CII HR EXCELLENCE MODEL & EFQM MODEL:A COMPARATIVE STUDY

Summer Internship Project ReportSubmitted towards Partial

FulfillmentOf

Post Graduate Diploma in Management

(Approved by AICTE, Govt. of India)Academic Session

2010-2012

Submitted By:Anureet Kalra

BM-010029

Under the Guidance of:

Industry Guide Faculty GuideMr. Sandeep Rai Dr. Anita SinghContinental Carbon India Ltd Area Chairperson HR

COMPANY CERTIFICATE

DECLARATION

I hereby declare that the research project report on “ CII HR EXCELLENCE MODEL & EFQM

MODEL: A COMPARATIVE STUDY” is a record of the independent work carried out by me

under the supervision and guidance of Mr. Sandeep Rai, submitted in partial fulfillment of POST

GRADUATE DIPLOMA IN MANAGEMENT (PGDM) to INSTITUTE OF MANAGEMENT

STUDIES, GHAZIABAD.

The Report has not been previously submitted for the award of any diploma/degree to

any other university/ institution.

Anureet Kalra

BM-010029

IMS, Ghaziabad

C-238, BULANDSHAHR ROAD, LAL QUAN

GHAZIABAD-201009

TO WHOM SO EVER IT MAY CONCERN

This is to certify that ANUREET KALRA, a student of Post Graduate Diploma In Business

Management from Institute of Management Studies, Ghaziabad has completed her Summer

Internship Project titled, “ CII HR EXCELLENCE MODEL & EFQM MODEL: A

COMPARATIVE STUDY ” at CONTINENTAL CARBON INDIA LTD.

Under my guidance and supervision.

I wish her all the best for her future endeavors.

Dr. Anita Singh

Area Chairperson HR

IMS Ghaziabad

ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude and sincere thanks to Dr. R.K. Bharadwaj,

Director General of INSTITUTE OF MANAGEMENT STUDIES for providing an opportunity to

discover the corporate world, from a close perspective.

I take this opportunity to extend my sincere gratitude to Mr. Sandeep Rai, Senior Manager HR,

Carbon Continental India Ltd (CCIL), for providing me the necessary information on the subject

of HR and the required references.

I extend my sincere gratitude to Ms. Anita Sharma, Area Chairperson HR of IMS Ghaziabad for

the direction, suggestions and information provided which were of utmost importance for the

successful completion of the project.

CONTENTS

Company Certificate

Declaration

Acknowledgement

Chapter 1 Executive summary

Chapter 2 Introduction of the topic

Chapter 3 Company Profile

Chapter 4 Literature Review

Chapter 5 Research Methodology

Chapter 6 Limitations

Chapter 7 Analysis & Findings

Chapter 8 Conclusion & Suggestion

Chapter 9 Bibliography

Chapter 10 Annexure

LIST OF FIGURES

I. Continental carbon values

II. Continental Colors

III. Levels of Recognition of CII Model

IV. CII Model

V. EFQM Model

EXECUTIVE SYNOPSIS

The project assigned was to study the HR Excellence model of CII and to align the documents of

the applicant organization (CCIL)

This is a research project on the CII HR Excellence model where in the application process,

assessment approach and the criteria’s of the model are studied and discussed.

The scope of the report also extends to showing the comparison between CII HR Excellence

model and European Foundation Quality Management Model.

It also highlights the areas where CII HR Excellence model needs to work on.

INTRODUCTION OF THE STUDY

TOPIC

A comparative study of CII HR Excellence Model & EFQM Model as an important element of

Organisational Excellence

OBJECTIVE

The CII HR Excellence Model was studied since Carbon Continental India Ltd (CCIL) had

applied for the award.

To study the CII HR Excellence Model and the application send by CCIL.

To align all the documents of the company as per the modules mentioned in the model

To understand how the model of excellence can be implemented in human resource practice

and programs.

To compare the CII model and the EFQM model

SCOPE

The project assigned was to study the HR Excellence model of CII and to align the documents of

the applicant organization (CCIL)

This is a research project on the CII HR Excellence model where in the application process,

assessment approach and the criteria’s of the model are studied and discussed.

COMPANY PROFILE

(CCIL)

The Continental Carbon Company, USA, formed Carbon Continental India Ltd (CCIL) in

October 2000 up the acquisition.

CCIL is a subsidiary of CCC’s parent-CSRC; a Taiwan based listed company, world’s 5th

largest carbon black manufacturers.

CCIL INDIA HIGHLITS

Plant established in Ghaziabad, UP

CAPACITY-65000MT/annum

15MW, Waste Heat Recovery Power

Plant, supplying power to UP grid

212 Regular employees

Generates net revenue Rs.362 crores

Second plant about to come into operation at Vishakhapatnam, AP

CCIL’s VISION

"A Global Benchmark in Quality for CARBON BLACK Products & Services"

INTEGRATED MANAGEMENT SYSTEM POLICY

Continental Carbon India Limited commits to achieve its' vision and mission through rigorous

implementation and continual improvement in Integrated Quality, Environmental, Health &

Safety, Information Security and Laboratory Management Systems.

Customer delight, prevention of pollution, injuries & ill-health is our goal and

We shall strive to maintain the same through adequately skilled and highly motivated employees.

Impacts on business shall be identified through appropriate risk assessments and minimized

through preventive measures, optimal resource utilization and

adoption of best practices & high safety standards.

Legal, contractual & other requirements shall be complied with in our

Endeavour to fulfill stakeholder commitments and performance excellence.

(I)

(II)

COMPANY- BOARD OF DIRECTORS

Names Designation Co. AffiliationMr. Kim K. T. Pan Chairman CCCMr. Deepak Malik Managing Director CCILMr. V. K. Dubey Director-Technical CCILMr. S. J. Peng Director CSRCMr. Kevin Liu Director CSRC

CCIL’s MANAGEMENT TEAM

NAME DESIGNATION

MR. DEEPAK MALIK MANAGING DIRECTOR

MR. V.K. DUBEY DIRECTOR TECHNICAL

MR. RAKESH DHAMANI C.F.O

MR.C.V. RAJULU HEAD-PROJECTS & OPERATIONS

MR. SANJAY DIWAN HEAD- MARKTING

MR VIVEK AGGARWAL GENERAL MANAGER-OPERATIONS,

GHAZIABAD PLANT

MR. RANDEEP MATHUR HEAD- COMMERCIAL

MR. AVINASH MATTOO GENERAL MANGER- LEAGAL &

CORPORATE AFFAIRS

MR.SANDEEP RAI SENIOR MANAGER- HR

CII Code of Conduct for Affirmative Actionfollowed by CCIL

The Company affirms the recognition that its competitiveness is interlinked with the well

being of all sections of the Indian society.

The Company believes that equal opportunity in employment for all sections of society is a

component of its growth and competitiveness. It further believes that inclusive growth is a

component of growth and development of the country.

The Company affirms the recognition that diversity to reflect socially disadvantaged sections

of the society in the workplace has a positive impact on business.

The Company will not practice nor support conscious discrimination in any form.

The Company does not bias employment away from applicants belonging to disadvantaged

sections of society if such applicants possess competitive skills and job credentials as made

public.

The Company's selection of business partners is not based on any considerations other than

normal business parameters. In case of equal business offers, the Company will select a

business partner belonging to a socially disadvantaged section of society.

The Company has a written policy statement on Affirmative Action in the workplace.

The Company has an employment policy that is the public domain. It may place such

policies and employment opportunities on its website to encourage applications from

socially disadvantaged sections of society.

The Company makes all efforts for up skilling and continual training of employees from

socially disadvantaged sections of society in order to enhance their capabilities, and

competitive skills.

The Company will have a partnership programme with educational institution/s to support

and aid students from socially disadvantaged sections of society.

The Company will have a senior executive accountable to the CEO to oversee and promote

its Affirmative Action policies and programmes. The senior executive presents I will

present a biannual report to the Board of the Company about such policies and

programmes.

HUMAN RESOURCE

HR Mission

People are our most valuable asset. Our mission is to attract the best talent into CCIL, to develop

its potential through relevant and effective training, to retain it and to provide opportunities for

nurturing it.

Hiring of Employees

We carefully select employees, through a multi-stage hiring process, which evaluates their

functional skills and behavioral competencies.

Training and Development

CCIL employees are trained in-house and by external faculty both in India and abroad on a

continuous basis. Employees are carefully screened for training needs. Cross-functional training

with the objective of multi-skilling employees is a priority area at CCIL.

Work Environment

CCIL provides employees with a challenging work environment. We encourage employees to take

initiatives and make decisions. Superiors routinely coach employees and the superb office

infrastructure provides them the resources required to discharge their work speedily.

Performance Management System

CCIL follows an objective, transparent and largely quantified evaluation system for employees.

Merit and performance are the sole criteria for dispensing rewards.

Employee Engagement

Every CCIL employee is engaged in cross-functional 'Kaizen' project teams as either a team

member, team leader or 'champion'. 'Kaizen' projects are being continuously churned out. The

outcome of these projects has greatly benefitted both the company and individual employees in

developing of interpersonal relations skills.

Co-Curricular Activities

CCIL provides opportunities for employees to showcase their talent outside the workplace be it

theatre, visual arts, sports or music. We regularly hold employee engagements functions. A CCIL

employee volunteer group 'AROHI' drives the company CSR activities in neighboring

communities.

The Confederation of Indian Industry (CII) works to create and sustain an environment conducive

to the growth of industry in India, partnering industry and government alike through advisory and

consultative processes.

CII is a non-government, not-for-profit, industry led and industry-managed organization, playing a

proactive role in India's development process.

It was founded over 116 years ago; it is India's premier business association, with a direct

membership of over 8100 organizations from the private as well as public sectors, including SMEs

and MNCs, and an indirect membership of over 90,000 companies from around 400 national and

regional associations.

CII catalyzes change by working closely with government on policy issues, enhancing efficiency,

competitiveness and expanding business opportunities for industry through a range of specialized

services and global linkages. It also provides a platform for sectoral consensus building and

networking.

CII has taken up the agenda of “Business for Livelihood” for the year 2011-12. This converges the

fundamental themes of spreading growth to disadvantaged sections of society, building skills for

meeting emerging economic compulsions, and fostering a climate of good governance. In line

with this, CII is placing increased focus on Affirmative Action, Skills Development and

Governance during the year.

CII NETWORK

64 offices and 7 Centres of Excellence in India

7 overseas offices in Australia, China, France, Singapore, South Africa, UK, and

USA

Institutional partnerships with 223 counterpart organizations in 90 countries

CII ROLE

The primary goal is to develop Indian industry and to ensure that government and society as a

whole, understand both the needs of industry and its contribution to the nation's well being. For

this, it works

To identify and strengthen industry's role in the economic development of the country

To act as a catalyst in bringing about the growth and development of Indian Industry

To reinforce industry's commitment to society

To provide up-to-date information and data to industry and government

To create awareness and support industry's efforts on quality, environment, energy

management, and consumer protection

To identify and address the special needs of the small sector to make it more competitive

To promote cooperation with counterpart organizations

To work towards the globalization of Indian industry and integration into the world

economy

Adopting a proactive and partnership approach do this with the government on various national

and international issues concerning the Indian economy. It closely interacts on policy issues at

both the central and state levels. Extensive dialogue and interaction with members and all sections

of the community to build consensus are held.

CII LEADERSHIP

CII has introduced a three-tier structure of leadership.

The key positions of leadership in CII are: -

President- Mr. B Muthuraman, Vice Chairman, Tata Steel Ltd and Chairman, Tata

International Ltd

President-Designate- Mr. Adi Godrej, Chairman, Godrej Group

Vice President - Mr. S Gopalakrishnan, Chief Executive Officer and Managing Director,

Infosys Technologies

The strategic and organizational decisions are made by Council of Past Presidents of CII, which

charts its long-term vision and adapts it to the emerging eco-system.

CII has a number of dedicated national councils, committees and task forces, headed by CEOs who

frame policy suggestions and action agendas on specific sectors and issues.

Chairmen and Deputy Chairmen head regional Offices, while state and zonal offices have their own

Chairmen and Vice Chairmen.

The Director General heads the CII Secretariat, staffed by highly skilled professionals.

The Director-General oversees the implementation of action agendas as evolved by the members,

provides exemplary services, and leads the day-to-day management and operation of the vast

organization.

Mr. Chandrajit Banerjee is the Director General of CII from May 1, 2008.

CII HUMAN RESOURCE EXCELLENCE AWARD

CII established CII Human Resource Excellence Awards to promote the awareness of HR

Excellence as an increasingly important element of organizational performance management

OBJECTIVES

In order to be successful organizations need to establish appropriate management framework with

HR Excellence Model is a practical tool that can be used in a number of ways, which are as

follows:-

As a tool for Self Assessment by measuring the current status and thus identify the gaps to

stimulate solutions.

As a framework to position various HR initiatives and identify gaps.

As the basis to develop common understanding of various terms used in the HR

management.

AIMS

The HR Excellence awards aims to achieve the following: -

To help improve Human Resources and performance practices, capabilities of each applicant

To facilitate communication and sharing of information in best practices within and among

organisations of all types.

To recognize organisations for Excellence in Human Resources practices and programs.

AWARD ASSESSMENT PROCESS

Potential applicants check the eligibility criteria for entry and requirements of the Award

Secretariat.

Senior managers from industry are selected as Assessors. They should have undergone 4-day

training programme on understanding the Award criteria and assessment process.

Applicants send 30 page (maximum) application document to CII.

Assessor’s team is appointed for each applicant. Assessors individually list

strengths/opportunities for improvement and score in their own time. Team assembles at

site to reach consensus score followed by the Site Visits to check the Validity of

application and clarify issues. Application are re-scored and reports finalized.(Typically

the whole process lasts for 3 to 4 days.)

Based on reports from the site-visits teams, Jurors decide on the winners of the Award,

Prizes and Commendation Certificates.

The HR Excellence Award, Prizes and Commendations are presented to the winning

applicants.

Senior Assessors (leaders of the Assessment Team) write Feedback Reports to all applicants

identifying the strengths/opportunities for improvement. Score-ranges are also given for

each criterion. On request, senior assessor visits applicant to discuss feedback report.

Short listed companies from Regions will be reviewed by Jurors at National Level decide

upon the winners of the Award at National Level.

The HR Excellence Award, Prizes and Commendations are presented to the winning

applicants.

LEVELS OF RECOGNITION

(III)

These levels signify the various milestones, which the organisations can aim for as they progress on

their journey towards HR Excellence.

HR EXCELLENCE AWARD- Presented to the organization judged to be the best among

the prizewinners and role model of HR Excellence.

PRIZES- Awarded to organisations that demonstrate excellence in development and

management of Human Resources through continuous improvement of the leaders.

COMMENDATION CERTIFICATES- These certificates are given to those

organisations, which have made good progress on their journey towards HR excellence but

fall short of the level attained by the prizewinners.

INNOVATIVE HR PRACTICES- In addition to the above four levels as shown the

Company with most Innovative HR Practices will also be recognized.

Awards

Prize for Leadership in HR Excellence

Commendation for Significant Achievement in HR Excellence

Commendation for Strong Commitment to HR Excellence

OBJECTIVE

The CII HR Excellence Model was studied since Carbon Continental India Ltd (CCIL) had

applied for the award.

To study the CII HR Excellence Model and the application send by CCIL.

To align all the documents of the company as per the modules mentioned in the model

To understand how the model of excellence can be implemented in human resource practice

and programs.

To compare the CII model and the EFQM model

LITERATURE REVIEW

Organizational excellence is the process of building an organization that excels.

(Dr. H James Harrington), (Five Pillars of organizational excellence)

Organizational excellence implies systems, operations, activities, and values which managers

would consider relevant in achieving their notion of a high performance organization.

Organization excellence can be realized through investments in those assets and modules, which

create the organization, they are as follows:

Structures, Systems , Training and Leadership

(Kashan Akram, 2007) (Leadership Transformation Mantra for organizational excellence)

Organizational excellence is affected by the following factors:

Leadership, Strategic Alignment, Organization Innovation, Customer Focus,

Process Management, Partnership Development and Human Resource Focus

LEADERSHIP - It refers to setting up of clear direction and values in the organization, involves

in developing the mission, vision and values.

It fosters relationship with customers, partners and representatives of the society.

It supports, motivates and recognizes the organization’s people.

The leadership Competencies are:-

Emotional intelligence, Integrity, Drive, Leadership Motivation, Self confidence, Intelligence,

Knowledge of the business

STRATEGIC ALIGNMENT - The process of linking organization’s vision, mission, objectives

for the organizational excellence. It defines which path to explore and which one to avoid.

ORGANISATIONAL INNOVATION - Innovation is what drives growth and is achieved by

growth attitude, shared passion for problem solving and for turning ideas into realities.

The components of organization innovation are:

Vision and strategy for innovation, Culture supporting innovation, Practices supporting innovation

CUSTOMER FOCUS - Customer is the judge of production quality and delivery systems.

Customer loyalty is achieved through better understanding of existing and future customer needs.

PROCESS MANAGEMENT - It is the applications of knowledge, techniques to define,

visualize, measure and improve processes with the goal to meet customer requirements profitably.

It basically addresses how products and services are designed, implemented and improved.

PARTNERSHIP DEVELOPMENT - Organization needs to develop long term and mutually

beneficial partnership with suppliers, customers and educational organization

HUMAN RESOURCE FOCUS - It examines whether company is able to develop and utilize

manpower to their full potential.

It includes the following:

Ensuring the collaboration and teamwork in the organization, Methods of training, educating and

evaluating the employees, Methods of measuring and improving the employee morale.

(Kashan Akram, 2007) (Leadership Transformation Mantra for Organizational Excellence)

The drivers of organizational excellence are:

ORGANIZATIONAL EMPOWERMENT - This factor is the strongest determinant of good

performance. It identified the work managers did to create an organizational climate within which

people were encouraged to take initiative to be innovative and creative to develop new and better

ways of doing things. It also included the empowerment of people through delegation and other

measures so that they could act and correct their own mistakes.

QUALITY MANAGEMENT - Here the managers’ work focused on determining the results

people were expected to achieve, guided by quality and productivity concerns. Reports and

feedback, in a cybernetic loop, provided the necessary information to help benchmark desired

results.

GOAL ACHIEVEMENT MANAGEMENT. - This was the work of establishing understood

and accepted objectives and developing skills

to equip people with the competences needed to achieve results.

INFORMATION NETWORK AND ANALYSIS. - This was the work managers did to scan the

environment and build forecasts to frame the needs the organization was committed to satisfy.

Networking with outside stakeholders provided important sources of information gathering.

PERFORMANCE WORK MANAGEMENT - This was the work of establishing policies and

procedures to define performance standards

and acceptable ways of doing work. Central were the managerial competences needed since, at the

time of commencement of the study, the focus was on what is now seen as the efficiency-

effectiveness aspects of organizational management. However, captured in the data and analysis

were indications of the importance of management work contributing to good organizational

performance through organizational climate building activities.

(Creating organizational excellence work paper)

The requirements of Organizational excellence are:

LEARNING ORGANISATION - Top management needs to have the maturity and the ability

to understand and learn from organizational performance and outcomes.

New compulsions demand that new organizational competencies emerge and new strategies are

harnessed.

How these competencies are recognized, how the existing talent is nurtured, how to create

multiple teams that complement each other's efforts and how to get ahead of oneself become the

major HR concerns.

EMPOWERMENT AND ACCOUNTABILITY - These must go hand in hand. HR strategy

for this reason must be inseparable from HR execution. The road ahead must be well mapped,

realistic and user friendly if organizational goals are to be achieved.

The sense of belonging must be so enhanced that people develop ‘the organization belongs to me’

and ‘I belong to the organization’ attitude

Hence new managerial competencies need to be developed and this has to be so demonstrated that

people would "want" to be a part of the growth process.

SELF-ASSESSMENT FRAMEWORKS - In the journey towards excellence, self-assessment

awards and frameworks lay claim to being the vehicles for organizational learning, but

unfortunately more organizations use the business excellence model than those who use self-

assessment frameworks.

The business excellence model itself is a questionable construct in several organizations. This is

because of many reasons.

Firstly the validity of Business Results criteria is open to question. How can star organizations that

were awarded accolades for good governance become sick babies the very next year, as was the

case with UTI and L&T.

Secondly the measurement of the link between internal improvements (called enablers) and

business results is often blurred

PERFORMANCE MANAGEMENT SYSTEMS - The well framed performance management

systems provide both the focus and the impetus for organizational development. However HR

experts like P C Shejwalkar, Sorab Sadri and Mihir Ajgaonkar will tell you that the key to

developing strategic abilities is reflection on outcomes. Hence it is only logical that a good

performance management system will embody sufficient data, documentation and specific

information to enable proper reflection and evaluation to take place.

(Guest, 2007) (An HR perspective of organizational excellence)

HR EXCELLENCE MODELS

(IV)

This model is developed based on CII-EXIM BANK Model for Business Excellence, EFQM model

and such similar models. Applicants will be assessed as per the CII – HR Excellence Model, as

shown below:

The applicant organization is scored on a scale 0 to 1000 points using the CII HR Excellence

Model.

Results criterion is concerned with what the organization has achieved and is achieving

Enablers criteria are concerned with how the results are being achieved.

SCORING SYSTEM

Scoring will be done as per the RADAR logic explained below,

RADAR consists of 4 elements:

Results

Approach

Deployment

Assessment

Review or refinement

The following are the specific elements of the concept that should be addressed.

RESULTS

This covers with what an organization has achieved and is achieving. In an excellent organization

the results will show favourable trends and/or sustained good performance, targets will be

appropriate and have met or exceeded, performance will compare well with others and will have

been caused by the approaches. Additionally, the scope of the results will address the relevant

areas. Criteria 6 alone correspond to results in HR excellence award.

APPROACH

This covers what an organization plans to do and the reasons for it. In an excellent organization

the approach will be sound-having clear rationale with well-defined and developed processes and

a clear focus on stakeholders needs. The approach is to be integrated to support HR strategy and

policies in line with organizational purpose and linked to other approaches where appropriate.

DEPLOYMENT

This covers what an organization does to deploy the approach. In an excellent organization the

approach will be implemented in all relevant areas in a systematic way.

ASSESSMENT AND REVIEW

This covers what an organization does to assess and review both the approach and the deployment

of the approach. In an excellent organization, the approach and its deployment will be subject to a

regular measurement and learning. Output from

MODEL CRITERIA

1. LEADERSHIP (120 points)

The leaders for excellent organisations are those who shape its future and make it happen.

They act as role models for its values and ethics and inspire trust at all times.

They are flexible, enabling the organization to anticipate and react in a timely manner to ensure the

ongoing success of the organization.

The following issues are supposed to be addressed:

How leaders develop the organization’s mission and vision?

How do leaders develop and role model ethics and values, which support the creation of the

“culture of excellence” across the organization?

How do leaders develop and improve organization structure to support strategy delivery to

achieve its long-term objectives?

How do leaders help and support people to achieve their plans, objectives and targets?

How do leaders ensure their accessibility and respond positively to the people?

How do leaders improve the effectiveness of their own leadership and identify future leaders

to meet the organizational requirements?

How do leaders encourage and enable people participation and involvement in improvement

activities for the benefit of organization and society as a whole specially the backward

sections of the society.

How do leaders identify and recognize both team and individual efforts, at all levels within

the organization?

What are the practices the leaders adopt to identify the developments that would impact the

organization’s performance and make the people willing partners to embrace the changes?

2. HUMAN RESOURCE STRATEGY (120 points)

Excellent organizations implement their vision, mission, by developing appropriate strategies

including HR strategies.

The HR policies, plans, objectives and processes are developed and deployed, to deliver the

HR strategy.

The following issues are supposed to be addressed:

What are the key steps the HR function uses in your organization in setting HR

strategic plans, both short and long term, which reflect the overall goals and objectives

of your company?

Describe how HR plans/strategy is incorporated into the organization’s strategic plan.

What key factors are considered in planning future HR strategies?

The strategic objectives need to be summarized and the time table for accomplishing

them. The organization structure, people, processes & practices that support the

achievement of the strategic objectives need to be broadly described.

Describe changes brought in HR Strategy over last 24/36 months and spell out their

measurable impact on your organization.

Describe how your HR policies/strategies specifically address your organization’s

journey towards business excellence.

3. PEOPLE KNOWLEDGE AND COMPETENCIES (120 points)

Description of how the organization’s people knowledge and competencies are identified

developed and sustained leading to overall improved employee performance to support their

organization’s objectives.

The following items needs to be addressed:

Description of the processes employed for identifying, classifying and matching

people’s knowledge and competencies with the organization’s current and future needs.

How does the approach to training and development is aligned with the short, medium

and long term plans of the organization?

Methods, tools and technologies develop its people to bridge the identified gaps, along

with the practices.

Processes/ practices to evaluate the effectiveness of training and development efforts, to

ensure that the people have necessary skills and competencies to maximize their

contribution.

New employee orientations programs.

How knowledge and competencies of HR staff is leveraged to enhance innovation and

learning in HR function.

Involvement with professional bodies to promote learning on recent trends..

Ensuring that the competencies o the people employed in outsource activities are

assessed and enhanced to meet the job requirements.

4. PEOPLE WELL BEING AND ENGAGEMENT (120 POINTS)

Description of how the organization’s work environment, employee support climate and

people engagement are determined with the aim of fostering the well being, satisfaction, and

motivation of all the employees to achieve the long term organizational success, recognizing

their diverse needs.

The following items are addressed:

Work environment

How does the organization address and improve workplace health, safety and

ergonomic factors?

How do they handle “labor/employee relations” issues, including relationships with

formal employee representatives/groups?

How do people take part in identifying and improving workplace safety and well-

being?

Bringing out the practices the organization adopts to ensure safety and health of the

employees of outsourced activities and addressed either directly or indirectly.

Employee support climate

How does the organization enhance the employee’s network climate via services,

benefits and policies?

How are these enhancements selected and tailored to the needs of a diverse workforce

and different categories and types of employees as appropriate?

Description of the practices in vogue to ensure that the employee benefits (financial

and non financial) are provided for outsourced employees beyond the statutory

requirements is provided.

Employee Satisfaction

What formal and informal assessment methods and measures are used to determine the

key factors that impact employee well being, satisfaction and motivation?

What formal and informal assessment methods and measures are used to determine

employee well-being, satisfaction and motivation?

How do you tailor these methods and measures to a diverse work force and to different

categories/ types of employees? Explain the practices adopted by the organization to

address cultural diversity, promote gender equality behavior, respect for women and

deal with non-compliance to these policies?

How do you use other indicators such as employee retention, absenteeism, grievance

and productivity to assess and improve employee well being, satisfaction and

motivation?

How do you use assessment findings to identify priorities for improving the work

environment and employee support climate to achieve long term organizational success?

5. HUMAN RESOURCES MANAGEMENT PROCESSES/PRACTICES (120 points)

This criterion involves description of HR processes/practices that support the organization in

achieving its business goals and objectives and its journey towards business excellence.

The following items needs to b addressed:

What are the key HR practices that help the organization achieve its business goals and

objectives?

Manpower planning, recruitment, career planning, and succession planning

processes/practices are briefly described.

The policies/practices of your organization, for the socially/ economically backward

sections of the society, differently able people and gender equality in recruitment are

described

The current performance management system of the applicant needs to be described.

How do the PMS encourage and support individuals & teams, reach organization’s

business goals & objectives.

Description of how their reward/recognition/compensation and career progression

policies are linked with the PMS; and how these reinforce the PMS.

How does they stay abreast of the HR best practices and how do they incorporate these

into their organization?

Description of the various top down, bottom up and horizontal communication

channels deployed by their organization and the process used to act upon employee

feedback.

What are the recent improvements in HR practices? How do they measure the

effectiveness of these improvements?

How do they leverage Information Technology to support their HR processes?

6. RESULTS (400 points)

6a PEOPLE’S PERCEPTION (200 points)

These measures are the people’s perception, customer perception and society perception of the

organization, directly impacting the HR function (obtained, for example, from surveys, focus

groups, interviews, structured appraisals, etc.)

People perception measures may include those relating to:

MOTIVATION

CAREER DEVELOPMENT

Communication

Empowerment

Equal opportunities

Involvement

Leadership

Opportunity to learn and achieve

Recognition

Target setting and appraisal

The organization’s values, mission, vision, policy and strategy

Training and development

SATISFACTION

Organization’s administration

Employment conditions

Facilities and services

Health and safety conditions

Job security

Pay and benefits

Peer relations

The management of change

The organizations environmental policy and impact

The organization’s role in the community/society development-working

environment.

Customer perception measures regarding employees may relate to:

IMAGE

Accessibility

Communication

Pro-active behavior

Responsiveness

SALES AND AFTER SALES SUPPORT

Capabilities and behavior of employees

Handling of complaints

SOCIETY PERCEPTION

People involvement in the development of community/society/environment

People participation and encouragement to sports and other leisure activities

Ethical behavior of people

Image of employees as responsible members of community and society

People behavior and respect for women

Equal opportunity employer

6b ORGANISATIONAL PERFORMANCE INDICATORS (200 points)

These measures are the internal ones used by the organization in order to monitor, understand,

predict and improve the performance of the organization’s people and business directly impacted

by the HR function.

Depending upon the purpose of the organization, performance indicators for people may include

those relating to:

ACHIEVEMENTS

Competency requirements versus competencies available

Productivity

Success rate of training and development to meet objectives

MOTIVATION AND INVOLVEMENT

Involvement in improvement activities (individuals/teams)

Levels of training and development

Measurable benefits of team work

Response rates to people surveys

Recognition of individuals and teams

EQUAL OPPORTUNITY EMPLOYMENT

Segmentation of employees

Gender composition

Recruitment/attrition rates

SATISFACTION

Absenteeism and sickness levels

Accident levels

Grievances

Recruitment trends

Staff turnover

Strikes

Sexual harassment/non compliance incidents

Pending legal cases

Use of benefits

Use of organization provided facilities (e.g.: recreational, crèche)

SERVICES PROVIDED TO THE ORGANIZATION’S PEOPLE

Accuracy of personnel administration

Communication effectiveness

Speed of response to enquiries

Training evaluation

Effectiveness of grievance redressals

ASSESMENT AND SCORING

PANEL OF ASSESSORS

The panel of assessors consists of HR professionals and Business Managers, trained on CII-EXIM

Bank Business Excellence Model assessment Process. The HR Excellence Committee of CII will

arrange for a Panel of Assessors who will be responsible for assessing applicant organizations.

Each Assessor will be required to sign a Non Disclosure agreement. Assessors will be screened for

any possible clash of business interest.

SITE VISITS

The applicants will undergo a site visit to their facility. Assessors reserve the right to verify all

programs and practices listed in the application. Assessors may wish to review personnel records

and other connected documents. Assessors may also want to conduct random interviews with

employees/employee unions/associations.

SCORING

The applicant organization is assessed as per the scoring guidelines for each of the 6 criteria and the

total points awarded is arrived at, after assigning the corresponding weight ages.

CRITERIAWEIGHTAGES (%) MAXIMUM POINTS

1 12 1202 12 1203 12 120

ENABLERS 4 12 120

5 12 120TOTAL 60 600RESULTS 6a 20 200

6b 20 200TOTAL 40 400

(CII Manual)

EUROPEAN FOUNDATION QUALITY MANAGEMENT

EFQM is a global non-for-profit membership foundation based in Brussels, Belgium.

It has more than 500 members covering more than 55 countries and 50 industries, they provide a

unique platform for organisations to learn from each other and improve performance.

In this ever more connected world, it believes that isolated efforts are not effective.

As per EFQM “Strengthening business relationships and pursuing collaboration are now the keys to

success.”

EFQM ROLE

They nurture a network for innovative organisations and business leaders to share

knowledge, experiences and good practice.

MISSION

To energise leaders who want to learn, share and innovate using the EFQM Excellence

Model as a common framework

VISION

A world where European organisations are recognised as the benchmark for sustainable

economic growth.

AMBITION

Leading organisations join EFQM as the European platform for their journey towards

Sustainable Excellence.

EUROPEAN FOUNADATION QUALITY MANAGEMENT APPROACH

Excellent organisations achieve and sustain superior levels of performance that meet or exceed the

expectations of all their stakeholders.

To achieve sustainable success, EFQM provides guidance through a set of three integrated

components:

FUNDAMENTAL CONCEPTS OF EXCELLENCE -The underlying principles, which

are the essential foundation of achieving sustainable excellence for any organisation.

THE EFQM EXCELLENCE MODEL-A framework to help organisations to convert the

Fundamental Concepts and RADAR thinking into practice.

RADAR LOGIC- A simple but powerful tool for driving systematic improvement in all

areas of the organisation.

FUNDAMENTAL CONCEPT OF EXCELLENCE

ACHIEVING BALANCED RESULTS

Excellent organisations meet their Mission and progress towards their Vision through planning

and achieving a balanced set of results that meet both the short and long term needs of their

stakeholders and, where relevant, exceed them.

ADDING VALUE FOR CUSTOMERS

Excellent organisations know that customers are their primary reason for being and strive to

innovate and create value for them by understanding and anticipating their needs and expectations.

LEADING WITH VISION, INSPIRATION & INTEGRITY

Excellent organisations have leaders who shape the future and make it happen, acting as role

models for its values and ethics.

MANAGING BY PROCESS

Excellent organisations are managed through structured and strategically aligned processes using

fact‐based decision making to create balanced and sustained results.

THROUGH PEOPLE

Excellent organisations value their people and create a culture of empowerment for the balanced

achievement of organisational and personal goals.

NURTURING CREATIVITY & INNOVATION

Excellent organisations generate increased value and levels of performance through continual and

systematic innovation by harnessing the creativity of their stakeholders.

BUILDING PARTNERSHIPS

Excellent organisations seek, develop and maintain trusting relationships with various partners to

ensure mutual success. These partnerships may be formed with customers, society, key suppliers,

educational bodies or Non‐Governmental Organisations (NGO).

TAKING RESPONSIBILITY FOR A SUSTAINABLE FUTURE

Excellent organisations embed within their culture an ethical mindset, clear values and the highest

standards for organisational behavior, all of which enable them to strive for economic, social and

ecological sustainability

EUROPEAN FOUNDATION QUALITY MANAGEMENT MODEL CRITERIA

(V)

The EFQM Excellence Model allows people to understand the cause and effect relationships

between what their organisation does (the Enablers) and the Results it achieves.

The Model is non‐prescriptive and can be applied to any organisation, regardless of size,

sector or maturity.

To achieve sustained success, any organisation needs strong leadership and clear strategic

direction. They need to develop and improve their people, partnerships and processes to

deliver value‐adding products and services to their customers.

ENABLERS CRITERIA

LEADERSHIP

Excellent organisations have leaders who shape the future and make it happen, acting as role

models for its values and ethics and inspiring trust at all times. They are flexible, enabling the

organisation to anticipate and react in a timely manner to ensure the ongoing success of the

organisation.

POLICY & STRATEGY

Excellent organisations implement their mission and vision by developing a stakeholder focused

strategy. Policies, plans, objectives and processes are developed and deployed to deliver the

strategy.

PEOPLE

Excellent organisations value their people and create a culture that allows the mutually beneficial

achievement of organisational and personal goals. They develop the capabilities of their people and

promote fairness and equality. They care for, communicate, reward and recognise, in a way that

motivates people, builds commitment and enables them to use their skills and knowledge for the

benefit of the organisation.

PARTNERSHIPS & RESOURCES

Excellent organisations plan and manage external partnerships, suppliers and internal resources in

order to support strategy and policies and the effective operation of processes.

PROCESSES, PRODUCTS & SERVICES

Excellent organisations design, manage and improve their processes, products and services

to generate increasing value for customers and other stakeholders

RESULTS CRITERIA

CUSTOMER RESULTS

Excellent organisations develop and agree a set of performance indicators and related outcomes to

determine the successful deployment of their strategy and supporting policies, based on the needs

and expectations of their customers.

PEOPLE RESULTS

Excellent organisations develop and agree a set of performance indicators and related outcomes to

determine the successful deployment of their strategy and supporting policies, based on the needs

and expectations of their people.

SOCIETY RESULTS

Excellent organisations develop and agree a set of performance indicators and related outcomes to

determine the successful deployment of their societal and ecological strategy and related policies,

based on the needs and expectations of the relevant external stakeholders.

KEY RESULTS

Excellent organisations develop and agree a set of key financial and non‐financial results to

determine the successful deployment of their strategy, based on the needs and expectations of their

key stakeholders.

(EFQM Manual)

RESEARCH METHODOLOGY

The type of research used in this project is Descriptive Research.

Descriptive Research is that research which describes the data and characteristics of the

phenomenon being studied.

Descriptive research involves gathering data that describe events and then organizes, tabulates,

depicts, and describes the data collection (Glass & Hopkins, 1984)

SOURCES OF DATA

PRIMARY SOURCE – Observation and interaction with the HR manager.

SECONDARY SOURCE - CII manual, EFQM manual articles on the net,

HR forums, CII website.

.

LIMITATIONS

The project was constrained by the time limit of two months

The project is based on secondary research only.

The primary data could not be collected due to the narrow scope of the topic.

FINDINGS & ANALYSIS

The analysis is done on the basis of the literature reviewed by the researcher and a comparative

analysis was done of both the models, i.e. CII HR Excellence model and EFQM model

STRENGTHS

The models include almost all parameters, which measure organizational excellence and

thus are Self-Assessment Frameworks.

These models addresses organizational quality issues and also gives attention to impacts

through the ‘results’ criteria. 

These foster a culture of continuous improvement and organizational quality.

These help in communication and sharing of best practices.

These help in promoting, supporting and enhancing competitiveness.

Since these models are self- assessment tools, external validation is not required.

The scoring of these models provides an organization with internal benchmark. It can also

be used among organizations for external benchmarking and comparison

WEAKNESSES

There is no formal mark or accreditation, which is recognizable to the consumers, service

users, funders and other stakeholders.

The applicant organization has to be in business for 3 years atleast else they cannot apply.

These may be expensive for small-scale enterprises.

The researcher also analyzed that CII HR Excellence model does not take into account the

relationship of the organisation with external stakeholders like suppliers, it does not lay emphasis on

the financial and non-financial results and is very subjective in nature, the points are allotted to the

various modules but the weightage for the sub points of the module is not given

Apart from this the alignment of the documents of the applicant organisation was done on the basis

of the modules of the CII HR Excellence Model. (Refer to annexure I)

CONCLUSION

The study highlights the importance of human resource to an organisation.

The model helps in recognizing the best HR practices.

It also explains the significance of Organisational Excellence.

The study also bought to light good HR practices like:

Initiatives should be taken to enhance competencies.

Efforts should be made to increase employee involvement through enhanced

communication.

There should be involvement in community development activities.

Proper instruments/tools should be used for HR practices/Process like Recruitment,

Induction, training etc.

Employee satisfaction surveys (ESS) are vital.

HR practices should be modified from time to time to cope with changing environment

particularly compensation, gender equality, workplace ambience etc.

Rewards and recognitions are vital.

BIBLIOGRAPHY

Leadership Transformation Mantra (2007) (online) (cited on January 2007), available from

www.citehr.com

An HR perspective of organisational excellence (2007) (cited on February 2007), available

from www.123.eng.com

CII Manual

EFQM Manual

CII website www.cii.in

www.google.com

ANNEXURE

TOPIC MODELVision and valuesOperational excellence 2002 and 10CII affirmative action charterPMS process documents LeadershipBalanced score card methodologyEmployee selection and training processPeriodic meetings minutes recordsFormal and in formal feed backProgress on 360 degree feedback processSpot rewards and convention awards recordsOpen door policy documentsSecond line of control policySWOT

Project association with partnersRecruitment policy documentsInternal performance level matrixPMS process documentsTNI process HR StrategyBenchmarking processPLI schemeTalent pool policySuccession policyCSR activitiesPinnacle project

Fresher training processPeople Knowledge & Competencies

Pinnacle projectTraining processTraining records

Employee engagement actsPeople well being & Engagement

Annual medical check upAnnual employee satisfaction surveyFirst aid trainingCanteen committeeLearning Centre Smoking awareness campMinimum 15% female employeeJob rotation policyFlexi working hoursMedical policyAccidental policyORM & MRM recordsPPE distribution to all contractor process

Satisfaction survey scores of 2010& action taken on pain areasEEDS

Employee referral schemeEmployee Recognition PolicyDisciplinary processKnowledge sharing sessionsMedical assistance policyNon acceptance of gifts policyPayroll compliance systemCommunication meet with workmen HRM PracticesGRI survey15% female employeesOpenness in trainingORMCommunication meet

Intranet portalHRMSepms

EEDSEmployee ReferralDelegation of authoritySalary structure15% female employeesCore teamDecision making processStar of the moment schemeReward and recognition scheme ResultsPMSOrganizational chart (processes)Learning centreCanteenSmoking awareness campFirst aidCricket matchesCCIL melaAnnual conventionMango baarish competionDiwali partyFoundation day celebrationNew year celebrationMedical check up recordsBenchmarkingGMK project and other CSR activitiesValuesCII code of conduct

Job Rotation policy Innovate HR PracticesFlexi working hoursEEDSAlternate 5 day working plan (plant personnel)Special leave policyTree planation