CHAPTER 1 INTRODUCTION

Page 1

INDUSTRY PROFILE
The automobile industry is one of the core industries in Indian economy whose prospect is reflective of resilience of the economy. With the liberalization of the economy, India has become the playground of major global automobile majors. The automobile industry in India is practically evolving to replicate those of developed countries. The report focuses on the trends that are emerging in the industry cross segments, namely passengers cars/ mu lti-utility vehicles, two wheelers and tractors. The quality analysis of the various trends reveals that the industry offers immense scope even for allied industries and those looking at investing in the auto industry. The report features a crisp look at the evolution as well as its importance to the Indian economy. As a background a brief prospective of the global automobile industry across segments has been provided with comparisons on Indian scenario where ever needed. The report discusses the current scenarios in the industry, with detailed look on segmentation, structure, supply and demand scenarios. A detailed competitive analysis of the industry has been provided on sales, exports, and imports over the years, across segments. The emerging trends in the industry across the various segments namely passenger cars/ multi-utility vehicles, commercial vehicles, two wheelers and tractors have been discussed in depth. Factors that drive the demand and revenues across segments have been pictured. The financial performance of the following industry has been discuses TELCO (Tata motors ltd) Ashok Leyland Ltd Hindustan Motors Ltd Hero Honda Ltd Bajaj Auto Ltd Punjab Tractors Ltd TVS Suzuki Ltd M&M Ltd

As a vehicle owner finding genuine products and services for your vehicle has been a grey area, especially for frequent serviceable parts such as fillers, lubricant and batteries. In
Page 2

most of the cases, duplicate products passed off as genuine, vehicle owners and leave them in despair. These duplicate products do more harm to the vehicle in the long run than most of the people realize. In todays changing scenario, where in the government has come down heavily on pollution and has amended pollution norms, one has to be careful about ones vehicle emission level otherwise the resulting fines are too strident. The most vital factor contributing towards increased emission is the fuel, be it petrol or diesel. Finding a petrol station, which gives you an unadulterated fuel become a task in itself.

COMPANY PROFILE
TVS group is one of the Indias largest industry conglomerates. TV Sundram Iyengar and Sons limited, established in 1911, is the parent and holding company of the TVS Group. The largest automobile distribution company in India. TVS & sons has an annual exceeding US$ 450 million (over 16,000 million) with a workforce of over 5000, TV Sundram Iyengar & Sons Limited operates through three division;

TVS & Sons Sundaram Motors MADRAS Auto Service

Page 3

T V S & SONS TVS & Sons distributes Heavy Duty Commercial Vehicles, Jeeps, and cars. It represents premier automotive companies like Ashok Leyland, Mahindra and Mahindra Ltd, and Honda. It also distributes automotive spare parts for several leading manufactures. TVS & Sons has grown into a leading logistics solution provider and has setup state-ofthe art warehouse all over the country. It also diversified into distribution Garage equipment that ranges from paint booths to engine analyses and industrial equipment products.

Sundaram Motors Sundaram Motors distributes Heavy Duty Commercial Vehicles and cars. In addition to being dealers for Ashok Leyland, Honda, Fiat, Ford and Mercedes Benz. This division also distributers auto spares parts for several leading manufactures. Madras Auto Service Madras Auto Services distributes quality, automotive spare parts for all leading manufactures. It has an extensive distribution network spread through the country. Mission Customer care is at TVS and it has lived up to that service has always been the corner stone of TVS distributors success supported by advanced diagnostic and repair equipments. TVS has always paid particular attention to train personnel to ensure customer delight.

Page 4

Vision The vision of the company is to become Indias leading manufacturing and automotive component and along with it to diversify in various other areas. The company has taken conscious steps to move towards new business concepts and also to update the technology.

Service Our entire outlets are equipped with state-of-the-art diagnostic and repair equipment. Our mobile vans, equipped with special tools and trained mechanics, reach remote areas to provide door-to-door service. A training centre helps us continuously upgrade our skills. Our Service infrastructure includes 24 hour emergency break-down service 2200 working bays for servicing Night service Capacity to overhaul 3000 engines Complete re conditioning facilities 400 service technicians Customer care All our operations are geared towards ensuring that customer satisfaction is maximized. Continuous expansion of our network ensures that our customers have convenient access to a TVS outlet. We have also pioneered the concept of mobile vans that provided service for customers at remote locations. Experienced, courteous and well-trained staffs are appointed in all our Showrooms and service centers. Our objective, always, is to ensure that all our interactions culminate in a memorable experience. It is this emphasis on customer care this has helped us retain and expand our loyal client base.

Page 5

TVS GROUP Brake India Limited Axles India Limited India Japan Lighting Limited Nippon Electricals Limited India Motor Parts and Accessories Limited IRIZAR TVS (p) Ltd TVS Cherry Limited Turbo Energy Limited TVS Electronics Limited TVS Interconnect Systems Limited TVS Sewing Needles Limited Sundaram-Clayton Limited Harita finance limited

All products (current and old): Motorcycles:

TVS AX 100 TVS Samurai TVS Apache (150 cc,13.7 Ps @8500rpm) TVS Apache RTR 160 TVS Apache RTR 160 EFI (Electronic Fuel Injection) TVS Apache RTR 180 (17.3ps) TVS Fiero TVS Flame TVS Flame (125 cc)
Page 6

TVS MAX 100 TVS MAX R 100 TVS Star TVS Star City TVS Victor (110 cc) TVS Victor EDGE (125 cc) TVS Victor GLX (125 cc)

Scooters:
TVS Scooty KS (60 cc) TVS Scooty ES (60 cc) TVS Scooty Pep (90 cc) TVS Scooty Pep + (90 cc) TVS Teenz (60 cc)

Page 7

HISTORY:
TVS was established by TV Sundaram Iyengar. He began with Madurai's first bus service in 1911 and founded T.V.Sundaram Iyengar and Sons Limited, a company that consolidated its presence in the transportation business with a large fleet of trucks and buses under the name of Southern Roadways Limited. When he died in 1955 his sons took the company ahead with several forays in the automobile sector, including finance, insurance, manufacture of twowheelers, tires and components. The group has managed to run 33 companies that account for a combined turnover of nearly $3 billion. Early years Sundaram Clayton, then the flagship company, was founded in 1962 in collaboration with Clayton Demander Holdings, United Kingdom. It manufactured brakes, exhausts, compressors and various other automotive parts. The company set up a plant at Hosur in 1978 to manufacture mopeds as part of a new division. A technical collaboration with the Japanese auto giant resulted in the joint-venture In Suzuki Limited in 1982 between Sundaram Clayton Ltd and Suzuki Motor Corporation. Commercial production of motorcycles began in 1984. Suzuki relationship TVS and Suzuki shared a 19 year long relationship that was aimed at technology transfer to enable design and manufacture of two-wheelers specifically for the Indian market. Rechristened TVS-Suzuki, the company brought out several models such as the Suzuki Samurai, Suzuki Shogun and Suzuki Fiero. Differences in opinion on how to run the join venture eventually led to the partners going their separate ways in 2001 with the company being renamed TVS Motor, relinquishing rights to use the Suzuki name. There was also a 30 month moratorium period during which Suzuki promised not to enter the Indian market with competing two-wheelers. The company also got over a period of labour unrest that required Chairman Venu Srinivasan to take tough measures to resurrect a company that was in a state of turmoil. He would go on to invest in new technology, nurture in-house design, and implement Toyota-style quality programs.

Page 8

Over the years TVS Motor has grown to be the largest in the group, both in terms of size and turnover, with four state of the art manufacturing plants in Hosur, Mysore and Nalagarh in India and Karawang in Indonesia. TVS Motor is credited with many innovations in the Indian automobile industry, notable among them being the introduction of India's first two-seater moped, the TVS 50cc. The company became the leader in its category of sub 100 cc mopeds, having sold 7 million units. It also introduced the TVS Scooty, which is India's second largest brand in the scooterette segment. The TVS Jive launched in November 2009 became India's first clutch-free motorbike aimed at a stress-free rider experience. while the unisex scooter TVS Wego is targeted at urban couples, featuring body-balance technology for easier handling. On 1 June 2012, TVS Motors reported a dip of 5% in its total sales for May 2012.In July 2012, TVS Motors and BMW Motored were reported to be in talks for technology sharing. 0n 8 April 2013, BMW Motored and TVS Motor Company signed a cooperation agreement with the aim to develop and produce motorcycles in the segment below 500 cubic centimeters In July 2013, TVS Motor announced plans to construct a motorcycle assembly plant in Uganda and to introduce two new models suited to the East African environment. The new plant is expected to become operational in 2014.

Awards
TVS Motor won the Deming Application Prize in 2002. The same year, the work done for the TVS Victor motorcycle won TVS Motor the National Award for successful commercialization of indigenous technology from the Technology Development Board, Ministry of Science & Technology, and Government of India. In 2004, TVS Scooty Pep won the 'Outstanding Design Excellence Award' from Business World magazine and the National Institute of Design, Ahmadabad. The effective implementation of Total Productivity Maintenance practices won TVS Motor the TPM Excellence Award given by the Japan Institute of Plant Maintenance in 2008.

Page 9

TVS Motor has won several management awards, notable among them being the Emerging Corporate Giant in the Private Sector awarded by The Economic Times and the Harvard Business School Association of India. Business Today magazine awarded TVS Motor the Best Managed Company and the Most Investor Friendly Company awards. Its advertising practices won it the Good Advertising award by Auto India Best Brand Awards 2009.[16] Company Chairman Venu Srinivasan is a recipient of several awards for corporate excellence such as the Star of Asia Award by Bloomberg Business Week and the JRD Tata Corporate Leadership Award.[17] The University of Warwick, United Kingdom gave him an honorary Doctorate of Science degree while the Government of India honored him with the Padma Shri, one of India's highest civilian distinctions.

Page 10

CHAPTER 2 INTRODUCTION TO HR PRCTICES

Page 11

Put a light to Human Resource:

Nobel Prize-winning economist Gary S. Becker, who coined the term human capital, says that the basic resource in any company is the people. The most successful companies will be those that manage human capital in the most effective and efficient manner. The present day economy has been titled as Knowledge economy. In such an economy, it is people who make all the difference. In political economy capital or market was

important. Talent occupies centre stage in the Indian workplace. In view of this, managing and retaining manpower is becoming crucial to an organizations success. To achieve this, companies across sectors are focusing on some of the more critical HR practices.

Why are employees in some companies happy to stick with the company while others look for a change? The reason is that some companies know how to take good care of their employees and provide a working environment that helps them retain their identity, while proving themselves and growing along with the company. Here are some of the best HR practices that help in the creation of a highly satisfied and motivated work force.

Page 12

Work Environment A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed. Open Management Employees dont like the feeling of being kept in the dark about what is happening in the company. They feel motivated and develop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goals and objectives. This encourages participative management. Asking them for ideas on how to improve will get their creative juices flowing. Being open about everything related to the company will help in building trust and motivating the employees. This open management policy can be practiced using several tools. Performance Incentives Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attrition rate are mostly those that think employees are just doing their job. Even if it is the employees job, completion in an appreciable manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees. But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for annual bonuses or some such thing. Doing so will only reduce the perceived value of the bonuses. Performance Feedback This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the
Page 13

importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves. Employee Evaluation Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over an year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employees contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee. Sharing of Knowledge Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see. Publicize Good Performances Every company has some employees who outperform others. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A proper system should be set up to make a list of high performances at specific times in a year.

Page 14

Discussions Successful organizations nurture ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. There can also be suggestion boxes to capture these ideas. Through this system, managers can find talented employees and develop them. Rewards While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause. The Surprise Factor Who doesnt like a surprise? Surprise deserving employees when they are least expecting it. It could be a gift certificate or a small reward of some sort. This surprise doesnt have to be limited to the best performers, but it can be randomly given to others as a motivating factor too. Anyone can be given this surprise reward. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company. Making an employee feel like a million dollars pays in the form of the success of an organization. Following are the HR practices in TVS motors.

Page 15

CHAPTER 3 HR PRACTICES IN TVS MOTORS

Page 16

1. RECRUITMENT:
Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not poached by rival companies. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Human resources are the most important assets in an organization. Recruitment often represents the first contact that a company has with potential employees. It is through recruitment that many individuals will come to know a firm and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality applicants, whereas a haphazard and piecemeal effort will result in mediocre ones. Quality employees cannot be selected when quality candidates do not know of job openings, are not interested in working for the company, and do not apply. Recruitment should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the available positions. This includes candidates from outside of the organization (external recruitment), as well as current employees interested in different jobs within the company (internal recruitment

Page 17

Page 18

External Recruitment:
External Recruitment methods in TVS are the following,

Professional or trade associations Print and electronic media advertisement Employee referral Public employment service Private employment agencies Executive search firms Campus recruitment Self-initiated walk-ins Special Events

Professional or Trade Associations: Many associations provide placement services for their members. These services may consist of compiling descriptive text on, or listings of, job-hunting members and their qualifications and providing access to members during regional or national conventions. Further, many associations publish or sponsor trade journals or magazines for their membership. These publications often carry classified advertisements from employers interested in recruiting their members

Print and Electronic Media Advertisements: Employers use newspaper advertisements for many reasons. 1. Job openings can be announced quickly. 2. They are fairly inexpensive compared with other methods, and more than one position can be included in the same advertisement. 3. Newspaper advertisements offer flexibility to employers (free-timetable, blind advertisements).

Page 19

Special Events: On occasion, an employer may wish to recruit applicants at special events such as job fairs. Job fairs may be sponsored by a chamber of commerce, educational institution, or government agency. These special events not only offer a potential source of applicants for the employer but also serve as a good public relations gesture. They represent an opportunity for an employer to become better known in the community and to link that employers name with a well -respected sponsor. In addition, some organizations may hold open houses for the community. These open houses provide an opportunity to demonstrate community involvement, as well as to make employment possibilities more obvious and attractive to attendees.

Campus Recruitment: Many entry-level professional and managerial jobs require a college degree. Each year employers spend thousands of dollars to send recruiters to college campuses around the nation. Campus recruitment programs account for more than 50 percent of college-educated talent hired each year.

Computer Data Bases: College recruiting has many types of computer data bases. The most common type, the resume data base, requires students to enter information about themselves into a data base that is then edited and made available to employers on a subscription basis by the company providing the service. Another approach, electronic want ads, puts students and alumni in electronic contact with employer

Page 20

One of the add that TVS published on 31-july-2013

Recruitment at: TVS Motor Company Position: Packing Engineer Work location: Hosur Responsibilities:

Design packaging parameters and develop samples for new products Implement packaging improvement projects Conduct test procedures for validation of packaging methods Develop Samples/ proposals for green & alternate packaging materials Organize machines, manpower materials and facilities to conduct trials for improvement projects Implement FMEA points Conduct training for operators on the new systems Implement variety reduction and standardization of packaging methods Incorporate vanning/palletization and prepare container layout Eligibility:

Diploma or Bachelor of Engineering/Technology in Engineering (Mechanical) or equivalent. At least 3 years of working experience in the related field is required for this position.

Page 21

Internal Recruitment
In order to better understand what internal recruitment is, it must be distinguished from internal staffing. Internal staffing involves the actual selection of employees for promotions, demotions, transfers, and layoffs. Such decisions are often made without the active and voluntary participation of current employees. Internal recruitment, on the other hand, involves generating active, voluntary participation 1. Job Posting Job posting is the most common way. It requires that management post or otherwise circulate listings of available job openings. The listings provide information contained in the job description and job specification, as well as information concerning compensation. Employees indicate their interest formally, either through their immediate supervisor or through the human resource department. In some organizations, the job posting program is coupled with a skills inventory, this inventory of employee skills, attributes, and performance data is used to match current employees with the requirements of the job openings

Page 22

2. TRAINING:
Training programs can help develop employee management skills, improve employee decision making abilities and improve morale by increasing employee competence, according to the management experts at the Reference for Business website. By using the most successful methods of employee training, a company can realize a maximum return on investment . There are several types of employee training methods. While some work better than others in certain professions, at times it is merely a matter of the personal preference of the employer. Organizations may test new employee training methods to evaluate their effectiveness before making a particular method a standard part of the training process. The primary types of employee training methods include hands-on training, self-study, Internetbased training, group classroom style and seminars. Hands-on training is most appropriate for professions and careers that involve manual labor, such as factory work. For these types of jobs, it can be difficult to adequately train a new employee through a textbook. Many other organizations use a combination of these types of training methods.

Self-Study Training

Self-study training methods involve written materials that new employees review on an independent basis. Most often, self-study materials include such items as the employee

Page 23

handbook, a written document outlining standards of conduct and information relevant to the company and its industry.

Internet-Based Training

Internet-based training is also an independent training method. In this case, the training materials and information are located on a website or company intranet, rather than being printed. Internetbased training has the benefit of allowing greater interactivity, such as short quizzes, exercises and games, the employee can participate in while going through the materials.

Group Classroom Training

Group classroom training and seminars are similar. Both involve the use of a trainer or speaker, who presents information to a group of employees. This method typically is used when several employees require training at the same time, as well as for continuing education training.

Hands-On Training

Hands-on training is used in situations in which it would be impossible to show an employee how to do something without being physically present. Hands-on training is used in manufacturing, health care and any other profession that features physical activity as a primary job function. For example, it is possible to explain how to draw blood from a patient using written words. However, it is easier and more thorough to show an employee how to draw blood and allow her to practice under supervision.

On

the

job

training:

On-the-job training is training that takes place while employees are actually working. It means that skills can be gained while trainees are carrying out their jobs. This benefits both employees and the business. Employees learn in the real work environment and gain experience dealing with the tasks and challenges that they will meet during a normal working day. The business benefits by ensuring that the training is specific to the job. It also does not have to meet the

Page 24

additional

costs

of

providing

off-the-job

training

or

losing

working

time.

Training:

human resources training cross cultural training management training leadership training presentation skills trailing communication and speaking training time management and productivity training customer service training negotiation training sales training writing training business organization training creativity and critical thinking training

3. COMPENSATION:
Compensation is the combination of monetary and other benefits provided to an employee in return for his or her time and skill. The compensation management field provides management with the ideal combination of the different remuneration types, with the goal of retaining and motivating good employees. There are two different types of compensation: direct and indirect. Direct compensation is typically made up of salary payments and health benefits. The creation of salary ranges and pay scales for different positions within the company are the central responsibility of compensation management staff. The evaluation of the employee and employer portions of benefit costs is an important part of a payment package.

Page 25

Effective compensation plans are routinely compared with other firms in the same industry or against published benchmarks. Although some jobs are unique within a specific firm, the vast majority of positions can be compared to similar jobs in other firms or industries. Direct compensation that is in line with industry standards provides employees with the assurance that they are getting paid fairly. This process helps the employer avoid the costly loss of trained staff to a competitor. Indirect compensation focuses on the personal motivations of each person to work. Although salary is important, people are most productive in jobs where they share the companys values and priorities. These benefits can include things like free staff development courses, subsidized day care, the opportunity for promotion or transfer within the company, public recognition, the ability to effect change in the workplace, and service to others. An effective package has a combination of direct and indirect compensation. Compensation management programs often include a salary range for each position, with incremental increases and annual reviews. During these review sessions, both types of compensation are addressed and presented to the employee as part of the total package. Regular evaluation of the total compensation program and continual modifications is necessary to meet the changing needs of employees. Many firms invest time and resources to ensure that all employees are aware of all of the types of benefits that are available. This encourages employees to provide valuable feedback on the types of programs that are most important to them. Human resources departments are responsible for the creation and management of the compensation program. A compensation management professional usually has a degree in human resources and skills with data management, statistics, and report creation. Creative benefits packages must be in keeping with the companys vision and identify to be effective.

Page 26

Compensation package:
Companies that are serious about recruiting and keeping real talent develop employee compensation packages that are very competitive. These packages normally include salary and retirement savings plans but there may be other incentives to join such as signing bonuses, company vehicles, discounted products and services or options to obtain stock. While attractive packages do get the attention of many potential recruits, the reputation of the company and advancement opportunities are often a higher priority. Compensation package include salary, retirement savings, performance incentives and health insurance.

4. WORKING CONDITION:
Working conditions refers to the working environment and aspects of an employees terms and conditions of employment. This covers such matters as: the organization of work and work activities; training, skills and employability; health, safety and well-being; and working time and work-life balance. Necessary things of good work place.

Employment contracts An employment contract is a contract between employee and your employer. An employment contract can be said to exist when someone works for an employer and receives wages for the work that he or she personally performs. As well as permanent contracts, there are various flexible types of employment contract.

Equal treatment It is against the law to treat a person differently on the grounds of their religion, belief, political convictions, race, gender, nationality, sexual orientation, civil status, handicap, chronic illness, age, the amount of time they work (full time or part time) or type of employment contract (temporary or permanent). This section deals with information on equal treatment during a job

Page 27

application procedure, at work, in the terms and conditions of employment, including pay and dismissal, and what to do when you have not been treated in the same way as others.

Holiday entitlements Every employee is entitled to holiday with full pay. The minimum number of holiday days to which an employee is entitled is established by law. The different ways of taking days as holiday are also regulated by law. In addition, employees and employers can conclude agreements about days off.

Leave Without legal measures, leave would depend too much on the sector in which employee are employed and its economic conditions. Many employees would not be entitled to leave on important occasions, such as pregnancy, emergencies or when a family member needs care. This could induce workers to leave the job market or, at least, to reduce the number of hours they work. For this reason, the government has instituted measures, such as the legal right to unpaid leave and emergency leave. Employers and employees are generally free to make additional agreements on leave, for instance in the company CAO.

Working hours Work costs energy, both mental and physical. For that reason, employees may not work for too long without a break. There are rules covering how long somebody may work per day and when people are entitled to a break. The rules are contained in the Working Hours Act and the Working Hours Decree.

Page 28

Responsibility of employer in TVS for ensuring health and safe working place:
Work health and safety procedures must be implemented wherever the work is being conducted, be that in an office, factory, construction site or home. 1.ensure that the way work is done is safe and does not affect employees health

2 .ensure that tools, equipment and machinery are safe and are kept safe

3ensure that ways of storing, transporting or working with dangerous substances is safe and does not damage employees health

4. provide employees with the information, instruction and training they need to do their job safely and without damaging their health

5. consult with employees about health and safety in the workplace

6. monitor the workplace regularly and keep a record of what is found during the checks. Policies should be developed in consultation with all employees. In some instances it may be necessary to organise support persons or interpreters for employees with disability so that all employees may participate in the consultation process.

Page 29

Following are the figures of workplace of TVS:

Page 30

5. SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under Definition of Selection: Process of differentiating Selection is the process of differentiating between applicants in order to identify and hire t hose with a greater likelihood of success in a job.

STEPS IN SELECTION 1. Preliminary Interview: The purpose of preliminary interviews is basically to eliminate

unqualified applications based on information supplied in application forms. The basic objective is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview and is a good public relations exercise.

2.

Selection Tests: Jobseekers who past the preliminary interviews are called for tests. There

are various types of tests conducted depending upon the jobs and the company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an individual can perform tasks related to the job. Besides this there are some other tests also like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc.

3.

Employment Interview: The next step in selection is employment interview. Here

interview is a formal and in-depth conversation between applicants acceptability. It is considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress Interviews.

4.

Reference & Background Checks: Reference checks and background checks are

conducted to verify the information provided by the candidates. Reference checks can be through
Page 31

formal letters, telephone conversations. However it is merely a formality and selections decisions are seldom affected by it.

5.

Selection Decision: After obtaining all the information, the most critical step is the selection

decision is to be made. The final decision has to be made out of applicants who have passed preliminary interviews, tests, final interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee. 6. Physical Examination: After the selection decision is made, the candidate is required to

undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination.

7.

Job Offer: The next step in selection process is job offer to those applicants who have

crossed all the previous hurdles. It is made by way of letter of appointment.

8. Final Selection

Page 32

Selection techniques are used:

To reduce costs from recruiting and training unsuitable people. To give employers a fairer and more accurate prediction of the potential of a job candidate.

To recruit the best staff in a competitive world. To help employers manage the large number of applications received; for example initial telephone screening and interviews can reduce the number of applicants (see section 7).

To ensure a good match between the skill needs, values and ethos of an organisation and job candidates

Selection techniques in TVS:

Different types of positions require different kinds of selection techniques. Choosing the right techniques will help you to recruit the best person for the position. The selection techniques you
Page 33

choose will depend on the particular skills, attributes and knowledge required for the position. Care must be taken to ensure that the selection criteria can be assessed by the techniques you have chosen.

Written applications Panel interviews Presentations and seminars Testing and work samples Referee reports

TVS look following abilities to candidate during selection

Communication (adapts/checks for understanding) Working With Others Forward Thinking Judgment (decision making/problem solving) Quality Focus (high standards, constantly improving) Customer Focus (understands needs of all customers) Achievement Orientation (Drives self / others)

6. PERFORMANCE APPRAISAL
A performance appraisal, or performance review, is a formal interaction between an employee and her manager. This is when the performance of the employee is assessed and discussed in
Page 34

thorough detail, with the manager communicating the weaknesses and strengths observed in the employee and also identifying opportunities for the employee to develop professionally. In most instances, a performance appraisal is completed quarterly or annually.

Different Performance Appraisal methods in TVS:

360-Degree Feedback A common performance appraisal method is the 360-degree feedback. In this scenario, whoever conducts the appraisal, such as a human resources manager, interviews an employee& rsquo;s supervisor, peers and any direct reports. This technique allows an appraiser to gain a complete profile of the employee. Ratings Scale An alternate type of performance appraisal is the ratings scale. This methodology requires an employer to develop an in-depth grading system, similar to the way students in school are assessed. This scale is then used to evaluate an employee success within a variety of areas, such as technical skill set, teamwork and communication skills. There is typically a minimum required grade an employee must receive in order for the performance appraisal to be considered a success.

7. STAFFING
HR Practices provides advance staffing planning to anticipate and meet your long-term human capital requirements. Well find the highest quality team members within manageable financial parameters. Some of the services we provide:

Cost-effective recruiting resources Background and reference checks Clear and understandable Job Descriptions Training and Development resources to enable your entire team to perform at their best with a spirit of mutual respect and support
Page 35

Job Performance Evaluations with useful feedback for your managers Career Path programs that will promote team motivation and loyalty Fair and responsible Conflict Resolution that will protect your organization legally

Disciplinary and Termination procedures Exit Interviews to provide insights that will lower expensive attrition rates Wage and Hour compliance Team Management and Development

Effective Leadership Skills Development for managers to encourage their strongest, most positive efforts and to help them exceed even their own expectations

Enhance and improve communication skills between management and staff, enabling your entire team to understand and support your Mission and long-term goals.

Incentive Compensation Plans to keep and reward highly valued employees

Page 36

CHAPTER 4: CONCLUSION

Page 37

Human

resources is

the

set

of

individuals

who

make

up

the workforce of

an organization, business sector, or economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody and can contribute to an organization). Likewise, other terms sometimes used include "manpower", "talent", "labor", or simply "people" .From the corporate vision, employees are viewed as assets to the enterprise, whose value is enhanced by development. Hence, companies will engage in a barrage of human resource

management practices to capitalize on those assets. In governing human resources, three major trends are typically considered: 1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. 2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc. 3. Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

Employees are considered as the wealth of any company and the employees are the real asset of the company. Good HR practices is very much essential in any company to protect the

employees since they are the developers of the company, If a company possess good HR practices it could promote the performance of the employees and will always help the employees to develop themselves and the company. From the project, it is concluded that TVS is giving so many HR practices for employee and for the growth company.
Page 38

HR practices in TVS are Recruitment Selection Staffing Performance appraisal Training Not only the management but also the entire human system in the organization can contribute much of the betterment of management of the company if the company has a good welfare system. Healthy human resource means a sound profit. I wish the company authority for a bright future of the company and thank one and all who helped us in this project to be a grant success.

Page 39

CHAPTER 5: BIBILOGRAPHY

Page 40

BIBILOGRAPHY
HR For Line Managers: Best Practice by Frank Scott-Lennon

IRS Best Practice in HR Handbook by Neil Rankin

www. tvsiyengar.com. www.Google.com www.tvsmotor.in

Page 41