HR TRENDS IN MANUFACTURING SECTOR

Poject Report

SUBMITTED BY: Abhishek Bhatti (1) Heena Narang (17) Isha Singh (20) Kanika Pande (23) Satvik Sharma (46) Surander Pal (53)

Table of Contents
1. Introduction2 2. HR practices in manufacturing sector.3 3. Literature review.4 4. Objectives7 5. Research design..7 6. Findings of the study..8 6.1 Pharmaceuticals.8 6.1.1 Glaxosmithkline.....9 LG.10 Tata Steel..13 Bharat Heavy Electronics Limited ..15 6.2 Electronics10 6.2.1 6.3 Steel Industry13 6.3.1 6.4 Heavy Machinery Indusrty...15 6.4.1 6.5 Aditya Birla Group...20 6.6 Chemical Industry24 6.6.1 Du pout24 7. References.29

Introduction
Manufacturing Sector Manufacturing is the use of machines, tools and labor to produce goods for use or sale. The term may refer to a range of human activity, from handicraft to high tech, but is most commonly applied to industrial production, in which raw materials are transformed into finished goods on a large scale. Such finished goods may be used for manufacturing other, more complex products, such as aircraft, household appliances or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then sell them to end users the "consumers". Manufacturing takes turns under all types of economic systems. In a free market economy, manufacturing is usually directed toward the mass production of products for sale to consumers at a profit. In a collectivist economy, manufacturing is more frequently directed by the state to supply a centrally planned economy. In free market economies, manufacturing occurs under some degree of government regulation. Modern manufacturing includes all intermediate processes required for the production and integration of a product's components. Some industries, such as semiconductor and steel manufacturers use the term Fabrication instead. The manufacturing sector is closely connected with engineering and industrial design. Examples of major manufacturers in the North America include General Motors Corporation, General Electric, and Pfizer. Examples in Europe include Volkswagen Group, Siemens, and Michelin. Examples in Asia include Toyota, Samsung, Tata and Bridgestone. Manufacturing Categories Various categories that than be considered in the manufacturing sector are: Chemical Industry Pharmaceuticals Construction Aerospace Manufacturing Tyres Automobiles

Electronics Engineering Energy Industrial Designing Metal working Textile Telecommunications Plastics Jewellery Metal casting Food and beverages, etc

Human Resource Practices in Manufacturing Sector All these industries have requirement for employees with some specific skill set. Also, different departments would also have different skill requirements. The HR function is to take care of all the aspects possible that might affect the employees. Human resource management in these industries involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company. Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On-boarding Training and development Personnel administration Compensation in wage or salary Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labour relations

Literature Review "Best Practices" in HR are subjective and transitory. What is best for one company may not be best for another. What was best last month may not be best for today. The concept of "best" is highly subjective and non-specific. "Best Practice" is not a set of discrete actions but rather a cohesive and holistic approach to organizational management. Best Practices are initiatives taken by HR to: Create a feel good factor Give high visibility and focused impact Be unique and relevant Gel with organization culture Provide fresh / creative way to accomplish a task

Influencing Factors Some factors which constitute best practices in HR are: Communication Continuous Improvement Risk Taking Recognition Work-life Balance Culture Consciousness Recruitment Training & Development

Communication The "best practice" companies have the most intense communications which are broad, continuous and involve multi-directional employee contact. Communications with employees is "a given", and is formal, focused and on-going responsibility. Communications are not done as an "extra".

1. "Talk of the Week" where all the employers are asked to participate and give their word and opinion about their superiors helping to bridge the gap. 2. "Taking a Step Ahead" is Round Table Initiative followed by GSK Group to empower the employees.

Continuous Improvement The best companies are never satisfied. They focus not only getting it right but doing it better. They are intensely dependent on feedback from all sources as the prime basis of their continuous improvement philosophy. 1. "Dosti" Counseling Facility, where trained counselor offer free and confidential advice on any issue under the sun - from work related stress to marital discord adopted by Texas

Instruments. 2. Les Concierges Service - Outsourcing chores like paying bills, booking tickets and buying vegetables followed by Johnson & Johnson. 3. Breakfast with Department Head in groups of 10 adopted by GSK. 4. Cashless Hospital Scheme for employees & their families by Johnson & Johnson. Risk Taking The best companies have leaders who possess courage to make the hard decisions and carry them out. 1. People like Jack Welch, CEO of General Electric, is known as "Neutron Jack" for his massive shake-ups at GE. These people are not afraid to go face-to-face with people - internal customers included - to discuss issues they feel need to be addressed. Recognition 1. On-the-spot Recognition followed by Shoppers' Stop where all employers are recognized on their contribution and talent they exhibit. For every contribution, they are given stars making people feel Stars.

2. Special Awards like "Helping Hand", "First Mover", And Quarterly Rewards and appreciation are some of the initiatives taken by many companies.

Work Life Balance 1. An initiative taken by GSK that every employee can walk out of the office at 6.00 p.m. helping them to balance both professional and personal life. 2. Quarterly Star Performers awarded with packages like Dinner-with-Family, Stay-over-theWeekend at Five Star Hotels by Hewitt Packard. 3. Spouses invited to give a pleasant surprise to employees on anniversary and birthday at Hewitt. Culture Consciousness The best companies are all sharply focused on their culture and are conscious of how culture shapes systems and behaviors. The best example for that is an initiative Fun @ Work Cadbury Annual Theme identified, being a reflection of company's corporate goals. Celebration Calendar built around the theme is to ensure at least one event per month. 1. On Company Day, employees are encouraged to interact with consumers and bring back new ideas. 2. Worm controversy overcomes through 'Delivering Smiles'. 3. Specific days like Traditional Day, etc., introduced. Training & Development 1. Individual Training needs, performance and targets are freshly evaluated each quarter. 2. e-Learning Portal to provide a choice of whole range of topics from Communication to Project Management to Strategic Planning - FEDEX, HEWITT. 3. Rotational Development Program to provide cross-functional exposure to junior & midlevel staff.
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4. Mentoring Program promotes diversity - mentor from different department. 5. Employees spend 150 minutes a month on Kaizen & Behavioral Training - Classic Stripes.

OBJECTIVES OF THE STUDY To understand the HR practices being followed in manufacturing sector. To find the upcoming HR trends in manufacturing sector.

RESEARCH DESIGN The research design that has been used is exploratory research. Data Collection To determine the appropriate data for research mainly secondary data was collected as explained below: Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through: Articles Journals Websites

Findings of the study

The HR practices followed in one of the well-known organization in above mention categories is as followed:

Pharmaceutical The pharmaceutical industry develops, produces, and markets drugs licensed for use as medications. Pharmaceutical companies can deal in generic and/or brand medications. They are subject to a variety of laws and regulations regarding the patenting, testing and marketing of drugs. Some of the top pharmaceutical companies are: Novartis GlaxoSmithKline Johnsons & Johnsons Pfizer Daiichi Sankyo Novo Nordisk Procter & Gamble

GlaxoSmithKline

GlaxoSmithKline

plc,

often

abbreviated

to

GSK

is

global

pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in London, United Kingdom. It is the world's third largest pharmaceutical company measured by revenues (after Johnson &Johnson and Pfizer).

It has a portfolio of products for major disease areas including asthma, cancer, virus control ,infections, mental health, diabetes and digestive conditions. It also has a large consumer healthcare division which produces and markets oral healthcare products, nutritional drinks and over-the-counter medicines, including Sensodyne, Horlicks and Gaviscon.

HR Practices at GSK Here are a few of the ways GSK works with its employees to help them achieve their full potential, although not all of these initiatives are available in every country in which GSK operates.
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The GSK Experience

Career development starts on the first day. This includes career and personal development planning and "The GSK Experience", an interactive, global induction programme they provide in the UK and US.

Performance and Development Planning

Their global Performance and Development Planning process (PDP) is there to help employees at all stages of their career. PDP is a powerful tool for matching personal success to the success of the business. Throughout the year, both the employees and their manager will work together on this process to set you challenging objectives and identify career development needs. Career Innovation Zone

Career Innovation Zone is an online resource that employees can access freely at anytime from work or home. It offers a wealth of interactive tools and tips to help them work out the potential career directions and choices that would be right for them.

MyLearning

Employees will also have access to MyLearning, its online course catalogue. MyLearning allows employees to work with their manager to create a customized learning plan and to take advantage of the wide variety of instructor-led and e-Learning courses, including a number of customized Leadership Development offerings.

Coaching and feedback

GSK foster a culture of ongoing coaching and feedback for all employees. A variety of formal and informal resources are available to help employees, including a 360-degree feedback process and external coaching. Employees will also be encouraged to take part in either a formal or informal mentoring relationship.

On-the-job development

On-the-job development is part of the way GSK works. Opportunities for "stretch" assignments, secondments, and access to their cross business job posting database are a few of the resources available to employees.

Work-life balance

GSK wants all their people to be able to do their best work. And want them to do it in a way that meets not only the needs of the business but their own personal needs as well. That's why they take flexible working so seriously. The approach is to support flexible working arrangements wherever they can make life better for their employees, while ensuring business needs are met. The Flexible Working Policy, which applies to all their staff, covers a variety of working patterns, including home working, part-time working, annualized hours and termtime working. Of course, these kinds of flexible working options are particularly attractive to parents and care-givers. But reduced or redistributed hours or home working arrangements can also support people's religious observances, civic duties and further education commitments, along with a whole host of other interests and responsibilities outside the workplace.

Electricals and Electronics Industry

The worldwide electrical and electronic and computers industry is the most flourishing and extremely diversified sector consisting of manufacturers, suppliers, dealers, retailers, electrical engineers, electricians, electronic equipment manufacturers, and trade unions. This sector has been growing at a rapid pace with the invention of innovative technologies and an ever-increasing customer inclination towards electronic goods and services.

The global electrical and electronics sector is highly fragmented, comprising of various auxiliary sectors namely electronic components, computer and office equipment, telecommunications, consumer appliances and industrial electronics. Comprises of various establishments engaged in designing, manufacturing, marketing, supporting, selling and distributing of broad range of electronic components such as bolts, clamps, fasteners, rivets, lighting, semi conductor, integrated circuits, microprocessors, cables and wires, switches,
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sensors, keyboards, sockets, timing devices, laser modules, solar devices, test and inspection equipment, scientific and technical instruments etc. US, Japan, Europe, China, Taiwan, and Hong Kong are the leading markets of electronic components in the world. Semiconductor sector is the largest and highly profitable sector. The global semiconductor industry is worth $248 billion, of which China accounts for $ 63 billion. China, United States and Japan are the largest semiconductor producing countries in the world.

LG The LG is an American multinational conglomerate corporation incorporated in the State of New York. The Company operates through five segments: Energy Infrastructure, Technology Infrastructure, NBC Universal (NBCU), Capital Finance and Consumer & Industrial. In 2010, Forbes ranked GE as the world's second largest company, based on a formula that compared the total sales, profits, assets, and market value of several multinational companies. The company has 304,000 employees around the world.

HR Practices in LG Here are a few of the ways GSK works with its employees to help them achieve their full potential, although not all of these initiatives are available in every country in which GSK operates.

Operating with Integrity How we deliver results is as important as the results themselves. LG seeks to lead in workplace and marketplace integrity by respecting the human rights of everyone touched by our business, and by enforcing legal and financial compliance.

These commitments are detailed in our integrity policy, The Spirit & The Letter , which every employee supports with a signed pledge. They are further enabled by our ombudsperson process, which encourages any employee to report integrity concerns without fear of reprisal.

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Rewards and benefits LG strives to provide competitive employee benefits packages in the regions and industries in which we have a presence. Our wide range of employee services, retirement, health and other benefit plans are designed to help eligible employees make the best decisions for themselves, their family, and their lifestyle.

LG offers innovative programs to help our eligible employees gain more value from their healthcare benefits. Through HealthAhead, LG has further committed to improve the health of our employees and their families by creating a 'culture of health' which will deliver onsite and on-line programs, education, tools and services. We have also developed a global, industry-leading site certification program that will recognize excellence in worksite health.

Learning and leadership LG believes in developing the talent of new employees with programs designed to give indepth experience and build skills that are crucial to our long-term success. Our heritage is built on continuous learning, which is why we invest more than $1billion annually in training and education offerings. In addition to the GE Global Learning Program, employees can take advantage of tuition reimbursement benefits to help improve their skills, grow their career, or get a loan to help pay for their family's higher education.

Diversity and inclusiveness As a global company with operations in more than 100 countries, diversity isn't merely a noble idea it's the reflection of our business. Every day, LG works to ensure that all employees, no matter where they are located in the world and no matter where they come from, have an opportunity to contribute and succeed. One of the key ways for encouraging dialogue and progress in our diversity efforts are GE's affinity networks and employee groups: African American Forum Asian Pacific American Forum Gay, Lesbian, Bisexual, Transgender and Ally Alliance Hispanic Forum Veterans Network Women's Network

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Work and Life Balance Naturally, the passion that our people bring to their work extends to their own private worlds, and LG is committed to enabling a healthy balance between the two. LG encourages our people to meet their work commitments while balancing their own life responsibilities. To support this balance, flexible work arrangements are an integral part of the way we conduct business. The Company also offers many programs and resources to support employees including financial management, family counseling and more.

Steel Industry Steel, the recycled material is one of the top products in the manufacturing sector of the world. The Asian countries have their respective dominance in the production of the steel all over the world. India being one among the fastest growing economies of the world has been considered as one of the potential global steel hub internationally. Over the years, particularly after the adoption of the liberalization policies all over the world, the World steel industry is growing very fast. Steel Industry is a booming industry in the whole world. The increasing demand for it was mainly generated by the development projects that have been going on along the world, especially the infrastructural works and real-estate projects that has been on the boom around the developing countries. Steel Industry was till recently dominated by the United States of America but this scenario is changing with a rapid pace with the Indian steel companies on an acquisition spree.

TATA Steel Tata Steel formerly known as TISCO and Tata Iron and Steel Company Limited is the world's seventh largest steel company, with an annual crude steel capacity of 31 million tonnes. It is the largest private sector steel company in India in terms of domestic production. Ranked 258th on Fortune Global 500, it is based in Jamshedpur, Jharkhand, India.

It is part of TataGroup of companies. Tata Steel is also India's second-largest and secondmost profitablecompany in private sector with consolidated revenues of 132,110 crore(US$29.72bi llion) and net profit of over 12,350 crore(US$2.78 billion) during the year ended March31, 2008.Its main plant is located in Jamshedpur, Jharkhand, with its recent acquisitions; the company has become a multinational with operations in various countries. The Jamshedpur
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plant contains the DCS supplied by Honeywell. The registered office of Tata Steel is in Mumbai. The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. The company is listed on Bombay Stock Exchange and National Stock Exchange of India, and employs about 82,700 people (as of 2007).

HR Practices in TATA Steel At Tata Steel, there is a continuous effort of staying in touch with employees to ensure that there is the right culture to engage them in consistent performance improvement. There are well-established and effective arrangements at each business location for transparent communication and consultation with Works Councils and Trade Union representatives. Further, the Company has always registered steady quality improvement and productivity enhancement through dedicated efforts of the Companys Performance Improvement teams, focused on technical best practice transfer and the value of knowledge networks. Towards the well-being of employees Tata Steel has put into practice many initiatives, events and programmes that have helped to create not only an enduring loyalty amongst employees but also enabled them to have a more fulfilled life.

Special Benefits provided for Employees Medical facilities

Free medical facilities for employees and their family, which continues even after retirement. Housing facilities:

Subsidized electricity, water and housing facilities to all employees Higher studies

Monetary incentives to employees acquiring higher qualifications in a related field along with study leave, scholarships etc. when necessary. Holiday Homes: Tata Steel Officers Beach Club

Tata Steel has five holiday homes for benefit of employees during vacation.

All officers of Tata Steel are eligible to be members of the Beach Club that offers holidays in elite hospitality chains. Family Benefit Scheme:

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In the tragic case of a fatality in the Works, a monthly pension equal to the amount of the last drawn salary of the deceased is given to the legal heir until the time the deceased would have attained the age of 60.

Developing People Valuing its people as a great asset, Tata Steel is committed to their development, both in order to benefit the individual and to benefit the Company through increased knowledge and skills. In order to leverage maximum potential of human resource to achieve business objectives the Company recognizes that enrichment of people will help retain a motivated workforce in a competitive environment.

Skills Development - Non-officers

Skill training is a process that begins at the time of an employee joining the company and continues throughout his or her career. Employees work in clusters of multi-skilled workers and move across and within clusters on improving their skills levels. The Technical Training Institute imparts vocational and basic skills training; the departments impart on-the-job training. In order to promote self-directed learning, the Company has introduced e-learning whereby employees can access electronic courses from their departmental e-Learning centres.

Skills Development Officers Tata Steel Management Development Centre conducts a number of managerial and functional competency based programmes for officers and supervisors. The objectives of these programmes are: To build individual capability by enhancing managerial and functional competencies which are critical to operations, service and support functions. To build a leadership pipeline in the organization to prepare the people to meet the challenges of growth, globalization and change.

Equal Opportunities Practices Tata Steel is an equal opportunity employer and does not discriminate on the basis of race, caste, religion, colour, ancestry, marital status, sex, age or nationality. The Companys Affirmative Action Policy promotes equal access to its employment and opportunities and all

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decisions are merit based. Respect for equal opportunities asset out in the Tata Code of Conduct is followed. The HR Policy and Affirmative Action Policy are monitored by the Ethics Counselor and supported by an effective grievance redressal mechanism. Tata Steel encourages female employees to advance their career with initiatives dedicated towards personal development and professional advancement. The Women Empowerment Cell examines and addresses the issues and concerns of female employees and ensures that they do not miss out on any growth opportunity.

Freedom of association and collective bargaining Tata Steel respects the employees right to exercise freedom of association and collective bargaining and provides appropriate support for this. There is an established system of joint working and collective bargaining, which ensures that every employee is able to exercise this right without any fear. Pioneering the concept in India, a system of Joint Consultation has been in place in Tata Steel for more than 50 years.

Heavy Machinery Industry Heavy industry does not have a single fixed meaning as compared to light industry. It can mean production of products which are either heavy in weight or in the processes leading to their production. In general, it is a popular term used within the name of many Japanese and Korean firms, meaning 'construction' for big projects. Example projects include the construction of large buildings, Nuclear Power Plants, Thermal Power Plants, chemical plants, the H-IIA rocket and also includes the production of construction equipment such as cranes and bulldozers. Alternatively, heavy industry projects can be generalized as more capital intensive or as requiring greater or more advanced resources, facilities or management.

BHEL Bharat Heavy Electricals Limited (BHEL) is one of the oldest and largest state-owned engineering and manufacturing enterprise in India in the energy-related and infrastructure sector which includes Power, Railways, Telecom, Transmission and Distribution, Oil and Gas sectors and many more. It is the 12th largest power equipment manufacturer in the world. BHEL was established more than 50 years ago, ushering in the indigenous Heavy
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Electrical Equipment industry in India. The company has been earning profits continuously since 1971-72 and paying dividends since 1976-77. 73% of the total power generated in India is produced by equipment manufactured by BHEL. It is one of India's nine largest Public Sector Undertakingsor PSUs, known as the Navratnas or 'the nine jewels'.

HR Practices at BHEL People focus At BHEL, professional attitude and efficiency of work effort is what one believes in. The organization maintains a judicious balance between the interests of its clients & employees and that of its own. BHEL exceeds everyones expectations through its efficiency driven processes and teams of committed professionals. Integrity forms the heart of the organization and is upheld under all circumstances. It maintains high standards in all its endeavors and undertakings to ensure a world class service to all its clients. Employees at BHEL are motivated to work as a team and guide one another, whenever and wherever the need exists

Learning and Development At BHEL, we believe in keeping our talent pool updated with the latest of the Industry. Hence we mentor and train them to develop their abilities and enhance their existing knowledge and upgrade it to the next level. Thanks to our Learning and Development Endeavour, we have:

A motivated pool of Employees who deliver efficiently and effectively. senior leadership that characterizes and drives the growth and profitability A customer focused work environment Processes that are aligned to business goals and objectives

Work Culture BHELs work culture encourages transparent channels of communication, open work environment, teamwork, and respect for new ideas and thoughts. New inductees are always encouraged to voice their ideas by their seniors. Peers facilitate the strength through their undying support and encouragement. BHEL is the place where there is an occasion to celebrate every single day. Employees are treated like family members and it is made sure that support is extended to all those who require it.

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Recommendations Safe, Healthy and Happy Workplace Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.

Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.

Performance linked Bonuses Paying out bonuses or having any kind of variable compensation plan can be both an incentive and disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation

360 Degree Performance Management Feedback System This system, which solicits feedback from seniors (including the boss), peers and subordinates, has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feedback for self development.

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Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling &achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager are another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.

Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas (implemented at the work place) are good to be posted on these knowledge sharing platforms. However, what to store & how to maintain a knowledge base requires deep thinking to avoid clutter.

Highlight performers Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.

Open house discussions and feedback mechanism Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.
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Reward Ceremonies Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.

Delight Employees with the Unexpected The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential

Aditya Birla Group

The Aditya Birla Group is a multinational corporation based in Mumbai, India with operations in 25 countries including Thailand, Dubai, Singapore, Myanmar, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Bangladesh, Malaysia, Vietnam and Korea.

A US$ 28 billion conglomerate, with a market capitalization of US$ 31.5 billion, over 50 per cent of its revenues flow from its operations across the world. The group is a major player in all the industry sectors it operates in. The Group has been adjudged the best employer in India and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study 2007.

The origins of the group lie in the conglomerate once held by one of India's foremost industrialists Mr. Ghanshyam Das Birla. He bequeathed most of these companies to his grandson, Mr. Aditya Vikram Birla the father of the current Chairman of the group, Mr. Kumar Mangalam Birla. Mr. Kumar Mangalam Birla is the grandson of Mr. Basant Kumar Birla, who heads his own independent business conglomerate. Several other members of the Birla Family, own and run their independent business groups

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MISSION: To deliver superior value to our customers, shareholders, employees and society at large.

HUMAN CAPITAL: Among Human Resources initiatives taken during the FY 2007- 08 to retain and groom talent are: 1. Created new channels of communication. 2. Geography wise HR partners to aid employee interaction. 3. PSI Buddies for all new hires on their date of joining the organization. 4. Initiated Speak your Mind : projects interface with HR. 5. Various spot awards and informal rewards recognizing deserving PSIans. 6. Training boot camp for freshers. 7. Strengthen the Training and Competency function, introducing the Monthly training calendars. 8. Employee integration activities to foster fun at workplace. 9. Routine medical check ups of project team members.

HUMAN RESOURCE DEVELOPMENT:-

The future success of any organization relies on the ability to manage a diverse body of talent that brings innovative ideas, perspectives and views to work. The challenge and problems of workplace diversity is turned into a strategic asset if an organization is able to capitalize on the available talents and your Company continuously works towards achieving this objective. The total number of employees as on March 31, 2007 was 684 as against 573 employees at end of previous year. The attrition rate of the Company has reduced to 18% as against last years rate of 24%. Your Company plans to increase its thrust on human resource development with Peoplecentricity as its Human Resource theme in FY 07-08 across the globe. Your Company has taken several initiatives to retain and groom talent at all levels of the organisation.

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PURPOSE OF HR POLICIES:-

HR policies allow an organisation to be clear with employees on: The nature of the organisation What they should expect from the company What the company expects of them How policies and procedures work at your company What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour The establishment of policies can help an organization demonstrate that it meets requirements for diversity, ethics and training. In order to fire a person it may be necessary to show cause compliant with employment contracts and collective bargaining agreements; the establishment of HR Policies to document steps in procedures, including displinary procedures, is now standard.

HR POLICIES OF ADITYA BIRLA GROUP

Drug-Free Workplace: The use and misuse of drugs and alcohol can threaten Company ABC and its clients. The possession, use or sale of illegal drugs, (including drug paraphernalia) is prohibited. The misuse of any legal drugs and/or the use of alcohol, while on Company time or during breaks or meals, is strictly prohibited.Any employee under the influence of alcohol or drugs that may impair judgment, performance or the safety of the employee or others while on Company property, Company business, or during work hours, is subject to discipline including termination. Employees are required to promptly notify Company ABC if they are taking any medication that may affect their judgment, performance or behavior.

Group Gowth policy : Having an aggressive growth plan with structured people processes that provide flexibility for individual creativity has worked well for the Group, says Misra. "The organisation's strength has been its high quality talent and strong financials, which help to further build on their leadership positions; and the freedom for employees to charter their career path of choice across businesses spread across 20 countries in six continents where Aditya Birla Group has a presence."
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Standards of Professional Conduct: The Employer ABC Code of Professional Responsibility provides that employees shall: Comply with and abide by all rules and regulations. Comply with and abide by all State and Federal laws and regulations. Maintain the highest professional standards. Commit no act of forgery or alteration of ABC documents or records. Commit no act of theft, damage or destruction of Employer ABC's or property. Cause no physical harm to any employee of ABC. Engage in no activity that obstructs the administration of disciplinary procedures or review Make no unauthorized commitments or promises binding Employer ABC or any of its employees

Other HR schemes: Aditya Birla Group classifies its various HR initiatives over the last five years into the following categories: recruitment and staffing, nurturing talent, performance management, opportunities for learning, rewards and recognition, Group-wide people process, quality of life beyond work, and integrating effectively.

Development assessment centres (DACs): DACs have been designed to support managers in assessing and developing their capabilities. Over 1,200 managers across all management levels have participated in the DACs since 2003. Post-DAC, the developmental goal for an individual, in terms of priorities for learning and development experiences to move to the next career stage, is captured through the individual development plan (IDP). These are monitored on a real time basis for tracking implementation on the Peoplesoft platform.

Talent reviews: A three-tier annual talent review process, held at the unit level, business level and Group level, ensures a focused approach to the implementation of lDPs. The review discussions provide meaningful input into the career and succession planning process.

Talent engagement:

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Business heads anchor programmes aimed at developing leadership potential and are personally involved in the design of specific courses. Other initiatives, such as the Chairman's Challenge and Ideas Unlimited, provide in depth engagement opportunities with hi-potentials.

Career moves and succession plans: Three-tier succession planning ensures that there is adequate leadership bench strength for all critical positions. Over 300 managers have moved into identified business critical roles at the senior and middle management levels as a consequence of their individual development plans. Most business critical positions have identified succession plans.

Chemical Industry
The chemical industry comprises the companies that produce industrial chemicals. It is central to modern world economy, converting raw materials (oil, natural gas, air, water, metals and minerals) into more than 70,000 different products. Polymers and plastics, especially polyethylene, polypropylene, polyvinylchloride, polyethylene terephthalate, polystyrene and polycarbonate comprise about 80% of the industrys output

worldwide. Chemicals are used to make a wide variety of consumer goods, as well as thousands inputs to agriculture, manufacturing, construction, and service industries. The chemical industry itself consumes 26 percent of its own output. Major industrial customers include rubber and plastic products, textiles, apparel, petroleum refining, pulp and paper, and primary metals. Chemicals is nearly a $3 trillion global enterprise, and the EU and U.S. chemical companies are the world's largest producers. The largest corporate producers worldwide, with plants in numerous countries, are

BASF, Dow, Degussa, EastmanChemicalCompany, Shell, Bayer, INEOS, ExxonMobil, DuP ont, SABIC, BraskemandMitsubishi,along with thousands of smaller firms.

Du Pont DuPont is an American chemical company that was founded in July 1802 as a gunpowder mill by Eleuthre Irne du Pont. DuPont is currently the world's second largest chemical company (behind BASF)in terms of market capitalization and fourth (behind BASF, Dow Chemical and Ineos) in revenue. Its stock price is a component of the Dow Jones Industrial Average. In the20th century, DuPont led the polymer revolution by developing many highly
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successful

materials

such

as

Vespel,

neoprene,

nylon,

Corian,

Teflon,

Mylar,

Kevlar, Zemdrain, M5 fiber, Nomex, Tyvek,Sorona and Lycra. DuPont has also been significantly involved in the refrigerant industry, developing and producing the Freon(CFCs) series and later, more environmentally friendly refrigerants. In the paint and pigment industry, it has created synthetic pigments and paints, such as Chroma Flair. DuPont is often successful in popularizing the brands of its material products such that their trademark names become more commonly used than the generic or chemical word/s for the material itself. One example is neoprene, which was intended originally to be a trademark but quickly came into common usage.

HR Practices at Du Pont

Du Pont encourages its employees to balance their work and personal responsibilities through programs like the following:

Family Leave When you need time off to meet changing family responsibilities and respond to different life events, Family Leave provides options and allows you time away from work without hurting your career or your benefits coverage. Family Leave is available to all full-service employees for maternity, paternity, adoption, or placement of a foster child, or to deal with the serious illness of a parent, spouse or child. This unpaid leave of absence is in addition to paid time off for disability or vacation. Benefits continue at the same level as they were prior to the leave, and there is an option to earn credit for part-time work with service. A commitment to return employees to the same or similar job of comparable pay and status is part of this program.

Guidance Resources Guidance Resources helps you manage your work/life responsibilities with practical advice, useful materials and local referrals. You can obtain personalized and confidential consultation with experienced counsellors on topics such as: Parenting Education information and college planning Caring for adults, parents and older relatives.

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Caring for yourself Career planning

Flexible Work Practices Flexible Work Practices have been designed to help better balance the needs of both the business and the employee. We encourage the use of Flexible Work Practices because they can help employees juggle their personal obligations while managers try to seek a creative and productive means of meeting the business needs. With the help of your immediate supervisor, a variety of options can be assessed.

Dependent Care Spending Accounts (DCSA) Spending accounts enable you to pay for childcare with pretax dollars. You may select this benefit yearly by choosing the DCSA option during the annual BeneFlexchange period.

"Just in Time Care" "Just in Time Care" is currently available at selected sites. This emergency/ backup service links employees to a variety of dependent care options such as in-home dependent care, dropin center-based care for children and elders; work-site or near-site school holiday and snow day care; and center-based sick care.

Adoption Assistance This program is designed to assist employees with the expenses incurred when they legally adopt a child. Covered expenses include agency fees, legal fees, court costs, temporary foster care before placement of the child, medical expenses of the birthmother and medical expenses of the child.

Training and Development Learning is a continual process in DuPont. As your career progresses, there are opportunities to enhance your professional and personal skills. A formal process, known as Targeted Development, helps you and your supervisor in planning your development to meet both business and personal goals. DuPont recognizes the effectiveness of experiential learning and

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values "on-the-job" training as a primary means of development. The company's collaboration with many leading universities, research institutions, companies, and industry & professional organizations also often present unique developmental experiences. Formal training is another important avenue for gaining new skills. Each business within the company has ongoing training programs that are designed specifically to maximize the performance of its employees in meeting business objectives. The DuPont University taps on the expertise of external training providers and the company's own functional experts to offer a wide range of courses in areas such as Leadership & Management, Sales &Marketing, Finance, Manufacturing, Human Resources, Information Technology, Personal Skills, and Safety & Health. Other development opportunities include training sessions and seminars presented by industry or professional organizations. DuPont also offers a program that provides financial assistance to employees pursuing courses at academic institutions.

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References
http://www.lg.com/in/careers/an-lg-career/our-human-resources http://www.manufacturinghr.com.au/ http://www.bhel.com/invitation_training.php http://adityabirla.com/About/group-human-resources http://www.gsk-india.com/investor-employees.html http://www.tatasteel.com/media/group-brochure/people.html http://www.technologyevaluation.com/search/for/hr-policies-in-manufacturingcompany-india.html

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