Вы находитесь на странице: 1из 50

Chapter 1

EXECUTIVE SUMMARY

Management is the primary forces within any organization which coordinates the activity
of its various systems and relates them to environment. The need for management arises out of
the diversity and complexity of human activity. To accomplish the objective of any organization
there should be an effective coordination and utilization of these human and non human
recourses. The success of management in any organization is mainly due to selection and
utilization of human recourses to achieve it economically, effectively and speedily.
In early days the production was normally carried through the unskilled workers. These
people as not having any technical background the company not only suffered losses but also the
product prepared was not of the quality.The workers were selected at random basis and the
proper role of HR department was in question. But these being an old and Multinational company
have to make a way against all odds. So in 1997 the company personnel have made a new way to
make a cost effective and productive approach to this question. The new started highiring those
potential young freshers having a technical background which will prove to be cost effective and
demand reactive.
So now the critical role of HR comes in the way to make the job profile and the criteria to
attract the potential people for the company. Thus understanding and scrutinizing from the whole
slot of the people and selecting the best candidate for the company. Thus fulfilling the WST
scheme set by the personal and making this scheme a great success.
Chapter 2
COMPANY PROFILE

The history of Mahindra & Mahindra during World War II, when two- brothers, Mr. J.C.
Mahindra and Mr.K.C.Mahindra envisioned a much greater role for themselves in the building
and growth of independent India. Mr.J.C.Mahinra was then the advisor to the Government of
India and was the first Indian to become the Iron & Steel Controller of India.
Mr. K.C.Mahindra was then the head of the Indian supply mission to Washington, USA.
The Mahindra brothers left their flourishing career to become entrepreneurs gave shape to their
vision and created an organization to be strong pillar in the building and growth of industrial
India. The two brothers and Mr. Gulam Mohammed went on to become Pakistan’s first Finance
minister in 1947 and later on its Governor General.
Mahindra and Mohammed Ltd.was changed on January 13, 1948 to M&M Ltd. M&M
was incorporated on October 2, 1945 as a Pvt. Ltd. Company under the Indian Companies
Act,1913 and was converted into a Public Ltd company on June,1955.
M&M Ltd is the flagship company of US $ 2.59 billion Mahindra group, which has the
significant presence in key sector of the Indian economy. A consistently high performer, M&M is
one of the most respected companies in the country.

M&M has two main operating divisions :-


The Automotive Division manufacturers utility vehicles, light commercial vehicles and
there wheelers. The company has recently entered into a joint venture with Renault of France for
the manufacture of a mid-sized sedan, the Logan, and with International Truck and Engine
Corporation, USA, for manufacture of trucks and buses in India.
The Tractor (Farm Equipment) division makes agricultural tractors and implements that
are used in conjunction with tractors, and has also ventured into manufacturing of industrial
engines. The Tractor Division has won the coveted Deming application Prize 2003, making it
only tractor manufacturing company in the world to secure this prize.
M&M employees around 11,600 people and has eight manufacturing facilities spread
over 5,00,000 sq.mts. It has 49 sales offices that are supported by a network of over 780 Dealers
across the country. This network is connected to the company’s sales departments by an
extensive IT infrastructure.
M&M’s outstanding manufacturing and engineering skills allow it to constantly innovate
and launch new products for the Indian market. The “Scorpio”, a SUV developed by the
company from the ground up, resulted in the company winning the National Award for
outstanding in-house research and development from the Department of Science and Industry of
the Government in2003. In the tractor market, the company launched India’s First Tractor
technology – the Mahindra Sarpanch 595 DI super Turbo.
M&M’s commitment to technology-driven innovation is reflected in companies plans of
setting up of the Mahindra Research Valley, a facility that will house the company’s engineering
research and product development wings, under one roof.
The M&M philosophy of growth is centered on its belief in people. As a result, the
company has put in place initiatives that seek to reward and retain the best talent in the industry.
M&M is also known for its progressive labour management practices.
In the community development sphere, the company has implemented several programs
that have benefited the people and institutions in its areas of operations. On the occasion of its
60th anniversary, the company announced a range of CSR activities supported by a commitment
of 1% of profit after Tax for its CSR initiatives.

Farm Equipment Sector:-


The origin of Farm Equipment Sector lies in the formation of a Joint Venture in 1963
between the company, International Harvester Inc., and Volta’s Limited, christened the
International Tractor Company of India (ITCI).This enterprise was a shot in the arm for the green
revolution then beginning to sweep the country. The launch of high-performance tractors played
a vital role in the mechanization of Indian agriculture.
In 1977, ITCI merged with M&M and become its Tractor Division. After M&M’s
organizational restructuring in 1994, this division was called the Farm Equipment Sector.
M&M’s Farm Equipment Sector is the largest manufacture of tractors in India with
sustained market leadership of over 19 years. The Farm Equipment Sector is the First Tractor
Company in the world to win the “Deming” Application Prize. Also, it is the fourth
company in India and the 10th in the world, outside Japan, to win this Prize. It designs,
develops, manufactures and markets tractors as well as implements that are used in conjunction
with Tractors. Horsepower into the lower segment of 25HP, mid-segment of 35 HP and higher
segment of 45 HP and above segments the tractor industry in India. The Company’s Farm
Equipment Sector has a presence in all these segments across all states.
The Farm Equipment Sector has also ventured into manufacturing of Industrial Engines.
M&M industrial engines are used for various applications like Genset, Industrial, Construction,
and marine Compressors etc. These engines are manufactured at the company’s state of art
Engine Assembly Plants at Kandivli and Nagpur.
M&M has two main tractor manufacturing plants located at Mumbai and Nagpur in
Maharashtra.Both these plants are certified for ISO 9001, QS-9000 and 14001. Apart from these
two main manufacturing units, the Farm Equipment sector has satellite plants located at Rudrapur
in Uttaranchal and Jaipur Rajasthan.
The Farm Equipment Sector of the company has a strong and extensive dealer network of
over 450 dealers for sales and service of tractors and spare parts. 28 area offices, situated in all
over the major cities and covering all the principles states, manage this dealer network.
M&M tractors have earned goodwill and trust of more than 8,00,000 customers and the
Mahindra has come to be recognized as a powerful symbol of productivity and performance. In
addition to capturing the domestic market, M&M’s Farm Equipment Sector has found
significant success in the international market. Whilst around 90% of our tractor exports tractors
to neighboring countries like Uganda, Nigeria, and Zambia etc.Mahindra USA , a wholly owned
subsidiary based in the USA, has established a network of 140 dealers.

Automotive Sector:-
M&M automotive division was created in 1994 following an organizational restructuring,
but its origins go back to1954. That was when the company entered into collaboration with
Willys Overland Corporation (now part of the Daimler Chrysler group) to import and assemble
the Willys Jeep for the Indian market. M&M began producing light commercial vehicles (LCVs)
in 1965. Ever since its inspection, the company has focused on developing its own manufacturing
capabilities. As a result of its relentless ambition in this direction, M&M began indigenously
producing vehicles within a short span of collaboration agreement with Willys.
Over the years the Mahindra brand in utility vehicles has come to represent high quality,
ruggedness, durability, reliability, easy maintenance and operational economy. These are the
qualities that have endeared the vehicle to individuals as well as institutions such as the Indian
armed forces. M&M enjoys a market share of more than 50 % in this segment.

Automotive Division:-
M&M’s automotive division is in the business of manufacturing and marketing utility
vehicles and LCVs. It is the leader in this segment, with a market share in excess of 50 percent.
The M&M brand symbolizes ruggedness, durability, reliability, easy maintenance and
operational economy. The customer profile here includes individuals, traders, entrepreneurs,
contractors, tour operator’s taxi owners, car hire companies, government departments and
institutions, and the Indian army.

Auto Mart India Ltd:-


Auto Mart India is a business-to-customer portal that offers a comprehensive picture of
the Indian Automobile market. Launched in collaboration with a group of partner organizations,
it offers a wide range of new vehicles and a virtual Marketplace to buy or sell used automobiles.
The site also features car reviews, price information, technical comparisons of different models,
and ratings to help the customer make an informed decision. Several other international markets
are being developed to expand M&M’s global reach in the Farm Equipment Sector.

Performance Review:-
Automotive Sector:-
The Automotive Sector of company continues to be a dominant player in the Multi Utility
Vehicles (MUV) segment. The company also significantly improved its position in the large
three-wheelers category. During the year under review, company produced 1,24,795 vehicles
(i.e.MUV and LCV) and22,230 there wheelers as compared to 99,874 vehicles and 17,796 three
wheelers in the previous year. Company entered various new export markets including South
Africa, Uruguay, UAE and Malaysia. With a view to enter into the passenger car segment, a
growing segment of the Indian Automotive Sector, company has entered into a joint venture with
Renault, one of the world’s largest automobile manufactures, to introduce their new sedan,
“Logan”, in India. Company will benefit significantly from this joint venture in which it will hold
a majority stake.
Segments Results:
As required by the new Standards, the results of the group have also been reported on a
segment basis. The results achieved by major business segments of the group are given below.

Sr. Segments F-2006 F-2005 Increase /


No. (Dec.)
1. Automotive Sector 473.37 299.55 46%

2. Farm Equipment 191.39 117.50 62%


Sector

3. Financial Services 131.39 96.01 37%

4. IT Services 77.34 58.90 31.30%

CORE VALUES:-
Our Core values are influenced by our past tempered by our present and are designed to
shape our future. They are an amalgam of what we have been, what we are and what we want to
be.
These values are the compass that will guide our actions, both personal and corporate.
They are:
Good Corporate citizenship: As in the past, we will continue to seek long-term success that is
in alignment with our country’s needs. We will do this without compromising on ethical business
standards.
Professionalism: We have always sought the best people and given them the freedom and the
opportunity to grow. We will continue to do so. We will support innovation and well-reasoned
risk-taking, but will demand performance.
Customer First: We exist and prosper only because of our customers. We will respond to their
changing needs and expectations speedily, courteously and effectively.

Quality Focus: Quality is the key to delivering value for money to our customers. We will make
quality a driving value in our work, in our products and in our interactions with others. We will
do it “first time right”.
Dignity of the individual: We value individual dignity, uphold the right to express disagreement
and respect the time and efforts of others. Through our actions, we nurture fairness, trust and
transparency.

CORE PURPOSE:
Indians are second to none in the world. The founders of our nation and of our company
passionately believed this. We will prove them right by believing in ourselves and by making
ourselves and by making Mahindra & Mahindra Ltd.known world wide for the quality, durability
and reliability of its products and services.
Chapter 3
MANPOWER CALCULATION

Manpower Deployment / Calculation

Demand from market

Plan from PPC

Working Day Calculation

Rate per day

Manpower Calculation

P&IR HRD

Workmen Deployment Diploma Deployment


EXAMPLE :

Shift Timing= 510 min.


Normal Working Time= 450 min.

Production /shift = 100 nos.

TACT – Time Available to Complete the Task

TACT = Normal Working Time


Production
= 450
100
TACT = 4.5 min.

Tractor Manhour Calculation:

Manpower = Total work content


TACT

= 450
4.5

= 100 Manpower.
Chapter 4
HUMAN RESOURCES ACTIVITIES

HR activities at glance:-
• Recruitment and Selection
• Training & Development
• Performance Appraisal
• Reward & Recognition
• Motivation

An Overview of these Activities


An Employee Cycle From Entry to Exit

Business Plan

Manpower Planning

Number of Positions OR No Vacancy


If

Unique Position
Identification

Recruitment Media
A)Campus
B)Employee Referral
C) Lateral administrative
Commutants

Scrutinize / Screening

HOD’s
Call for Interview
1) Preliminary
2) Final

Offer

Accept

Joining through Joining Letter

Induction / Orientation
(From 3 Days to 1 month)

MOP / Targets

Performance Review (PMS Review)


a) Strengths
b) Areas of Improvement

Compensation / Revision / Promotion

Resignation

Exit Interview
Chapter 5
ORGANISATION STRUCTURE

O R G A N IZA T

T r a c t o r T r a n s m i s s i o nE n g in e H yd
PGL PGL PGL PG
MAHINDRA DEPARTMENT:

M a c h in in g M a c h in in g M
The major Mahindra Industries Nagpur has the following major departments, which are
working effectively since establishment.
 Human Resource development and General Services
 Accounts, Finance, IT & Exercise
 Engine
 Transmission
 Tractor
 Hydraulic
 Quality & Systems
 ER&D
 Excise
 MFG & SM
 MPS
 Quality & Systems
 SCPC
FUNCTIONS OF VARIOUS P.G.:
The Hydraulics PG is responsible for machining and assembly of VTU, also its quality and
maintenance. Similarly the Transmission PG is responsible for machining, assembly, quality
testing and maintenance of transmission units whereas the Engine PG carries out the same
function in manufacturing of different engines for various models of tractors. The Tractor PG
carry out the role of assembly of various units to complete a tractor model, as well as it is
responsible for quality testing and maintenance of tractor units.
Quality PG is responsible for ensuring internal and external customer satisfaction for suppliers
parts and tractors, to translate company policy and strategy into plan for supplier quality
assurance, to facilitate production of new quality tools and techniques ,implementing at in house
and supplier end.
Engineering services are responsible for providing efficient support of engineering services to
Tractor PG, Hydraulics PG, Engine PG, and other PG, monitoring & co-coordinating planning of
maintenance services for plant ensuring compliance of all activities and ensuring compliance to
all engineering specifications directed by R&D Kandivali plant.
Sourcing PG is responsible for driving material cost initiative, identifying and developing
responsive supplier base having adequate capability to meet cost quality and delivery
requirements of current as well as new products, achieving supplier rationalization in accordance
with future vision and to provide the supplier support to plan for compliance with Deaming
requirement.
Account PG is responsible for finance analysis and management control for more efficient
working capital turn around, ensuring no statutory defaults and improve process and system for
current assets of revenue expenses etc.
ER&D PG is responsible for adopting practical, transparent and faithful measures for department
functioning which shall enable us to eradiate Industrial Relations problems and to motivate
employees to accept challenges and stretch target and to provide excellent working environment
as well as protect the plant.
Chapter 6
H. R. POLICIES

H.R. Policies:-

HUMAN RESOURSE VISION:- “We would Like to be Partner in the business, and we
will achieve this by:
• creating a performance oriented, team based culture through HR strategies, systems,
policies, tools that are aligned to business needs and help employees grow professionally
and personally
• ensuring fairness across divisions
• with speed and simplicity”

Corporate Human Resources: -

Mahindra & Mahindra Limited.


Corporate Human Resources Department has compiled and policy manual that is
available the head of each business location of Mahindra & Mahindra ltd. Copies are also
available with the senior HR executives in all Businesses. The purpose of the manual is to ensure
that all concerned in Mahindra & Mahindra Ltd. Are familiar with the policy and Rules related
to Human Recourses Management in the company.
Key elements of the Manual are placed on the Mahindras & Mahindra intranet for
convenient reference. The provisions of the manual as well as the contents of this web-side are
not conditions of employment and may be modified or revoked from time to time. Whenever
such a change takes place, it will be the endeavor of corporate Human Resources Department to
amend the manual and the web site content possible at the earliest possible.
In case there are any queries or Clarifications required, these should referred to the
Human Resources Department in the relevant Business or to corporate Human Resources
Department.
NAGPUR PU – PLANT CAPACITY:-

Activity Capacity/ Annum


1. Tractor assembly 40,000
2. Transmission Assembly 40,000
3. Engine Assembly 40,000
4.Hydraulics Assembly 80,000

Nagpur PU is the Single source for supplying Hydraulics Assembly to Kandivili & Satellite
Plants.

Nagpur PU Details:-
• Land available around 1,80,000sq.mtr.
• Constructed Area around 33,000 sq.mtr.
• Total Manpower
Offices are around 140.
Workmen are around 700.
• Gross Fixed assed is around Rs. 80 crores.
• Turnover- Budgeted for F-03 around Rs. 600 crores
• Budgeted Production for F-03 –24300 Tractors

This is around 50% of the total Tractor Production.


Chapter 7
INTRODUCTION OF WST SCHEME

HISTORY OF WST”S SCHEME


This scheme was originated as a temporary test to give a chance to those who have a
basic technical knowledge which in turn will increase the productivity with a cost effective
programme. So all this gave a turn to a prospective store of future strength which hardly have any
market value at that time.
Now this gave a head to attract those potential which were called as the Diploma
Engineers. Now, as these people have a basic technical knowledge with a little exposure to the
industry through projects where a good store to utilize there strength with minimizing waste as
compared to the workers which were to be trained a lot.
So a scheme was started in around 1997 called as Diploma trainee scheme which
included a basic as
1) No blue collared workmen were allowed as this avoids union formation at the workplace
indirectly affecting production.
2) Temporary and traineeship basis
3) This scheme will be for 3 years of which
a) 1st year will be as Apprentice,
b) Rest two years will be as a Technician trainee.
4) After which these employees have to leave the company having the experience certificate
and Providend fund money of these 3 years of work.
When the scheme was started that time just 29 people started as trainee but now this
graph is increased to upto 401 WST’s working under different PGs like Transmission-machining,
assembly or Engine –assembly, machining or Tractor etc.working under systematized work line
learning different stages of production.
According to the performance, vacancy and also the criteria formed for the post, these
WSTs are absorbed as supervisor or other officers as it had happened in the beginning of the
scheme that 29 of them were absorbed as officers. But this absorption graph is not same or nearly
not at all.
Chapter 8
OBJECTIVE AND SCOPE

OBJECTIVE OF THE STUDY

1) To study the overall process carried by the HR department of officers and the employees.
2) To study the effectiveness of the WST scheme carried in M&M.
3) The process followed to recruit and select these diploma trainees
4) The salary which is set to be given.
5) The process to be followed to pass these people from apprentice to technician trainee
through the criteria called as performance appraisal in other terms.
6) The effectiveness of this scheme is assessed by HR department and also the satisfaction
questionnaire carried on over 187 WST’s or employees.
7) To suggest remedial measures.

SCOPE:-
This is an interesting and at the same time challenging to study a current and most
productive area of Mahindra & Mahindra. As the Scheme started in 1997 and up till today there
is no such report that has been made to take a creative action to develop these WST’S trainees.
The scope to study this project in future provides the company an overall growth from these
potential people and takes the corrective actions to develop these trainees. Thus there will be a
proper win-win situation and satisfaction to both.
Chapter 9
EFFECTIVENESS OF THE SCHEME
To Company:-
1) As the scheme started with just 29 employees and now this graph is increased to about
401 employees.
2) In the 1st year which is in Apprentice to the industry the government here gives the
company a sum amount to the company per employee as a fund for giving employment to
the people.
3) If temporary workers are employed for more than 6 months then they have to be
confirmed which becomes the liability for the company. Like the company have to give
the allowances and the problems of the union is avoided by this scheme.
4) The basic benefit is that the production is increased in the proportion that
1 WST = 4 Workers
5) A bond is signed in the beginning when they are hired. Then every year seeing the
performance of the employee, he is sent to the second year as a technician trainee.
6) As every year there is new and fresh blood coming with fresh and new loaded ideas which
prove to be the hidden source for improvement?
To Employees:-
1) This is the platform where these people will get a place to work under the multinational
company like Mahindra & Mahindra..
2) This is a great platform for fresher to start and experience and relate their theoretical
knowledge with practical knowledge.
3) Their training is altogether given a basic salary.
4) This scheme is altogether a win-win situation for both sides.
5) As now to make the effectiveness of this scheme, different allowances have been added in
the 2nd and 3rd year to motivate and increase the production.
6) By this their market value is increased, which altogether opens their chances to be
absorbed by the different companies.
7) At last if the vacancy arises for the officer or supervisor post then these diploma holders
according to their overall performance they have a benefit over others to get a chance to be
absorbed.
Chapter 10
ENTRY AND EXIT OF WST’S

ENTRY OF THE WST IN M&M

The HR people are responsible for recruiting the officers and the Diploma Trainees .The
process followed for the Diploma trainees are:
As this is a 3 year scheme every year due to the completion of their tenure, or may be in
between their some leave due to their better opportunity as here they know that they have to
leave the company after completing their 3 year so the people in their 3 year starts looking for
some better opportunity. Due to this the persons in the 3rd year is diverted and starts remaining
absent. But the company has given 15 to 25 Buffer times for absenteeism. But if the Rate
increases more that this except leaving the sick leave etc the company then points these persons
for poor performance and eventually the HR Officers starts searching for this gap and the
Recruitment process is then started.

Recruitment:
Recruitment is the process of searching for prospective employees and stimulating them
to apply for the Job in the Organization.
Sources of Recruitment:
1. Educational Institutions: The primary source of recruiting these Diploma Trainees is
through Campus Recruitment. It is the best source to get the qualified Manpower. In order
to provide these people a source of money before completing their third year. So here the
give and take relation ship with a potential manpower is the best source.
2. Recommendation of New Employee: Here as per the requirement to fill the gap the
present employee’s recommendation is helpful for new recruits. This method makes the
process easier as the present employee knows both the company rules and acquaintances
and presumably would attempt to please both.
The company has the scheme known as Buddy gets Buddy. So after every successful Recruit the
employee gets some money. But the general and the effective process is through the Campus
selection. My area of work is to recruit the Working Supervisor Trainees (WST’s) at M&M who
are basically fresher.
The Criteria to be kept before appearing for the further process is:
• The WST’s must be a Diploma Engineers
• WST’s must be an Electrical and Mechanical diploma holders
• Candidates must be a fresher
• He should pass with 60% and above marks in 1st, 2nd and 3rd yr of their diploma course
• Candidates must be Male
The Process can be mapped as below:
Need of the organization

Shortlists Campuses

Choose Recruiting team

Presentation on the company & job Profile

Test

HR Screening interview

Technical Interview

Offer Letter

Medical Test

Contract form

Giving Department

Appointment Letter
Training in the Respective Department
1) Need of the organization:
A need for a new employee can be felt by the organization. This is three years program so that
organizations require are no. of candidates every year.
There are seven departments namely
o Tractor Assembly
o Transmission Assembly
o Engine Assembly
o Transmission machining
o Engine Machining
o Hydraulic Assembly
o Hydraulic machining

So, need arises from each department every year. The department who are in the need for the
new employee has to fill the manpower requisition form. Manpower requisition form contains all
the information about the number of vacancies has to be filled.

2) Shortlist Campuses:-
M&M search at engineering colleges for their requirements of Diploma holders. It scan the
SSC,HSSC and three years marks of diploma course.

Choose Recruiting Team:-


The search shows that the number of the most effective recruitment team should be 4 to 5 and
thorough knowledge of the company and the job.
The company should include the alumni from the polytechnic engineering college from which it
is hiring to get favorable reference. The composition of team reflects how seriously the campus
recruitment is taken.

3. Presentation on the company & Job Profile:


The presentation must be given to candidates, which are short listed for the campus interview.
The presentation must contain the detail information about the company as well as job profile.

4. Test:-
After the presentation there is a test round. The test is about the knowledge of the subject.
The criteria:
The candidates must acquire minimum 40 marks out of 100. As per the criteria the candidates
gets short-listed.

5. Interview:-
The short listed candidates must have to face the interview.
There are two rounds
• HR screening
• Technical round
1. HRScreening round:-
In this round the HR personnel can take the interview of the candidates. In these HR
screening round if the candidate is short-listed for the technical round of interview.
2. Technical round:-
The technical person must take the interview. In these step the short listed candidates has
to face technical interview; where the interviewer check the technical knowledge of the
candidate. Technical round is the final round of selection of the candidates.

6. Offer letter:
The offer letter comprises of the date on which the selected candidate has to visit at M&M and
the details of the stipend that has been offered to the candidate. It also has the details of the
documents the joiner will have to carry.

7. Medical Test:-
The selected candidates must call for the medical test at M&MJ Ltd. Nagpur.The
company has the tie up with Dr. Vaidya & Rainbow pathology lab. Ramdaspeth Nagpur.

Medical Examinations can give the following Information.


• Whether the applicant is medically suitable for the specific job or not;
• Whether the applicant has health problems or psychological attitudes likely to
interfere with work efficiency or future attendence;
• Whether the applicant suffers from bad health, which should be corrected
before he can work satisfactorily.
8. Contract Form:
After the Medical Test the candidates must have to fulfill the contract form, which is also
called as BOAT form.
The company has the three years contract with the candidates
• Contracts form contains the
• Contracts form candidates
• Stipend of the candidates
• Witness of the candidates
• References of the candidates
• Date of joining the candidates.
There must be three Contract Form For Three Years.
9. Department
There are mainly 7 departments namely
• Tractor Assembly
• Transmission Assembly
• Engine Assembly
• Transmission Machining
• Engine Machining
• Hydraulic Assembly &
• Hydraulic Machining

As per the suitability of candidate the proper department is given to the candidates.

10. Appointment Letter:


The appointment letter is given to the candidate on the first day that consists of various
terms and conditions under Companies Act,Labour Act and several other Central Govt. Acts,
which an employee has to take care of.

11. Training:
This is the last and important step of the recruitment process. The candidate is Fresher so he
has to undergo training sessions to understand the job and perform well.
The person has to under go the training under the PU’s with the different pattern
according to their head supervisors.
The HR makes the Training session on the off days may be when the production is off or
may be some of the Holidays. In this training they are basically trained in the Behavioral
pattern or some of the soft skills. But this does not happen frequently.
PERFORMANCE APPRAISAL:
As these are 3 years contract persons they also have to be upraised and motivated. o these are
gone under for the “STAR OF THE MONTH”. his is given to those who perform his work
without or minimum wrongs.The person’s attitude is seen with their supervisors and
colleagues.
He has not or minimally been absent during these 3 months.
Pie chart showing the rejection percentage of candidates ateach level:

10% Candidates
Rejected in
Screening
20% Round
Candidates
rejected in
1% Technical
69% Round
Candidate
rejected in
Medical
Test
Candidate
Selected
Sr no. Particulars Respondents Percentage
Candidates rejected at HR 8 10%
screening Round.

Candidates rejected in Technical 16 20%


Round

Candidate rejected in Medical 1 2%


Test
4 Candidate selected 55 17%

Total 80 100%

Chapter 11
INDUSTRIAL RELATIONS (IR)

LAWS RULING THIS SCHEME:-

The Apprentice Act:-


The Act says that the person should basically have a:
Diploma in Engineering
Degree in Engineering
Technical Background
Above 14 years of age
Apprentice is not a worker

The basic purpose of this Act is to regulate the Terms and Conditions and rights of the
Apprentice.
For this Purpose the State and Central Govt appoint an Apprentice advisor.
No state or Industry is exempted if except then it is the decision of the Apprentice advisor.

These WSTs have the Labour Laws Applicable


1. Apprenticeship Act
2. Minimum Wages Act
3. Payment of Wages Act
4. Factories Act
5. Workmen compensation Act

The Laws NOT Applicable


ESIC –Employee State Insurance Corporation Act
Providend Fund
Payment of Gratuity Act
Bonus Act

Provisions Are:
1. The employer is not aloud to give it to any person under the age of 14 years and the
prescribed Qualification not fulfilled
If not Done then
6months Imprisonment
Rs. 500 fine or
Both
2. Time of working should be from 10 a.m. to 6 p.m.
Leave and compensation is governed by the Factory’s Act.
3. If not performed well or up to the mark then the training is extended by the supervisor.
4. Training / Classroom /the Rupees is spent by the employer in the course of the Apprentice
ship Training.
5. Accident compensation when the accident happens in the organization comes under the
workmen compensation Act.
Chapter 12
STUDY AND RESULTS

SATISFACTION OF THESE WST’s


A survey is carried on around 187 WST’s.
DIPLOMA TRAINEE QUESTIONNAIRE

SA A U D SD
Strongly Agree Agree Uncertain Disagree StronglyDisagree

(NOTE :- PLEASE TICK RIGHT THE OPTION YOU FEEL CORRECT)


1) I am satisfied with Mahindra & Mahindra as a place to work.
SA A U D SD
2) I get proper training for performing my job.
SA A U D SD
3) All the safety measures are in place and monitored
SA A U D SD
4) My supervisor provides me proper guidance for my work.
SA A U D SD
5) I am treated with care and concern..
SA A U D SD
6) I feel responsible for the quality of product manufactured
SA A U D SD
7) I am informed about the progress of my department on monthly basis
SA A U D SD
8) My suggestions are welcome/entertained and due consideration is given to them.
SA A U D SD
9) I feel discipline is followed at my workplace.
SA A U D SD
10) I feel motivated to do my job.
SA A U D SD

TRANSMISSION ASSEMBLY

1) I am satisfied with Mahindra & Mahindra as a place to work.

9% 15%

19% Strongly Agree


Agree
Uncertain
Disagree
6%
Strongly Disagree

51%

2) I get proper training for performing my job.

2% 5%

31% Strongly Agree


Agree
Uncertain
Disagree
55% Strongly Disagree
7%

3)All the safety measures are in place and monitored


2% 5%
20%

Strongly Agree
Agree
Uncertain
16% Disagree

57% Strongly Disagree

4) My supervisor provides me proper guidance for my work.

7%

15%
33% Strongly Agree
Agree
4%
Uncertain
Disagree
Strongly Disagree

41%

5)I am treated with care and concern..

6%
15%
17%
Strongly Agree
Agree
Uncertain
Disagree
21% Strongly Disagree
41%

6) I feel responsible for the quality of product manufactured.


7% 0%
7%

Strongly Agree
Agree
49%
Uncertain
Disagree
37% Strongly Disagree

7} I am informed about the progress of my department on monthly basis.

5% 2%
18%
11%
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

64%

8) My suggestions are welcome/entertained and due consideration is given to them.

4% 14%
8%

Strongly Agree
20% Agree
Uncertain
Disagree
Strongly Disagree

54%

9) I feel discipline is followed at my workplace.


2%
11%
24%

9% Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

54%

10. feel motivated to do my job.

8%
21%
13%
Strongly Agree
Agree
8% Uncertain
Disagree
Strongly Disagree

50%

TRAINSMISSION MACHINING
1) I am satisfied with Mahindra & Mahindra as a place to work.

0%

Strongly Agree
40%
Agree
Uncertain

60% Disagree
Strongly Disagree
2) I get proper training for performing my job.

0%

Strongly Agree
40%
Agree
Uncertain
60% Disagree
Strongly Disagree

3) All the safety measures are in place and monitered

0%
20%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

80%

4) My supervisor provides me proper guidance for my work.

0%

Strongly Agree
40%
Agree
Uncertain

60% Disagree
Strongly Disagree

5) I am treated with care and concern..


0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%

6. I feel responsible for the quality of product manufactured.

0%

S trongly Agree
40%
A gree
Uncertain

60% Disagree
S trongly Disagree

7)I am informed about the progress of my department on monthly basis

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%
8. My suggestions are welcome/entertained and due consideration is given to them.

0%
0%
20%

Strongly Agree
40%
Agree
Uncertain
Disagree
Strongly Disagree

40%

9. I feel discipline is followed at my workplace.

0%

Strongly Agree
40%
Agree
Uncertain

60% Disagree
Strongly Disagree

10. I feel motivated to do my job.

0%

Strongly Agree
40%
Agree
Uncertain
60% Disagree
Strongly Disagree
TRAINSMISSION MAINTAINCE
1) I am satisfied with Mahindra & Mahindra as a place to work..
Strongly Agree
0%
Agree
33%
Uncertain

67% Disagree

Strongly
Disagree

2) I get proper training for performing my job.

Strongly Agree
0% 17%
Agree

Uncertain

Disagree
83%
Strongly
Disagree

3) All the safety measures are in place and monitored.


0% Strongly Agree

17% 0%
Agree
33%
Uncertain

Disagree
50%
Strongly
Disagree

4) My supervisor provides me proper guidance for my work.


Strongly Agree

0%
Agree

Uncertain

Disagree
100%
Strongly
Disagree

5) I am treated with care and concern..


Strongly Agree
0% 17%
Agree

Uncertain

Disagree
83%
Strongly
Disagree

6) I feel responsible for the quality of product manufactured.


Strongly Agree
0%
Agree

Uncertain
50% 50%

Disagree

Strongly
Disagree

7) I am informed about the progress of my department on monthly basis.


Strongly Agree
0%
Agree
33%
Uncertain

67% Disagree

Strongly
Disagree

8) My suggestions are welcome/entertained and due consideration is given to them.


Strongly Agree
0%
Agree
33%
Uncertain

67% Disagree

Strongly
Disagree

9) I feel discipline is followed at my workplace.


Strongly Agree
0%
Agree

Uncertain
50% 50%

Disagree

Strongly
Disagree

10) I feel motivated to do my job.


Strongly Agree
0% 17%
Agree

Uncertain

Disagree
83%
Strongly
Disagree

ENGINE MAINTAINCE
1) I am satisfied with Mahindra & Mahindra as a place to work..

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%

2) I get proper training for performing my job.

0%

33% Strongly Agree


Agree
Uncertain
Disagree
67% Strongly Disagree
3) All the safety measures are in place and monitered

0%

33% S trongly A gree


A gree
Uncertain
Disagree
67% S trongly Disagree

4) My supervisor provides me proper guidance for my work.

0%

33% Strongly Agree


Agree
Uncertain
Disagree
67% Strongly Disagree

5) I am treated with care and concern..

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%
6) I feel responsible for the quality of product manufactured.

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%

7) I am informed about the progress of my department on monthly basis.

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%

8) My suggestions are welcome/entertained and due consideration is given to them.

0%

33% Strongly Agree


Agree
Uncertain
Disagree
67% Strongly Disagree
9) I feel discipline is followed at my workplace.

0%

33% Strongly Agree


Agree
Uncertain
Disagree
67% Strongly Disagree

10) I feel motivated to do my job.

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%

ENGINE MACHINING
1) I am satisfied with Mahindra & Mahindra as a place to work.

0%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

100%
2) I get proper training for performing my job.

4%
11% 18%

Strongly Agree
Agree
21% Uncertain
Disagree
Strongly Disagree

46%

3) All the safety measures are in place and monitered

0%
18% 21%

Strongly Agree
7% Agree
Uncertain
Disagree
Strongly Disagree

54%

4) My supervisor provides me proper guidance for my work.

4%
21%

Strongly Agree
36% Agree
Uncertain
Disagree
Strongly Disagree

35%
4%

5) I am treated with care and concern.


0%
21%

36% Strongly Agree


Agree
Uncertain
Disagree
Strongly Disagree
0%

43%

6) I feel responsible for the quality of product manufactured.

4%0%4%

36%
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

56%

7)I am informed about the progress of my department on monthly basis.

11% 15%

15% Strongly Agree


Agree
Uncertain
Disagree
11% Strongly Disagree

48%
8) My suggestions are welcome/entertained and due consideration is given to them.

7% 11%

14%
Strongly Agree
Agree
Uncertain
14% Disagree
Strongly Disagree

54%

9) I feel discipline is followed at my workplace.

7% 0%
4% 21%

Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

68%

10) I feel motivated to do my job.

7% 0%
7%
28%
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

58%
ENGINE ASSEMBLY
1) I am satisfied with Mahindra & Mahindra as a place to work.

4%
8%
3%
Strongly Agree
Agree
52% Uncertain
Disagree
33% Strongly Disagree

2) I get proper training for performing my job.

13% 18%

Strongly Agree
Agree
21%
Uncertain
Disagree
Strongly Disagree

10% 38%

3) All the safety measures are in place and monitored.

6% 13%
15%
Strongly Agree
Agree
Uncertain
Disagree
23% Strongly Disagree
43%
4) My supervisor provides me proper guidance for my work.

6%
8%

37% Strongly Agree

17% Agree
Uncertain
Disagree
Strongly Disagree

32%

5) I am treated with care and concern..

4%
10% 17%

Strongly Agree
Agree
17%
Uncertain
Disagree
Strongly Disagree

52%

6) I feel responsible for the quality of product manufactured.

6%
8%

6% Strongly Agree
39%
Agree
Uncertain
Disagree
Strongly Disagree

41%
7) I am informed about the progress of my department on monthly basis.

6% 13%
10%

Strongly Agree
Agree
Uncertain
Disagree
30%
41% Strongly Disagree

8) My suggestions are welcome/entertained and due consideration is given to them.

4% 10%
11%

Strongly Agree
Agree
20% Uncertain
Disagree
Strongly Disagree

55%

9) I feel discipline is followed at my workplace.

10% 1%

7%
34% Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree

48%
10) I feel motivated to do my job.

3%
14%
25%

Strongly Agree
Agree
17% Uncertain
Disagree
Strongly Disagree

41%

Chapter 13
CONCLUSIONS AND RECOMMENDATIONS:-

CONCLUSIONS: -
1. HR Department plays a very crucial role to recruit these highly technical and potential
people who proves to be a real cost effective and productive for the company.
2. The satisfaction in terms of the company is that these people produce more quality
product and as compared to 4 workers only 1 person of WST is needed.Thus being a true
cost effective affair.
3. The satisfaction survey concludes the result that these people need a little more attention
from the part of HR depart in having proper timely Training.
4. Along with the technical training these people need the Documentation training.

SUGGESSIONS:-
If gone through the survey report there are many of the points to state.

1. The WST engineers wants the permanent placement.


2. These respondents are temporary employees here but in the point of view of HR, these
people should get training after every scheduled time especially on their soft skills.
3. These people should get their safety devises.