rele!ant or if they need to be re!ised or updated.

34


35/86

The mid year re!iew is also an opportunity for the manager and his team members to identify

and discuss about any performance issues and initiate correcti!e action for the same.

The mid year re!iew does not entail any ratings.

,4 Annu al Perf or man ce re3i e;

The annual performance re!iews against goals set and achie!ed held during the months of April3

May e!ery year.

The employee completes his self3re!iew Kappraisal against goals set% online in the Poornata

system and submits the same to his manager for re!iew.

The manager then discuss the performance of the employee with himKher off3line% gi!e him

feedback on his performance and capture his own comments and performance ratings against goals

and o!erall ratings in the managerDs e!aluation form.

The manager also discusses the employeeDs performance as well as rating with the managerDs

manager Fre!iewerH and sends the document to the +R department for further processing.

@4 Trainin g and # e3 elop mentThe needs of indi!idual are objecti!ely identified : necessary inter!entions are planned for

identified groups% which get rolled out in a phased manner through training calendar.

The training and de!elopment program is charted out to co!er the number of trainees% e$isting staff

etc. The programs also co!er the identification of resource personnel for conducting de!elopment

program% fre#uency of training and de!elopment programs and budget allocation. Training and

de!elopment programs can also be designed depending upon job re#uirement and analysis.

Selection of trainees is also facilitated by job analysis.

The company has a strong focus on manpower training according to their re#uirements. The

internal training department aims at impro!ing the skill sets rele!ant to the work profile of

employees.

35


36/86

The design of the training program can be undertaken only when a clear training objecti!e has

been produced. The training objecti!e clears what goal has to be achie!ed by the end of training

program i.e. what the trainees are e$pected to be able to do at the end of their training. Training

objecti!es assist trainers to design the training program.

T r a ining #e s ig n1

The trainer Before starting a training program% a trainer analy8es his technical% interpersonal%

judgmental skills in order to deli!er #uality content to trainers.

The trainees A good training design re#uires close scrutiny of the trainees and their profiles.

Age% e$perience% needs and e$pectations of the trainees are some of the important factors that

affect training design.

Training climate A good training climate comprises of ambience% tone% feelings% positi!e

perception for training program% etc.

Trainees learning st(le The learning style% age% e$perience% educational background of trainees

must be kept in mind in order to get the right pitch to the design of the program.

Training strategies 5nce the training objecti!e has been identified% the trainer translates it into

specific training areas and modules. The trainer prepares the priority list of about what must be

included% what could be included.

Training topics After formulating a strategy% trainer decides upon the content to be deli!ered.

Trainers break the content into headings% topics and ad modules. These topics and modules are

then classified into information% knowledge% skills% and attitudes.

Seuence the contents 9ontents are then se#uenced in a following manner

C 6rom simple to comple$

C Topics are arranged in terms of their relati!e importance

36


37/86

C 6rom known to unknown

C 6rom specific to general

C 1ependent relationship

Training tactics 5nce the objecti!es and the strategy of the training program becomes clear%

trainer comes in the position to select most appropriate tactics or methods or techni#ues. The

method selection depends on the following factors

C TraineesD background

C Time allocated

C Style preference of trainer

C (e!el of competence of trainer

C A!ailability of facilities and resources% etc

NTraining : 1e!elopment is any attempt to impro!e current or future employee performance by

increasing an employeeDs ability to perform through learning% usually by changing the employeeDs

attitude or increasing his or her skills and knowledge.

MEAN"N7 OF TRA"N"N7 AN# #E&E%OPMENT ACCOR#"N7 TO !TC%1

The need for Training and 1e!elopment is determined by the employeeDs performance deficiency%

computed as follows.

Training : 1e!elopment Eeed Standard Performance Actual Performance

Training) Training refers to the process of imparting specific skills. An employee undergoing

training is presumed to ha!e had some formal education. Eo training program is complete without

an element of education. +ence we can say that Training is offered to operati!es.

#e3elopment) 1e!elopment means those learning opportunities designed to help employees to

grow. 1e!elopment is not primarily skills oriented. nstead it pro!ides the general knowledge and

37


38/86

attitudes% which will be helpful to employers in higher positions.


39/86

To anticipate future skill3needs and prepare employee to handle more challenging tasks

To prepare for possible job transfers

" denti ficatio n of Trai ni ng Needs /Methods 2

ndi!idual Training Eeeds dentification

). Performance Appraisals

,. nter!iews

0. Luestionnaires

7. Attitude Sur!eys

-. Training Progress 6eedback

2. ;ork Sampling

&. Rating Scales

39


40/86

7 r o up % e 3 e l T r a in ing Needs " den t i f ic a t i o n

). 5rgani8ational >oals and 5bjecti!es

,. Personnel K Skills n!entories

0. 5rgani8ational 9limate ndices

7.


41/86

7. 1iagnosis of causes of performance deficiencies can be done.

.4 Talent Management

41


42/86

t is a holistic and systematic process% across the group. t is built on the work done so far on

people processes% and has a Talent dentification and Talent 1e!elopment Strategy for all the 0

le!els of management i.e. Senior% Middle : Iunior Management. This is facilitated by

1e!elopment Assessment 9enter followed by ndi!idual 1e!elopment Plan% enabling planned

succession and career management.

;ith businesses going global and competition becoming intense% there is mounting pressure on

organi8ations to deli!er more and better than before. 5rgani8ations therefore need to be able to

de!elop and deploy people who can articulate the passion and !ision of the organi8ation and make

teams with the energy to perform at much higher le!els.

Talent management is a key business process and like any business process takes inputs and

generates output.

Talent management is a professional term that gained popularity in the late )//*s. t refers to the

process of de!eloping and fostering new workers through onboarding% de!eloping and keeping

current workers and attracting highly skilled workers to work for your company. Talent

management in this conte$t does not refer to the management of entertainers.

42


43/86

9ompanies that are engaged in talent management Fhuman capital managementH are strategic and

deliberate in how they source% attract% select% train% de!elop% promote% and mo!e employees through

the organi8ation. This term also incorporates how companies dri!e performance at the indi!idual

le!el Fperformance managementH.

The term talent management means different things to different people.

• To some it is about the management of high3worth indi!iduals or Nthe

talentedQ.

• To others it is about how talent is managed generally 3 i.e. on the assumption that all

people ha!e talent which should be identified and liberated.

Talent management decisions are often dri!en by a set of organi8ational core competencies as well

as position3specific competencies. The competency set may include knowledge% skills% e$perience%

and personal traits Fdemonstrated through defined beha!iorsH

=4 Jo' Anal(sis 8 E3aluation

t is broadly categori8ed in two parts. Iob Analysis is a process to understand the job% identify and

disaggregate the acti!ities% competencies and accountabilities associated with the job. t definesand clusters the task re#uired to perform the job. t also clarifies boundaries between jobs. The

output of Iob Analysis e$ercise is referred to as job description.

43


44/86

.

NIob Analysis is a process of studying and collecting information relating to operations and

responsibilities of a specific job. The immediate products of this analysis are Iob 1escriptionD and

Iob SpecificationsD.Q

NIob Analysis is a systematic e$ploration of acti!ities within a job. t is a basic technical procedure

that is used to define duties and responsibilities and accountabilities of the job.Q

44


45/86

NIob is a collection of tasks that can be performed by a single employee to contribute to the

production of some product or ser!ice% pro!ided by the organi8ation.


46/86

"T9(Ds People Soft


47/86

t also helps them to do the reporting to the concerned person.

They can also fill their problems which they face during their work and send to their

departments.

n this way Poornata helps not only the managers but the employees

also. Poornata F


48/86

position% or a new position may need to be created corresponding to the new combination of the

attributes.

Any indi!idual who occupies a position will inherit the abo!e3mentioned attributes of the position.

A position is thus specific and particular opening in the organi8ation% as opposed to job codes%

which are more generic in nature. Iob codes reflect the job points of the jobs across the

organi8ation% whereas a position number reflects a specific job description in the organi8ation.

Poornata helps and gi!es hints and warns the user the important information he must know

about the Poornata system.

t pro!ides the additional information to assist the user : pro!ide key

information.

t also tells the fre#uently asked #uestions with respect to hiring

employees.

t also shows the common error and warning messages that the user may get at the time of

hiring. t needs the information about regarding these


49/86

A position corresponds to a specific !acancy in the organi8ation. +ence a position should be

created in Poornata% only when a new !acancy has arisen in the organi8ation% and the appro!al for

the same has been obtained offline.

5nly after the offline appro!al has been obtained% should the position be created in the system% i.e.

only pre3appro!ed positions should be entered in to the system.

04 "pdating The information for e$isting positions

6rom time to time the user should update the information for an e$isting position.

Typical situations are when

The position attributes or the appro!ed ma$ headcount for the position has changed.

The position no longer e$ists.

5rgani8ational Restructur ing.

1irect +ire Process

t helps in doing the directly hiring an employee by Poornatasystem.

ntroduction The direct hiring process in!ol!es an employee being directly added to the Poornata

system that is the situation where his information doesnDt e$its as applicant in the Poornata system.

An employee on joining the group would fill up the joining check list and the related forms as per

the unit policy. The +R administrator would then hire him into the system by capturing his

rele!ant information with respect to his personal job compensation% #ualifications and dependentsD

information.

The hire action will be used to capture the e!ent of the employeeDs joining the organi8ation. There

can be either of two reasons for hire

49


50/86

Ioining the AB> This will reflect the situation where an employee joins a unit of the AB>

group directly.

Ioining the ac#uired company This will reflect the situation where an employee had joined

an organi8ation% which was subse#uently ac#uired by AB>.

>oing forward the action of joining the ac#uired company will be used to enter the data of those

employees from the non3management cadre mo!ing into the management cadre who had

originally joined a company that was ac#uired by AB>.

4 Compensation Philosoph( Of The Compan(

t is an outcome of what the 5rgani8ation would like to pay for% which is determined by e$ternal

and internal factors. All the processes are aligned to reinforce the philosophy. The company !iews

compensation not only as something that reflects on the pay slip or in the 9T9 F9ost To 9ompanyH

but also they are concerned about o!erall employee well being though they may not put any

monetary !alue on items like Scholarships% 9lub membershi p% Retirement benefit% +ealth and

Accident co!erage.

The >roupDs approach towards !arious aspects of compensation focuses on

C Pay for performance Fariable PayH

Rewards stretch performance which is linked to business% team and indi!idual results

C 9ompensation increase

Pay for the job

nternal e#uity based on contribution to the organi8ation

C


51/86

Parameters beyond compensation head countK le!elK reporting

ndi!idual profile and performance

To be market aware% not blindly follow market practices

Three major terms used in the companyDs compensation

*4 F i e d Cos t) t is the fi$ed component of the salary that is committed to an employee and is paid

on monthly annually basis. This includes base salary% all perks and reimbursements and retrials

such as P6% >ratuity and Superannuation.

04 &a r ia 'le P a() This is the !ariable component% payout of which is contingent on Business%

"nitKone and ndi!idual performance. Targets for the year will be fi$ed and communicated at the

beginning of e!ery performance year

,4 Cost t o C o m p a n ( This is a sum of 6i$ed 9ost and ariable

Pay.

9T9 is decided based on designation% #ualification and e$perience. Basic is around 7, of fi$ed cost

without housing. Perks and allowances are fi$ed as per the designations. ariable pay based on job

band is payable at )'% )- and ), of fi$ed cost without housing. Balance amount is

paid as special allowance.

94 Eit "nter3ie;s

An e$it inter!iew is simply a con!ersation between a departing employee Fwho is lea!ing the

company either !oluntarily or in!oluntarilyH and a representati!e from the organi8ation. The

inter!iew can follow a structured format or be conducted on an informal basis written

#uestionnaires can e!en be used in place of a face3to3face meeting. ;hiche!er format is used% e$it

inter!iews are generally documented.

51


52/86

Traditionally% e$it inter!iews are conducted with employees lea!ing an organi8ation. The purpose

of the inter!iew is to pro!ide feedback on why employees are lea!ing% what they liked or didnDt

like about their employment and what areas of the organi8ation they feel need impro!ement.


53/86

5btain information about a super!isor?s management skills

5btain information about how effecti!ely a department operates

5btain feedback about employees? opinions and attitudes about the company

Resol!e or defuse any remaining disputes with the e$iting employee

Protect itself against subse#uent charges that the employee was forced to resign Fi.e.%

constructi!e dischargeH

"T9( is doing this inter!iew. Because it knows N(earn of potential changes in policies and

practices that may make the company more competiti!e Fe.g.% compensation and benefits

packages%

fle$ible work arrangementsH.

EBPOS!RE TO TH E 5 E$ HR O PERAT"ONS

Appro!al of loans.


54/86

Application form.

Ioining formalities.

Making joining letters.

Maintaining personal files with updated details.

erifying Mediclaims.

MAS%O6KS NEE# H"ERACH$ THEOR$

Epl an ati on )1

According to Maslow N+uman beings ha!e wants : desires which can influence their beha!ior.

5nly unsatisfied needs can influence beha!ior% satisfied needs do not act as moti!ators. Since

needs are many% they are arranged in the order of their importance% or hierarchy from the basic to

comple$.Q

Ph (siological Needs

The most basic% powerful : ob!ious of all human needs is the need for physical sur!i!al. ncluded

in this group are the needs for food% drink% sleep% protection from e$treme temperature etc. That54


55/86

means the basic needs.

n "T9( physiological needs are represented by


56/86

organi8ation% the chances of retrenchment is !ery less till the employee has not done any thing

misconduct. Because of these reasons employees can satisfy their safety needs. That is the reason

for low attrition in the organi8ation.

elo n gin g 8 % o3e Needs 1

The belonging : (o!e needs constitute the third le!el in the hierarchy of needs. These needs arise

when physiological : safety needs are satisfied.

So there is completely a friendly working en!ironment.

ThatDs why employees are !ery friendly.

S elf 1 E s tee m Needs

1

Ee$t in MaslowDs hierarchy is esteem or egoistic needs.

n the work place of "T9(% self3esteem needs are

Iob title% merit pay%

PeerKsuper!isory recognition%

9hallenging works%

Responsibility etc.

Self 1 A ct u aliL a tion Needs1

6inally if all the abo!e four le!elsD needs are satisfied% the needs for self3actuali8ation comes. The

56


57/86

employees who are in the highest position in "T9( are comes under these needs like

)..P.%

,.President%

0.>M etc.

7.All top le!el employees.

They are getting all types of facilities like mobile% medical% education% con!eyance allowances

etc.So they are in the position that they are satisfied with all the needs. Eow they are helping their

juniors for the betterment of the organi8ation. All the fi!e needs of MaslowDs hierarchy are

fulfilled by "T9(. So the employees are getting moti!ated and performing efficiently in the

organi8ation% which impacts directly on the success of "T9( group. ThatDs why the attrition rate is

less in the organi8ation% which is one of the reason for the success of the companies.

,4. RESEARCH METHO#O%O7$

RESEARCH #ES"7N

Research 1esign consists of three parts

).


58/86

An e$ploratory research focuses on the disco!ery of idea and is generally based on secondary data. t

is preliminary in!estigation that does not ha!e a rigid design. This is because a researcher engaged in

an e$ploratory study that may ha!e to change his focus as a result of new ideas and relationship

among the !ariables.

A descripti!e study is undertaken when the researcher wants to know the characteristics of certain

group such as age% se$% educational le!el% income% and occupation etc.

A casual research is undertaken when the researcher is interested in knowing the cause and effect

relationship between two or more !ariables. Such studies are based on reasoning along well3tested

lines.

#ATA SO!RCE

1ata is generally of two types

). Primary data

,. Secondary data

Primary 1ata are those data specially collected for problem in hand. n this study data were collected

from primary sources in personal inter!iew of employee and interaction with employee by sur!ey

method.

These methods of data collection are #uite popular. These are the major methods of data collection in

the research study.

Secondary 1ata are those data% which are collected for some purpose other than helping and sol!ing

the problem in hand.

Sources of secondary data are

• 5ld reports

58


59/86


60/86

• Purchasing department

• 1epartment of maintenance

• Production department

• 9ontrol department

• 9ommunication department

Research approach

Primary data can be collected in !arious ways through obser!ation% focused group% sur!eys%

beha!ioral data% and e$periments. 1uring this research data ha!e been collected using sur!ey

method. Sur!ey method is best suited for descripti!e research. 9ompanies undertake sur!eys to learn

about peopleDs knowledge% beliefs% preferences% and satisfaction% and to measure these magnitudes in

the general population.

Research "nstrument)

Luestionnaire is most common research instrument in collecting primary data during marketing

research. A #uestionnaire consists of a set of #uestions presented to respondents. Because of its

fle$ibility% the #uestionnaire is by far the most common instrument used to collect primary data.

60


61/86

CHAPTER @

ANA%$S"S

AN#61


62/86

"NTERPRETAT"ON

62


63/86

ANA%$S"S AN# "NTERPRETAT"ON

A sur!ey was conducted among a sample si8e of -* peoples. The objecti!e of the study was to

highlight the performance appraisal system of the company and the feedback of the peoples

regarding it. The findings of the sur!ey are as follows

4* Are you aware of the performance appraisal system being

9arried out by the companyU

Analysis

The sur!ey brought into light that the awareness le!el of the


64/86

40 According to you% which is the most important factor among the

6ollowing in the performance appraisal systemU

Analysis

7* agreed on producti!ity

0* belie!ed #uality of the output

,* belie!ed attendance

)* punctuality

30%

20%10%

40%

Chart Title

quality attendance punctuality output

4, Are the attitudinal factors desire to learn new techni#ues% skills

64


65/86

And practices% cooperation with others% contribution of new ideas%

Sa!ing consciousness mentioned in your format sufficient for

Iudging your performanceU

Analysis

sufficient

insufficient

0% 10% 20% 30% 40% 50% 60% 70% 80%

80%

20%

1

2

65


66/86

4@ 1o you think the performance appraisal system adopted is biased

in any way U

Analysis

/* disagreed

)* agreed

10%

90%

Chart Title

agreed disagreed

4. f you were being positi!ely appraised% which recommendation

66


67/86

do you personally identify withU

Analysis

The following diagrams elucidate% which recommendation the employees ha!e identified

60%

10%

30%

Chart Title

promotion special increment annual increment

4= s the performance appraisal sheet shown to you or discussed

67


68/86

with youU

Analysis

0- say it is shown

2- say it is not shown

shown not shown

0%

10%

20%

30%

40%

50%

60%

70%

35%

65%

1 2

4- 1o you think performance appraisal should ha!e negati!e

68


69/86

recommendation% if yes then which one of the following

Analysis

-* of the workers were in fa!our and -* were against it

-* say increment should be stopped and the rest -* say it

should not be .

favour disfavour

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

50% 50%

1 2

4 n your opinion your performance should be appraised after how

much timeU

69


70/86

Analysis

Eearly most of the workers in fa!or of #uarterly appraisal in the

5rgani8ation.

Luarterly'*

+alfyearly)*

Annually)*

Sales

Quaterly

Halfyearly

Annually

70


71/86

49 Are you satisfied with your performance appraisalU

Analysis

Most of the workers were found dissatisfied with their appraisals.

dissatisfied

satisfied

0% 10% 20% 30% 40% 50% 60% 70% 80%

80%

20%

1

2

71


72/86

CHAPTER .

CONC%!S"ON

AN#

F"N#"N7S

.4* 5 E$ %EARN"N7S F RO M TH E P RO JECT

72


73/86

6irstly it was a !ery good e$perience to work and learn with a world class organi8ation.

;hen saw my senior people doing each : e!ery kind of work came to know how much

important is each : e!ery work. Maintaining files in systematic manner with each : e!ery

detail is !ery important% if not done it hinders the work whene!er these are re#uired for

reference in medical claim formalities% appraisal etc.

As worked with the employees of +R department in the organi8ation during the project

they shared their e$perience and learnings with me% which was a !ery good opportunity got

during my project.

learned different +R Policies of the organi8ation which were unknown to me before entering

to the corporate wor ld.

also learned how much the !alues and culture of the organi8ation impacts the employees

producti!ity. (ike here the Seniors were approachable in nature% felt an open culture.

Many a times felt people are not open to new ideas and they are resistant to

change.

ha!e gained some learning from e!ery indi!idual working here it might be in terms of

knowledge% skills% beha!ior or personal traits etc.

ha!e learned many small% minute things by obser!ations% being in the +R department for ,

months% which could not be learnt simply by reading books theoretically. The practical e$perience

was totally different.

ha!e also learnt that a +R person should be !ery polite% soft spoken : good in handling people.

.40O SER&AT"ONS AN# F "N#"N7S

• 2* of population was aware about the performance appraisal.

73


74/86

• 7* of the population think that the most important factor in the performance appraisal

system is producti!ity and 0* people fa!ors the output.

• /* of the people were disagree with the performance appraisal.

•2* people recommend the promotion scheme for the performance appraisal.

• The performance appraisal sheet is not shown to a major portion of the population.

• +alf of the population thinks that the performance appraisal should ha!e the negati!e

recommendation while half of the people is against that.

• '* of the people appraised on #uarterly basis.

• Major portion of the population was dissatisfied with the performance appraisal scheme.

74


75/86

.4, RECOMM EN#AT"ONS

The company should gi!e the compensation as per to the skills% so that the employees could

do the efficient work.

5rgani8ations must enhance work force moti!ation to impro!e producti!ity. ;orkers must

be encouraged and moti!ated to de!elop a customer satisfaction mind set.

5rgani8ations need to empower their workers by allowing them greater autonomy and

control and to design jobs that are more stimulating. This will enhance the personal

producti!ity.

nterdependency of different departments should be well studied% co3ordinated for effecti!e

output.

Training schedule is worked out well here with proper planning schedule.

Recruitment proper planned% structured according to openings in plant% new !acancies

>oal Setting programs undertaken with schedule to find potential prospecti!e employees

for higher posts% gi!ing training% discussing the on job responsibilities.

The employee goals are well studied and structured. The 4ey Related Areas are properly

designed : clearly mentioned to employees.

75


76/86

.4@ %"M"TAT"ONS OF THE ST!#$

There are many more limitations which are as under3

). The research is conducted in a limited area.

,. The internet information can be irrele!ant.

0. Time will be a major constraint.

7. The respondent will be limited so cannot be treated as a whole population.

-. The respondent may be biased.

2. 1ue to language problem it is possible that the respondents are not be able to understand the

#uestionnaire and can cause misleading results.

&. Sometimes the respondents are not interested in the sur!ey.

'. Sometimes the respondentDs do not ha!e time to fill #uestionnaire./. Some respondents beha!ed !ery rudely.

)*. Some respondents take a lot of time.

)). Some respondents are not responsible.

76


77/86

NOMENC%AT!RE AN# AR"&"AT"ON

). "T9( 3 "ltratech 9ement (td.

,. S6 3 iscose Staple 6ibre.

0. 4P 3 4ey Performance ndicator.

7. 6G 3 iscose 6ilament Garn.

-. RM9 3 Ready Mi$ 9oncrete.

2. 5G59S 3 5wn Gour 5wn 9ar Scheme.

&. 9RM 3 9ement Research Management.

'.


78/86

Ref eren ces )

6e'sites)

; ;; 4a di t (a 'i r l a4 c om

; ;; 4'i L h r g u id e 4c o m

;;; 4grasi m4co m

Tet oo


79/86

P rocess of Perf orma nce Ap pra isa l

Emplo(ee E3aluation at Managerial %e3el

Mr4B : #i34: #esig4

A7 Performance #oc4)+-+*0++- I +=,*0++

S ection 1* IJO P!R P OS E

RMC /onal Head: 5arnata


80/86

4RA Eo.) SA(


81/86

S ection 1,1 E M P% O $E E 7O A% S

>oal ) Supports 4RA Eo.) ;eight3,*

).1escription To achie!e the Sales Targets as per Budget.

,.Measurement Actual sales achie!ed e!ery month compared with targeted !olumes.

0.9omments As against budgeted !olume of 7//,* u.m achie!ed 7&)&& cu.m%

loss due to strike.

Rating oal , Supports 4RA Eo.) ;eight3-

).1escription Achie!e : retain market share as per sales target.

,.Measurement To be monitored monthly !ia3a3!is budget.

0.9omments Market share impro!ed from last year )/ to this year ,0 despiteconstruction industry showing trends of slow down.

Rating 6ar e$ceeds oal 0 Supports 4RA Eo., ;eight )*

).1escription 9redit control

,.Measurement Monitor the same e!ery month for number of days : reduction incritical. 5utstanding as compared to the budget.

0.9omments 9ritical outstanding reduced from )&/ lacs to )-2 lacs.All major

accounts reconciled.

Rating


82/86

>oal 7 Supports 4RA Eo.0 ;eight,*

).1escription 5ptimising manpower resources% ma$imi8ing output forpumpsKplant.

,.Measurement A!ailability w.r.t. the sanctioned manpower : Training for ma$imum output :

harmonious operations etc.

0.9omments +armonius operation was ensured by timely re#uirement

: in house training.

Rating oal - Supports 4RA Eo.7. ;eight)*

).1escription


83/86

Rating 6ar


84/86


85/86

EMP%O$EE REFERRA% APP%"CAT"ON FORM

/RMC #"&"S"ON

< 9ode Eo

if found suitable and offer gi!en to him as per his satisfaction.

Signature of the


86/86

hr practices & process of performance

Documents