A

PROJECT REPORT
On
Study of HR Practices & Process of
Performance Appraisal
With special reference to
ADITYA BIRLA GROUP
GRASI I!DUSTRIES
R""C Di#ision
$ea% Office & UBAI
B'(
!ITI! )OT$ARI
Page 1
Ta*le of Contents
C$APTER !O" TITLES
1 Executive Summary
2 Company Profile
3 Organizational Chart
4 Introduction
!"out the pro#ect
Recruitment
Selection
Performance Appraisal
Training & Development
Talent Management
Job Analysis
Organisation Structure
Human Resource nformation System
!ompany P"ilosop"y
#$it ntervie%
$ %earning&
' O"&ervation& ( )inding&
* +ecommendation&
, -omenclature& and !""reviation&
1. %imitation& ( /i"liography
Page &
E+ec,ti#e S,--ar'&
T"e importance of personnel management is being increasingly reali'e( in in(ustrial an( non)
in(ustrial organi'ation bot" in n(ia an( abroa(* T"e reali'ation "as come about because of
increasing comple$ity of t"e tas+ of managers an( a(ministrators* n most organi'ations t"e
problems of getting t"e competent an( relevant people, retaining t"em, +eeping up t"eir
motivation an( morale, an( "elping t"em to bot" continuously gro% an( contribute t"eir best to
t"e organi'ations, are no% vie%e( as t"e most critical problems*
So %it" t"is reference t"e pro-ect title( St,%' of St,%' of $R practices . process of
Perfor-ance Appraisal "as been con(ucte(, base( on t"e primary researc" in .ltratec" !ement
/imite(, RM! Division "as been prepare( to get a better insig"t into t"e management practices
a(opte( by .T!/ %it" reference to HR Policies prepare( by t"e HR (epartment in organi'ation*
t emp"asi'es on t"e importance of a clear cut organi'ation structure an( culture to avoi( any
confusion in or(er to ac"ieve ma$imum result %it" minimum resources*
T"e pro-ect is aime( to cover ma$imum +no%le(ge of t"e HR practices follo%e( in t"e
organi'ation an( "o% t"e performance is evaluate( of employees, %"at primary factors are
consi(ere( , "o% (ata is maintaine( an( finally t"e evaluation (one* Here t"e HR practices of t"e
company "ave been e$plaine( to un(erstan( "o% t"e company follo%s t"ese practices an( t"e
performance appraisal process a(opte(* T"e practical +no%le(ge "as been gaine( mainly by
observing all t"e activities ta+ing place in t"e H*R* (epartment* T"is is a brief stu(y (one to "ave
un(erstan(ing of t"e sub-ect H*R*, "o% it is practically implemente(, %"y it is necessary, its
implications & t"e benefits*
0it" reference to t"e HR Practices brief +no%le(ge "as been gaine( "o% t"e Recruitment cycle
functions, Selection (one, Training !alen(ar prepare(, %"at (oes compensation & cost to
company means an( t"e steps of performance appraisal*
Page 1
Co-pan' Profile
A(itya 2irla 3roup is n(ia4s first truly multinational corporation* T"e group "as an annual
turnover of .S5 &6 billion an( "as over 1,77,777 employees belonging to over &8 (ifferent
nationalities on its rolls*
A(itya 2irla 3roup "as its presence in &7 countries 9
n(ia, T"ailan(, /aos, n(onesia, P"ilippines, #gypt, !ana(a, Australia, !"ina, .SA, .:,
3ermany, Hungary, 2ra'il, taly, ;rance, /u$embourg, S%it'erlan(, Malaysia an( :orea*
Glo*all' t"e A(itya 2irla 3roup is<
= A metals po%er"ouse, among t"e %orl(>s most cost)efficient aluminium an( copper pro(ucers*
Hin(alco, from its fol(, is a ;ortune 877 !ompany* t is also t"e largest aluminium rolling
company an( one of t"e 1 biggest pro(ucers of primary aluminium in Asia*
n n(ia<
= A premier bran(e( garments player*
= T"e &n( largest player in viscose filament yarn*
= T"e &n( largest in t"e !"lor)al+ali sector*
= Among t"e top 8 mobile telep"ony companies*
$in%alco(
t "as establis"e( been in 1?8@, Hin(alco (eals in Aluminium an( !opper an( is an in(ustry
lea(er in bot"* Hin(alco is t"e %orl(4s largest aluminium rolling company an( one of t"e biggest
pro(ucers of primary aluminium in Asia* ts copper smelter is to(ay t"e %orl(4s largest custom
smelter at a single location* n &77A, Hin(alco acBuire( Covelis an( in t"e process became t"e
%orl(4s largest aluminium rolling company an( one of t"e biggest pro(ucers of primary
aluminium in Asia, as %ell as n(ia4s lea(ing copper pro(ucer*
Page 6
A%it'a Birla !,#o( A(itya 2irla Cuvo is a (iversifie( business conglomerate %it" interests in
viscose filament yarn DE;FG, carbon blac+, bran(e( garments, fertili'ers, te$tiles an( insulators*
A(itya 2irla Cuvo, t"roug" its subsi(iaries an( -oint ventures "as ma(e forays into life insurance,
telecom, business process outsourcing D2POG, T services, asset management an( ot"er financial
services*
Ultra Tech Ce-ent( T"e 3roups cement business is un(er bot" 3rasim an( .ltraTec" cement*
Toget"er t"e t%o companies un(er t"e group account for a substantial s"are of t"e cement mar+et
in n(ia*
.ltraTec" cement comprises t"e erst%"ile cement business of /&T %"ic" %as acBuire( by t"e
group*.ltra Tec" !ement manufactures an( mar+ets Or(inary Portlan( !ement, Portlan( 2last
;urnace Slag !ement an( Portlan( Po''olana !ement* t is t"e country4s largest e$porter of
cement clin+er* ts e$port mar+et inclu(es countries aroun( t"e n(ian Ocean, Africa, #urope an(
t"e Mi((le #ast*
GRASI I!DUSTRIES LIITED is t"e flags"ip company of A(itya 2irla 3roup* 3rasim
itself is a multi)pro(uct company %it" cement being t"e ma-or area of focus* Co% a (ay t"e
cement (ivision of t"e 3rasim in(ustries /imite( %or+s un(er t"e banner of t"e .ltratec" !ement
limite( D.T!/G* n August 1??@, 3rasim acBuire( t"e %ell)+no%n D"arani !ements /t( situate(
at Re((ipalayam, Perambalur District* Soon after t"e acBuisition, 3rasim embar+e( on a most
prestigious pro-ect of one million top capacity cement plant at t"e e$isting locations*
READY I/ CO!CRETE
!oncrete is a "ar(ene( buil(ing material create( by combining a bin(er i*e* cement Dcommonly
Portlan( cementG, aggregate Dgenerally gravel an( san(G, %ater an( a(mi$tures* Alt"oug" people
commonly use t"e %or( cement as a synonym for concrete, it is only one of several components in
mo(ern concrete* As concrete (ries, it acBuires a stone)li+e consistency t"at ma+es it i(eal for
constructing roa(s, bri(ges, %ater supply an( se%age systems, factories, airports, railroa(s,
%ater%ays, mass transit systems*
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!oncrete is use( more t"an any ot"er man ma(e material on t"e planet* t %as in 1@&6, %"en
Josep" Asp(in an( saac !"arles Jo"nson refine( synt"etic cement t"at Portlan( cement came into
e$istence* Ho%ever, it %as not %i(ely use( until 0orl( 0ar , %"en several large (oc+s an(
bri(ges %ere constructe(*
To(ay, (ifferent types of concrete are categori'e( accor(ing to t"eir met"o( of installation* Rea(y
or pre)mi$e( concrete is batc"e( an( mi$e( at a central plant before it is (elivere( to a site* T"is
type of concrete is sometimes transporte( in an agitator truc+ an( is also +no%n as transit)mi$e(
concrete* S"rin+)mi$e( concrete is partially mi$e( at t"e central plant an( its mi$ing is t"en
complete( en route to t"e site*
T"e secret of goo( concrete lies in t"e (egree of Buality
control an( tec"nical parameters of t"e mi$* .ltraTec", t"e
A(itya 2irla 3roup !ompany, %"ic" ma+es goo( concrete
better, maintains a "ig" level of precision in its Buality
assurance proce(ures an( pro(uces %orl()class concrete
t"at comes in a pac+age of "ig"ly reliable (urability,
strengt" an( performance*
T"e ma+ing of concrete is a science as %ell as an art* Science because t"e rig"t proportions of all
t"e ingre(ients as per t"e stan(ar( 2ureau of n(ian Stan(ar(s D2SG co(e assures t"e (esire(
strengt" an( (urability* An( an art because it is not -ust t"e accurate proportioning %"ic"
(etermines t"e Buality of concrete, but t"e %ay it is mi$e(, place(, compacte(, cure( an(
protecte( also play a great role*
.ltraTec" !oncrete ma+es goo( concrete better because t"e company ta+es e$tra care to ma+e
sure it is perfect bot" %ays H proportion %ise an( "an(ling %ise* To ensure Buality, eac" an(
every sample of concrete passes t"roug" stringent tests in fres" an( "ar(ene( state to ensure
strengt", (urability an( performance*
$o0 %oes UltraTech Concrete -a1e 2oo% concrete *etter3
Rig"t from selecting t"e ra% materials to batc"ing an( mi$ing, transportation, placing of concrete
Page I

till testing of concrete H .ltraTec" ensures fla%less operation in every stage* !learly, it4s all
about putting toget"er t"e rig"t ingre(ients for t"at perfect recipe*
Ce-ent
;res" cement, protecte( from %eat"ering con(itions an( influence of e$ternal environment suc"
as air, moisture etc*, is an important ingre(ient of concrete* .ltraTec" !oncrete plant uses fres"
cement (irectly procure( from t"e cement plants t"roug" cement bul+ers, %"ic" in turn pump it
(irectly into t"e concrete silos t"us protecting it from t"e e$ternal environment*
Coarse a22re2ates
!oarse aggregates H free from clay, %ee(s an( ot"er organic materials, cubical or roun(e( %it" a
combination of (ifferent si'es an( not elongate( or fla+y H ensure proper strengt" of t"e concrete
an( ma+e it non)porous* T"ese coarse aggregates are a vital ingre(ient of goo( concrete*
.ltraTec" !oncrete (irectly sources t"e aggregates from selecte( an( approve( suppliers, teste( as
per 2S for si'e, s"ape, gra(ation, impact value an( crus"ing value etc*
4ine a22re2ate
San(, t"e fine aggregate use( in concrete must be free from silt, clay, salts an( organic materials
to prevent s"rin+age crac+s, %"ic" affect t"e concrete Buality an( (urability*
.ltraTec" !oncrete (irectly purc"ases san( from selecte( an( approve( suppliers teste( for
moisture content* To maintain t"e correct %ater)cement ratio, .ltraTec" !oncrete plants use
moisture sensors an( an automatic %ater correction proce(ure*
Water
Potable %ater, free from impurities suc" as oil, al+alies, aci(s, salts, sugar, organic materials is
i(eal for concrete* .ltraTec" !oncrete uses %ater teste( at freBuent intervals an( uses %ater
purifiers %"enever necessary*
A%-i+t,re
A(mi$tures use( in concrete (uring mi$ing ensures its %or+ability Dt"e ease of placing of concrete
in moul(sG an( t"e setting time is carefully c"osen from repute( companies* T"e %or+ability is
Page A
measure( for every batc" t"roug" t"e slump cone an( is controlle( using a scientific met"o( of
(osing* .ltraTec" !oncrete is eBuippe( %it" computeri'e( batc"ing an( mi$ing plants to strictly
monitor t"e Buality of t"e concrete* t uses a computeri'e( recipe for t"e ra% mi$ (esign Dcement <
san( < coarse aggregate < %ater < a(mi$tureG an( Buantities of ra% materials are %eig"e(
automatically as per t"e (esign mi$* T"e %ater)cement ratio, very important to satisfy t"e strengt"
an( (urability criteria of concrete, is pre)(esigne( t"roug" a scientific mi$ (esign as per t"e 2S
stan(ar(s an( +ept constant t"roug"out to maintain t"e consistency in Buality for a particular mi$*
Mi$ing is generally (one t"roug" "ig" efficiency pan mi$ers Dmac"ine mi$ers J turbo mi$erG to
ensure uniform an( consistent Buality concrete*
Transportation
T"e transport of concrete from its place of mi$ing to t"e (elivery point is very critical, as t"ere is
possibility of t"e concrete (rying out an( losing its %or+ability an( plasticity*
.ltraTec" !oncrete transports concrete from its rea(y mi$ concrete plants to t"e site t"roug"
transit mi$ers* ;urt"er, t"e concrete is pumpe( to t"e actual point of concreting using "ig"
efficiency concrete pumps, t"us maintaining t"e "omogeneity of t"e concrete t"roug"out t"e
transit till t"e final (eposition* Placing t"e concrete is e$pe(ite( scientifically by speciali'e(
(elivery truc+s* Kualifie( an( e$perience( engineers monitor t"e entire operation*
t is anc"ore( by an e$traor(inary force of 177,777 employees, belonging to &8 (ifferent
nationalities* n n(ia, t"e 3roup "as been a(-u(ge( 5The Best E-plo'er in In%ia an% a-on2
the top 67 in Asia8 by t"e He%itt)#conomic Times an( 0all Street Journal Stu(y &77A* Over 87
per cent of its revenues flo% from its overseas operations*
Page @
Be'on% *,siness 9 t"e A(itya 2irla 3roup is<
0or+ing in 1,A77 villages
Reac"ing out to seven million people annually t"roug" t"e A(itya 2irla !entre for !ommunity
nitiatives an( Rural Development, spear"ea(e( by Mrs* Ra-as"ree 2irla
;ocusing on< "ealt" care, e(ucation, sustainable liveli"oo(, infrastructure an( espousing social
cause*
A*o,t Ultratech Ce-ent Lt% A*o,t Ultratech Ce-ent Lt%
.ltratec" !ement /t( is "aving its o%n vision, mission an( values*
:ision of the co-pan'(
To be a premium global conglomerate %it" a clear focus on eac" business*
ission of the co-pan'(
To (eliver superior value to t"e customers, s"are"ol(ers, employees an( society at large*
:al,es of the co-pan'(
People contribute %"en t"ey relate to an organi'ation an( t"ey relate, %"en t"ey un(erstan( t"e
organi'ation* People un(erstan( an organi'ation t"roug" its values by e$periencing t"e culture
t"at values create an( by using t"e systems an( processes t"at values (efine* n large
organi'ations, suc" s"are( un(erstan(ing cannot be create( t"roug" lea(ers"ip of in(ivi(uals
aloneL it reBuires lea(ers"ip of principles, of beliefs, of conviction" Inte2rit'; Co--it-ent;
Passion; Sea-lessness; Spee%" T"ese toget"er constitute %"at t"ey call t"eir 5:al,e8"
Page ?
Or2ani<ational Chart
Page 17
RC Central
Page 11
RC $R
Intro%,ction
$R PRACTICES
T"e success of any business (epen(s as muc" on appropriate, effective, %ell)communicate(, HR
an( business practices as it (epen(s on meeting t"e reBuirements of man(ate( la%s an(
regulations* n fact, goo( planning an( t"e (evelopment of effective practices ma+e regulatory
compliance muc" easier*
HR practices "elps in increasing t"e pro(uctivity an( Buality, an( to gain t"e competitive
a(vantage of a %or+force strategically aligne( %it" t"e organi'ation>s goals an( ob-ectives*
)PI=s 4or $R PRACTICES
Some of t"e 1e' perfor-ance in%icators for Human Resources inclu(e but are not limite( to t"e
follo%ing*
= #mployees> clarity on HR policies
= #mployees> clarity on roles, responsibilities an( e$pectations
= Development of Bualitative staff
= Cumber of HR issues arising for %"ic" t"ere are no clear policies an( gui(elines
= !ompetitiveness of compensation structure relative to in(ustry benc"mar+
= .sefulness an( accuracy of compensation survey
= /ea( time to respon( to staff %elfare issues
= #mployees> assessment of promotion criteria an( process Dclarity, fairnessG
= Measurement of HR policy violation
= Average time reBuire( to fill vacancies
= Proportion of training programs resulting in pro(uctivity improvement
= Staff attrition rate
= .n(erstan(ing J !larity of t"e Organi'ational p"ilosop"y
Outline nternal capabilities an( i(entify gaps on s+ills)competencies)be"avioral aspects
Page 1&
Prepare HR strategic Ob-ectives an( bring in clarity as to "o% t"e HR strategy supports t"e
organi'ational strategy
Develop :P4s for eac" of t"e strategic ob-ectives*
Trac+ an( measure performance
$,-an Reso,rces Best Practices
T"e best practices in t"e management of "uman resources are t"e ones %"ic" optimi'e a
%or+force so t"at it can not only get %or+ (one, but also ensure a greater level of efficiency,
timeliness an( Buality as it accomplis"es increases pro(uctivity overall*
Hence t"e -ob of t"e best practices "uman resources firm is to ma+e sure t"at t"ese benefits an(
pay scales meet t"e company>s bu(get %"ile remaining attractive an( competitive enoug" to pull
in t"e very best talent possible* 0e s"oul( +no% t"at t"ese figures put t"e company in a goo( lig"t
%"ile also presenting t"emselves as engaging an( competitive for company>s recruitment efforts*
OBJECTI:E O4 $R PRACTICES(&
T"e main ob-ective of HR Practices is to (ifferentiate t"e organi'ation from its competitors by
effective an( efficient HR Practices* 2y follo%ing t"is, t"e organi'ation (oes its %"ole %or+
process* T"e ob-ective of HR Practices is to increase pro(uctivity an( Buality, an( to gain t"e
competitive a(vantage of a %or+force strategically aligne( %it" t"e organi'ation>s goals an(
ob-ectives*
As T"e Transparent HR practices can re(uce attrition, 2ecause)
Transparent HR practices ensure continuous business gro%t" in every organi'ation*
t gives t"e suitable %or+ing environment to t"e employees*
T"e success of company motivates t"e employees of organi'ation to continue relations"ip %it"
it* As all t"e employees Per+s c"art "as been mentione( accor(ing to t"eir (esignation in t"e HR
practices, it "elps t"e employees to +no% %"at t"eir per+s c"arts are* So it creates a transparency*
Page 11
OBJECTI:E of the PROJECT
As %e +no% t"e %"ole function of HR (epartment (epen(s upon t"e HR Practices of t"e
organi'ation* T"e HR management is (one accor(ing to t"e HR Practices of t"e company* 0"ic"
t"ings to be (one an( %"ic" t"ings s"oul( not be (one (epen( upon t"is only* t also "elps t"e
organi'ation to ac"ieve t"e target of t"e organi'ation*
T"e HR policies of t"e organi'ation "ave been mentione( in t"e HR Practices* All t"e rules &
regulations for t"e employees "ave been also mentione( in t"is* All t"e %elfare of t"e employees>
processes is also mentione( in t"is*
So t"e stu(y of t"e HR Practices means basically t"e brief stu(y of all HR functions in t"e
organi'ation* believe t"e HR Practices is a vital part of an organi'ation, %"ic" "elps t"e
organi'ation to ac"ieve t"e goal of t"e organi'ation*
All companies are "aving t"eir HR Practices but t"e company %"o is "aving t"e best, is t"e most
successful company among its competitors* So t"e company can get success %it"in its competitors
by applying best, effective HR Practices*
T"e main ob-ective of t"e pro-ect is
To un(erstan( t"e HR practices follo%e( & Process of Performance Appraisal*
To +no% %"at are t"e uses of HR practices for any organi'ation*
Ho% t"ese HR Practices "elp any organi'ation to +no% its stan( in t"e mar+et an( to be
competitive by implementing goo( HR Practices for t"eir employees*
To un(erstan( "o% t"e organi'ation %oul( ac"ieve its goals by implementing goo( HR
Practices*
To un(erstan( t"e %or+ culture of t"e organi'ation*
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HR function is very important in every organi'ation* t "elps t"e organi'ation to manage not only
t"e people of t"e organi'ation but to manage all t"e %or+ing processes in it also* HR is
management function t"at "elps managers to recruit, select, train an( (evelop members for an
organi'ation* Obviously HR is concerne( %it" t"e people>s (imensions in organi'ations* HR
refers to set of programs, functions, an( activities (esigne( an( carrie( out*
$R practices of ULTRATEC$ Ce-ent Lt% >RC Di#ision?
#ffective an( #fficient HR practices are very muc" important for every organi'ation* So, .T!/
"as also its HR Practices, %"ic" "elps it a lot to ac"ieve t"e targets*
Human Resource Management initiatives in any Organi'ation en(eavor to c"ange, re(efine,
revisit, rene%, reinvent, revitali'e & restructure t"e Organi'ation arc"itecture* T"is is effectively
(one %it" t"e "elp of alignment & integration of HR policies & strategies %it" business goal &
ob-ectives*
Definition of $R&
HRM is concerne( %it" t"e people (imensions in management* Since every organi'ation is ma(e
up of people, acBuiring t"eir services, (eveloping t"eir s+ills, motivating t"em to "ig"er levels of
performance an( ensuring t"at t"ey continue to maintain t"eir commitment to t"e organi'ation are
essential for ac"ieving organi'ational ob-ectives*
HRM is planning, organi'ing, (irecting an( controlling of t"e procurement, (evelopment,
compensation, integration, maintenance an( separation of "uman resources to t"e en( so t"at
in(ivi(ual, organi'ational an( social ob-ectives are accomplis"e(*
T"e HR practices of .ltratec" !ement /t( DRM! DivisionG are as follo%s<
Page 18
@"Recr,it-ent an% Selection(
RECRUITE!T&
t is a process to (iscover t"e sources of manpo%er to meet t"e reBuirements of t"e staffing
sc"e(ules an( to employ t"e effective measures for attracting t"at manpo%er in a(eBuate numbers
to facilitate effective selection of an efficient %or+force*
#(%in 2* ;lippo "as (efine( it as M t"e process of searc"ing for prospective employees an(
stimulating t"em to apply for -obs in t"e organi'ation* M
OBJECTI:ES of RECRUITE!T
To attract people %it" multi)(imensional s+ills an( e$periences t"at suti t"e present an( future
organi'ational strategies,
To infuse fres" bloo( at all levels of t"e organi'ation,
To (evelop an organisational culture t"at attracts competent people to t"e company,
To searc" for talent globally an( not -ust %it"in t"e company,
To (esign entry pay t"at competes on Buality but not on Buantum,
To anticipate an( fin( people for positions t"at (o not e$ists yet*
PROCESS
;in(ing out t"e reBuirement D"iring vs* e$itG, upcoming vacancies, +in( of employees nee(e(*
Developing suitable tec"niBues to attract suitable can(i(ates*
Stimulating as many can(i(ates as possible"
4ACTORS affectin2 RECRUITE!T
I!TER!AL 4ACTORS E/TER!AL 4ACTORS
#mployer>s bran( Socio)economic factors
Page 1I
!ompany>s pay pac+age Supply & Deman( factors
Kuality of %or+ life #mployment Rate
Organisation culture /abour mar+et con(itions
!areer planning & gro%t" Political, /egal, 3overnmental factors
!ompany>s si'e
!ompany>s pro(ucts, services
Role of tra(e unions
!ost of recruitment
!ompany>s name & fame*
SOURCES of RECRUITE!T
I!TER!AL SOURCES E/TER!AL SOURCES
Present employees !ampus Recruitment
Retire( employees Private employment consultant
Depen(ent of present Data 2an+s
#mployee Referrals !asual Applicants
Tra(e .nions
0al+)ins
Hea( Hunting
Mergers & AcBuisitions
#)Recruitment
t "elps in translating 2usiness Strategy into people reBuirements* A combination of internal
recruitment, campus recruitment, an( e$ecutive searc" is leverage( to meet up to t"e c"anging
nee(s of t"e organi'ation
n to(ay>s rapi(ly c"anging business environment, organi'ations "ave to respon( Buic+ly to
reBuirements for people* Hence, it is important to "ave a %ell)(efine( recruitment policy in place,
%"ic" can be e$ecute( effectively to get t"e best fits for t"e vacant positions* Selecting t"e %rong
can(i(ate or re-ecting t"e rig"t can(i(ate coul( turn out to be costly mista+es for t"e organi'ation*
Page 1A
Selection
t is one area %"ere t"e interference of e$ternal factors is minimal* Hence t"e HR (epartment can
use its (iscretion in framing its selection policy an( using various selection tools for t"e best
result* Recruitment of staff s"oul( be prece(e( by<
An analysis of t"e -ob to be (one Di*e* an analytical stu(y of t"e tas+s to be performe( to (etermine
t"eir essential factorsG %ritten into a -ob (escription so t"at t"e selectors +no% %"at p"ysical an(
mental c"aracteristics applicants must possess, %"at Bualities an( attitu(es are (esirable an( %"at
c"aracteristics are a (eci(e( (isa(vantage*
#ffectively, selection is 4buying4 an employee Dt"e price being t"e %age or salary multiplie( by
probable years of serviceG "ence ba( buys can be very e$pensive* ;or t"at reason some firms Dan(
some firms for particular -obsG use e$ternal e$pert consultants for recruitment an( selection*
#Bually some small organi'ations e$ist to 4"ea( "unt4, i*e* to attract staff %it" "ig" reputations
from e$isting employers to t"e recruiting employer* Ho%ever, t"e 4cost4 of poor selection is suc"
t"at, even for t"e mun(ane (ay)to)(ay -obs, t"ose %"o recruit an( select s"oul( be %ell traine( to
-u(ge t"e suitability of applicants*
Outsourcing is also (one t"roug" consultancies by mentioning t"e reBuirement, number an( time*
0"ere t"e organi'ation (oes its o%n printe( a(vertising it is useful if it "as some i(entifying logo
as its tra(e mar+ for rapi( attraction an( it must ta+e care not to offen( t"e se$, race, etc*
anti(iscrimination legislation eit"er (irectly or in(irectly* T"e form on %"ic" t"e applicant is to
apply Dpersonal appearance, letter of application, completion of a formG %ill vary accor(ing to t"e
posts vacant an( numbers to be recruite(*
ntervie%ing can be carrie( out by in(ivi(uals De*g* supervisor or (epartmental managerG, by
panels of intervie%ers or in t"e form of seBuential intervie%s by (ifferent e$perts an( can vary
Page 1@
from a five minute 4c"at4 to a process of several (ays* .ltimately personal s+ills in -u(gment are
probably t"e most important*
Training in intervie%ing an( in appraising can(i(ates is clearly essential to goo( recruitment*
/argely t"e former consists of teac"ing intervie%ers "o% to (ra% out t"e intervie%ee an( t"e latter
"o% to rate t"e can(i(ates* ;or consistency Dan( as an ai( to c"ec+ing t"atG rating often consists of
scoring can(i(ates for e$perience, +no%le(ge, p"ysicalJmental capabilities, intellectual levels,
motivation, prospective potential, lea(ers"ip abilities etc* Daccor(ing to t"e nee(s of t"e postG*
Application of t"e normal curve of (istribution to scoring eliminates frea+ -u(gments
The Recr,it-ent Process of UTCL&
T"e recruitment process of .T!/ !ement /t( starts from t"e reBuirement of (ifferent
(epartments as per to t"e org c"art* T"en t"ey tell to t"e HR Department* HR Department ta+es
t"e can(i(ates from Data ban+ of company, Poornata etc, t"en (oes t"e s"ort)listing, t"en (oes t"e
sc"e(uling for t"e intervie%* After t"is t"e selection an( negotiation process occurs* T"en offer
letter is been given to t"e selecte( can(i(ate* T"e employee t"en -oins in t"e organi'ation* T"en
t"e company arranges t"e n(uction Program for t"e employee* After t"is t"e recruitment process
en(s %it" t"is*
The Chart of Recr,it-ent . Selection Process has *een 2i#en here"
Page 1?

6" Perfor-ance ana2e-ent S'ste-
t is a structure( met"o( of formally an( ob-ectively evaluating employees> performance %it"
respect to t"eir ob-ectives* t a((resses t"e issue of an employee>s (evelopment by provi(ing t"em
%it" structure( an( in)(ept" analysis of strengt"s an( areas of improvement* t provi(es %it"
input for annual increments, training an( (evelopment*
;or an organi'ation t"e aim s"oul( not be -ust to "ave t"e best people, but also to retain t"em an(
get best out of t"em*
#mployee Performance management inclu(es planning %or+ an( setting e$pectations, (eveloping
t"e capacity to perform, continuously monitoring performance an( evaluating it*
Page &7
$OD
ReA,isition for
:acanc' to *e as
per Or2 Chart
$R
Data *an1
ReA A2enc'
Poornata
Short Listin2
Sche%,lin2
the inter#ie0

Inter#ie0
Selection .
!e2otiation
Offer Letter
Joinin2
In%,ction
E!D
Most organi'ations focus on an annual evaluation process for employees an( call t"at
Performance Management* Ho%ever, annual evaluations are often sub-ective an( can lac+ specific
measurements an( supportive (ata to "elp t"e employee truly improve t"eir be"avior*
Simply putting, a Performance Management System is essential to t"e success of any organi'ation
because it influences t"e effort e$pen(e( by employees, %"ic" in turn, (rives bottom)line business
results* ;urt"ermore, t"e Performance Management System "elps an organi'ation i(entify, recruit,
motivate, an( retain +ey employees*
An effective Performance Management System s"oul( ac"ieve t"e follo%ing<
Revie% t"e employment cycle of every employee,
2eginning %it" t"e recruiting process,
#mployee (evelopment,
#n(ing %it" effective e$it intervie%s*
#mployee>s +no%le(ge, s+ills, an( abilities %it" t"e organi'ation4s "uman capital nee(s an(
business ob-ectives*
Provi(e managers an( employees %it" t"e tools necessary to focus on s"ort)term an( long)term
goals t"at contribute to bot" career an( organi'ational success*
Support t"e organi'ation in (eveloping an( sustaining a culture t"at recogni'es an( re%ar(s
in(ivi(ual contributions an( team performance*
Promote a %or+ climate t"at reBuires employees to remain fle$ibly focuse(* ;or instance,
employees can manage current tas+s an( unit goals %"ile +eeping pace %it", an( a(apting to,
c"ange in t"e %or+ environment*
HR Performance Management System can be performe( in t"ree steps<
Cee(s Analysis
(entifying !ompetencies
Development of effective Performance Management System*
PURPOSE
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4or A%-inistration)
Document HR (ecisions %it" regar(s to performance & its relate( issues*
Determine promotion of employees*
Determine increment in pay of employees*
Determine transfer & c"ange in -ob assignments*
Determine retention or termination*
Deci(e on layoffs*
Deci(e nee( for training
Deci(e salary & relate( issues*
4or De#elop-ent&
Provi(e performance fee(bac+ to all concerne(*
(entify in(ivi(ual s+ills, core competencies, strengt" & %ea+nesses*
Assist employees in setting goals*
(entify training nee(s*
mprove communication*
etho% e-plo'e% &
Ratin2 . Contri*,tion
ana2e-ent *' O*Becti#es >BO?)
A(vance( by Peter ;* Druc+er, %ay bac+ in 1?86* During last (eca(e about 87 organisations "ave
a(opte( M2O in %or+ settings*
M2O is a process %"ereby superior & subor(inate managers of an organi'ation -ointly i(entify its
common goals, (efine eac" in(ivi(ual>s ma-or areas of responsibilities in terms of results e$pecte(
of "im & use t"ese measures of gui(es for operating t"e unit & assessing t"e contribution of its
members*
T"e M2O focuses attention on participatively set goals t"at are tangible, verifiable
& measurable*
Page &&
T"e superior & subor(inates -ointly (etermine goals to be consi(ere( (uring appraisal perio( &
%"at level of performance is necessary for subor(inates to satisfactorily ac"ieve specific goals*
During performance appraisal perio( t"e superior & subor(inates up(ate & alter goals as
necessary (ue to c"anges in business environment*
f not ac"ieve( i(entify reasons for (eviation*
SYSTE of Perfor-ance Appraisal C
aG #stablis" Performance Stan(ar(*
bG !ommunicate stan(ar( & e$pectation to employees*
cG Measure actual performance, by follo%ing instructions*
(G A(-ust actual performance (ue to environment influence*
eG !ompare actual performance %it" set stan(ar(s & fin( out (eviations*
fG Suggest c"anges in -ob analysis & stan(ar(s if necessary*
gG ;ollo% up*
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PROBLES&
Rating biases)
Halo effect
#rror of central ten(ency*
Personal Pre-u(ice*
Recency effect*
Mainly t"e performance management of .T!/ is (one by online system inclu(es t"e follo%ing
basic processes
1* Annual goal setting
&* Mi( year revie%
1* Annual performance revie%

1*Annual goal setting 9


n t"e mont" of AprilJMay every year, after t"e annual planning an( bu(geting roun(s, all teams
i(entify t"eir :RA>s an( goals for t"e fort"coming financial year* T"is process occurs by offline*
Page &6
T"en t"e employees fill t"eir goal setting (ocument in t"e Poornata system, listing t"e :RA>s,
3oals, Measurement !riteria, Assigning 0eig"tage an( (ue (ate for completion of specific goals
as alrea(y (iscusse( offline*
T"en t"ey notify t"e same to t"eir managerJimme(iate supervisor an( a%ait approval*
T"e manager recommen(s any c"anges if reBuire( or else approves t"e goals set in t"e
(ocument*
T"e approval of t"e goals set by t"e managers completes t"e goal setting process*
T"e approve( (ocuments %ill be t"en available to t"e employees as %ell as t"eir managers for
t"e reference t"roug"out t"e year* T"ese (ocuments can also be vie%e( by manager>s manager
DRevie%erG for t"eir in(irect subor(inates*
6" i% Year Re#ie0(
Mi( year revie% of goals set at t"e beginning of t"e financial year "el( on t"e mont"s of
OctoberJCovember every year*
T"e mi( year revie% generally initiate( by t"e manager*
T"e main focus of t"e mi( year revie% is to c"ec+ if t"e goals set at t"e beginning of t"e year
are relevant or if t"ey nee( to be revise( or up(ate(*
T"e mi( year revie% is also an opportunity for t"e manager an( "is team members to i(entify
an( (iscuss about any performance issues an( initiate corrective action for t"e same*
T"e mi( year revie% (oes not entail any ratings*
D" Ann,al Perfor-ance re#ie0(
T"e annual performance revie%s against goals set an( ac"ieve( "el( (uring t"e mont"s of April)
May every year*
T"e employee completes "is self)revie% Jappraisal against goals set, online in t"e Poornata
system an( submits t"e same to "is manager for revie%*
T"e manager t"en (iscuss t"e performance of t"e employee %it" "imJ"er off)line, give "im
fee(bac+ on "is performance an( capture "is o%n comments an( performance ratings against
goals an( overall ratings in t"e manager>s evaluation form*
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T"e manager also (iscusses t"e employee>s performance as %ell as rating %it" t"e manager>s
manager Drevie%erG an( sen(s t"e (ocument to t"e HR (epartment for furt"er processing*
D" Trainin2 an% De#elop-ent
T"e nee(s of in(ivi(ual are ob-ectively i(entifie( & necessary interventions are planne( for
i(entifie( groups, %"ic" get rolle( out in a p"ase( manner t"roug" training calen(ar*
T"e training an( (evelopment program is c"arte( out to cover t"e number of trainees, e$isting
staff etc* T"e programs also cover t"e i(entification of resource personnel for con(ucting
(evelopment program, freBuency of training an( (evelopment programs an( bu(get allocation*
Training an( (evelopment programs can also be (esigne( (epen(ing upon -ob reBuirement an(
analysis* Selection of trainees is also facilitate( by -ob analysis*
T"e company "as a strong focus on manpo%er training accor(ing to t"eir reBuirements* T"e
internal training (epartment aims at improving t"e s+ill sets relevant to t"e %or+ profile of
employees*
T"is inclu(es improving communication
Different s+ills
#)mail programming
Operation systems*
T"e (esign of t"e training program can be un(erta+en only %"en a clear training ob-ective "as
been pro(uce(* T"e training ob-ective clears %"at goal "as to be ac"ieve( by t"e en( of training
program i*e* %"at t"e trainees are e$pecte( to be able to (o at t"e en( of t"eir training* Training
ob-ectives assist trainers to (esign t"e training program*
Trainin2 Desi2n&
The trainer 9 2efore starting a training program, a trainer analy'es "is tec"nical, interpersonal,
Page &I
-u(gmental s+ills in or(er to (eliver Buality content to trainers*
The trainees 9 A goo( training (esign reBuires close scrutiny of t"e trainees an( t"eir profiles*
Age, e$perience, nee(s an( e$pectations of t"e trainees are some of t"e important factors t"at
affect training (esign*
Trainin2 cli-ate 9 A goo( training climate comprises of ambience, tone, feelings, positive
perception for training program, etc*
TraineesE learnin2 st'le 9 T"e learning style, age, e$perience, e(ucational bac+groun( of trainees
must be +ept in min( in or(er to get t"e rig"t pitc" to t"e (esign of t"e program*
Trainin2 strate2ies 9 Once t"e training ob-ective "as been i(entifie(, t"e trainer translates it into
specific training areas an( mo(ules* T"e trainer prepares t"e priority list of about %"at must be
inclu(e(, %"at coul( be inclu(e(*
Trainin2 topics 9 After formulating a strategy, trainer (eci(es upon t"e content to be (elivere(*
Trainers brea+ t"e content into "ea(ings, topics an( a( mo(ules* T"ese topics an( mo(ules are
t"en classifie( into information, +no%le(ge, s+ills, an( attitu(es*
SeA,ence t"e contents 9 !ontents are t"en seBuence( in a follo%ing manner<
= ;rom simple to comple$
= Topics are arrange( in terms of t"eir relative importance
= ;rom +no%n to un+no%n
= ;rom specific to general
= Depen(ent relations"ip
Trainin2 tactics 9 Once t"e ob-ectives an( t"e strategy of t"e training program becomes clear,
trainer comes in t"e position to select most appropriate tactics or met"o(s or tec"niBues* T"e
met"o( selection (epen(s on t"e follo%ing factors<
= Trainees> bac+groun(
= Time allocate(
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= Style preference of trainer
= /evel of competence of trainer
= Availability of facilities an( resources, etc
mprove performance
MTraining & Development is any attempt to improve current or future employee performance by
increasing an employee>s ability to perform t"roug" learning, usually by c"anging t"e employee>s
attitu(e or increasing "is or "er s+ills an( +no%le(ge*N
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EA!I!G O4 TRAI!I!G . DE:ELOPE!T ACCORDI!G TO UTCL( &
T"e nee( for Training an( Development is (etermine( by t"e employee>s performance (eficiency,
compute( as follo%s*
Training & Development Cee( O Stan(ar( Performance 9 Actual Performance
Trainin2( Training refers to t"e process of imparting specific s+ills* An employee un(ergoing
training is presume( to "ave "a( some formal e(ucation* Co training program is complete %it"out
an element of e(ucation* Hence %e can say t"at Training is offere( to operatives*
De#elop-ent( Development means t"ose learning opportunities (esigne( to "elp employees to
gro%* Development is not primarily s+ills oriente(* nstea( it provi(es t"e general +no%le(ge an(
attitu(es, %"ic" %ill be "elpful to employers in "ig"er positions* #fforts to%ar(s (evelopment
often (epen( on personal (rive an( ambition* Development activities suc" as t"ose supplie( by
management (evelopment programs are generally voluntary in nature* Development provi(es
+no%le(ge about business environment, management principles an( tec"niBues, "uman relations,
specific in(ustry analysis an( t"e li+e is useful for better management of a company*
T"e Training nputs are
S+ills
#(ucation
Development
#t"ics
Problem Solving S+ills
Decision Ma+ing
Attitu(inal !"anges
I-portance of Trainin2 . De#elop-ent
Page &?
Helps remove performance (eficiencies in employees
3reater stability, fle$ibility an( capacity for gro%t" in an organi'ation
Acci(ents, scraps an( (amages to mac"inery can be avoi(e(
Serves as effective source of recruitment
t is an investment in HR %it" a promise of better returns in future
Re(uces (issatisfaction, absenteeism, complaints an( turnover of employees
!ee%s of Trainin2
n(ivi(ual level
Diagnosis of present problems an( future c"allenges
mprove in(ivi(ual performance or fi$ up performance (eficiency
mprove s+ills or +no%le(ge or any ot"er problem
To anticipate future s+ill)nee(s an( prepare employee to "an(le more c"allenging tas+s
To prepare for possible -ob transfers
Trainin2 2i#en on
Safety aspects
2e"avorial aspects
Tec"nical aspects
!ommunication s+ills
I%entification of Trainin2 !ee%s >etho%s?
n(ivi(ual Training Cee(s (entification
1* Performance Appraisals
&* ntervie%s
1* Kuestionnaires
6* Attitu(e Surveys
8* Training Progress ;ee(bac+
Page 17
I* 0or+ Sampling
A* Rating Scales
Gro,p Le#el Trainin2 !ee%s I%entification
1* Organi'ational 3oals an( Ob-ectives
&* Personnel J S+ills nventories
1* Organi'ational !limate n(ices
6* #fficiency n(ices
8* #$it ntervie%s
I* M2O J 0or+ Planning Systems
A* Kuality !ircles
@* !ustomer Satisfaction Survey
?* Analysis of !urrent an( Anticipate( !"anges
Benefits of Trainin2 !ee%s I%entification
@" Trainers can be informe( about t"e broa(er nee(s in a(vance
6" Trainers Perception 3aps can be re(uce( bet%een employees an( t"eir supervisors
D" Trainers can (esign course inputs closer to t"e specific nee(s of t"e participants
F" Diagnosis of causes of performance (eficiencies can be (one*
G" Talent ana2e-ent
Page 11
t is a "olistic an( systematic process, across t"e group* t is built on t"e %or+ (one so far on
people processes, an( "as a Talent (entification an( Talent Development Strategy for all t"e 1
levels of management i*e* Senior, Mi((le & Junior Management* T"is is facilitate( by
Development Assessment !enter follo%e( by n(ivi(ual Development Plan, enabling planne(
succession an( career management*
T"e talent management process inclu(es HR process for
Recruitment,
Performance,
!ompensation,
Succession planning,
/earning an( ot"er capabilities aroun( self)service,
Analytics
Reporting*
Page 1&
0it" businesses going global an( competition becoming intense, t"ere is mounting pressure on
organi'ations to (eliver more an( better t"an before* Organi'ations t"erefore nee( to be able to
(evelop an( (eploy people %"o can articulate t"e passion an( vision of t"e organi'ation an( ma+e
teams %it" t"e energy to perform at muc" "ig"er levels*
Talent management is a +ey business process an( li+e any business process ta+es inputs an(
generates output*
Talent management is a professional term t"at gaine( popularity in t"e late 1??7s* t refers to t"e
process of (eveloping an( fostering ne% %or+ers t"roug" onboar(ing, (eveloping an( +eeping
current %or+ers an( attracting "ig"ly s+ille( %or+ers to %or+ for your company* Talent
management in t"is conte$t (oes not refer to t"e management of entertainers*
!ompanies t"at are engage( in talent management D"uman capital managementG are strategic an(
(eliberate in "o% t"ey source, attract, select, train, (evelop, promote, an( move employees
t"roug" t"e organi'ation* T"is term also incorporates "o% companies (rive performance at t"e
in(ivi(ual level Dperformance managementG*
T"e term talent management means (ifferent t"ings to (ifferent people*
To some it is about t"e management of "ig")%ort" in(ivi(uals or Mt"e talente(N*
To ot"ers it is about "o% talent is manage( generally ) i*e* on t"e assumption t"at all people "ave
talent %"ic" s"oul( be i(entifie( an( liberate(*
G" Jo* Anal'sis . E#al,ation
t is broa(ly categori'e( in t%o parts* Job Analysis is a process to un(erstan( t"e -ob, i(entify an(
(isaggregate t"e activities, competencies an( accountabilities associate( %it" t"e -ob* t (efines
an( clusters t"e tas+ reBuire( to perform t"e -ob* t also clarifies boun(aries bet%een -obs* T"e
output of Job Analysis e$ercise is referre( to as -ob (escription*
Page 11
*
STEPS
DProcess of !ollecting nformationG
MJob Analysis is a process of stu(ying an( collecting information relating to operations an(
responsibilities of a specific -ob* T"e imme(iate pro(ucts of t"is analysis are PJob Description> an(
PJob Specifications>*N
DSystemat ic #$ploration of Activit iesG
MJob Analysis is a systematic e$ploration of activities %it"in a -ob* t is a basic tec"nical
proce(ure t"at is use( to (efine (uties an( responsibilities an( accountabilities of t"e -ob*N
D(entifying Job ReBuirementsG
Page 16
MJob is a collection of tas+s t"at can be performe( by a single employee to contribute to t"e
pro(uction of some pro(uct or service, provi(e( by t"e organi'ation* #ac" -ob "as certain ability
reBuirements Das %ell as certain re%ar(sG associate( %it" it* Job Analysis is a process use( to
i(entify t"ese reBuirements*N
#ac" -ob is a uniBue (escription of a role t"at a person can "ol( in an organi'ation or reBuire( to
be performe( for t"e business benefit of t"at organi'ation* 0"en -obs are create(, t"eir tas+s an(
reBuirements are ta+en into consi(eration*
Jobs are use( in t"e follo%ing components<
Job and Position Description
Shift Planning
Personnel Cost Planning
Career and Succession Planning
Cote<
Job (escriptions s"oul( be as general as possible an( as (etaile( as necessary*
Page 18
0O/S


0o"&
1ead of 2epartment
Secretary /uyer
0o"& are general
cla&&ification& of
ta&3& performed
"y employee&
Example& 4
1ead of 2epartment

/uyer

Secretary
Page 1I
Positions


Po&ition&
Po&ition& are the
concrete repre&entation
of #o"&5 6hey are held
"y individual& at your
enterpri&e5
0o"4
1ead of
2ept5
Po&ition4
1O2 4 1+
Po&ition4
1O2 4 Sale&
Po&ition4
1O2 4 Purcha&ing
Po&ition& are &pecific to
your enterpri&e
7ore than one po&ition can
"e "a&ed on the &ame #o"
Each po&ition typically
repre&ent& one employee8
"ut may "e partially filled
"y more than one
Once you "ave create( a -ob, (efine t"e number of positions reBuire( t"e enterprise*
Jobs are not staffe( by employees* T"at is t"e role of positions* f more t"an one person must
perform -obs, more t"an one position must be create( to meet t"is reBuirement*
A position in"erits t"e -ob>s tas+s, an( can also be assigne( its o%n a((itional tas+s*
Positions can be 177Q staffe(, partially staffe(, or vacant*
0"en %e (efine a position as vacant, t"e system prompts us to (efine t"e perio( for %"ic" t"e
position %ill be vacant There will be a central authority that will be designated to declare
vacancies and make them available for Recruitment (both internal and external). Positions can
fall vacant due to reassignment or Separation as well. Such positions become unoccupied and
not vacant. acancy is thus a declared feature for a position.
A c"ief position is a position (esignate( as t"e lea(er of a particular organi'ational unit*
2y matc"ing t"e reBuirements of a position an( t"e Bualifications of t"e employees, %e %ill be
able to (o career planning for employees an( succession planning for positions*
Page 1A
A profile matc"ing reports can also be run to revie% t"e results of "o% an e$isting employee or
an applicant fares against t"e reBuirements of a position*
H" Or2ani<ational Str,ct,re
Using the basic object types constructs of relationships is built to
mirror the business edifices and processes. By assigning object
characteristics, validations, requirements etc, we can capture complex
organizational realities with relative ease.
Process 4lo0(
2efore creating all of t"e ot"er necessary ob-ects an( relations"ips, t"e user must first create a
root organi'ational unit* Once one organi'ational unit "as been create(, it is recommen(e( to
create t"e appropriate organi'ational units belo% it*
Jobs may be create( after an organi'ational unit e$ists in t"e mo(el*
Fou can assign cost centers to organi'ational units an( Positions*
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Inp,ts(
Organi'ation c"art
Root org unit
A((itional Org units
Jobs if ReBuire(
Positions
Details to %"ere t"e positions nee( to be mappe(*
Position Details li+e Position Type, Position Sub Type, Department, an( Sub (epartment*
#very organi'ation "as its organi'ational structure* Accor(ing to t"is every employee "as some
specific %or+* T"e %or+ also (epen(s upon t"eir levels* As per t"eir levels in (ifferent
(epartments t"ey %ill "ave to (o t"eir %or+*
n RM! business, t"ere are (ifferent (epartments so as to organi'e t"e %or+ efficiently an(
effectively* T"ese are<
Page 1?
HR
Mar+eting
Tec"nical
!ommercial an( Accounts
T
:ey Accounts
!RM
Kuality
As for (ifferent (epartments (ifferent %or+s "as been specifie( for t"e (ifferent levels of people*
t "elps t"em to perform t"eir %or+, %"ic" "as been specifie( to "im* ;or similar -obs also t"e
%or+ of t"e employees> "as been structure( properly, to avoi( t"e repetition of t"e %or+ %it" t"e
ot"er employees* t "elps in (ecrease t"e overlapping of t"e %or+*
To manage t"e (ifferent levels of %or+ t"e employees "ave been separate( in to (ifferent
(esignations an( (ifferent (epts* Accor(ing to t"eir area of speciali'ation* T"e (esignations %"ic"
"ave been given to t"e employees are base( on t"e s+ills t"ey "ave, gra(es, +no%le(ge, varying
e$periences* T"ese (esignations "ave been specifie( as per t"e stan(ar( HR Practices of t"e
organi'ations, so as to ma+e t"e organi'ation (ifferent from ot"er organi'ations*
n t"is %ay t"e organi'ation stan(s in a better position t"an its competitors in t"e competitive
business*
T"e (ifferent (esignations given to t"e employees in .T!/ DRM! DivisionG are given in t"e
follo%ing table*
Page 67
Designation DsG
Jt* Presi(ent JJt* #$c* Presi(ent
Sr* Eice Presi(ent
Eice Presi(ent
Asst* Eice Presi(ent
Sr* 3eneral Manager J 3eneral Manager
Dy* 3eneral Manager
Sr* Manager
Manager
Dy* Manager
Asst* Manager
Sr* #ngr* JSr* Officer
#ngineer J Officer
Asst* #ngr* J Asst* Officer
Jr* #ngr* JJr* Officer
Sr* Supervisor
Supervisor
Support Staff
Page 61
I" $,-an Reso,rce Infor-ation S'ste-
POORCATA, an #RP DPeople softG implementation of Human Resource practices "as been
intro(uce( in .T!/ to elevate HR processes to %orl( class levels an( stan(ar(i'e t"em across
.nits an( 2usinesses* T"is "as resulte( in single integrate( HR)#RP for all management ca(re
employees of t"e group* T"ese automate( HR Processes %ill also ai( in faster, efficient, timely
an( accurate (ata availability to Management for (ecision)ma+ing*
.T!/>s People Soft #nterprise Performance Management D#PMG enables it to ac"ieve %orl()class
performance by aligning t"e rig"t information an( resources to strategic ob-ectives* People Soft
#PM offers performance management solutions for every bu(get an( every p"ase of t"e
management cycle, "elping its managers to formulate strategies for profitable gro%t", align
strategies %it" operational plans, an( actively monitor (ay)to)(ay operations*
Poornata "elps a lot in t"e (ifferent %or+s of t"e organi'ation* t "elps in t"e follo%ing %ays
t "elps in entry of all t"e (atabase of all t"e employees*
t re(uces time to note all t"e (atabases of t"e employees*
t re(uces (ifferent mista+es or errors %"ile maintaining t"e (atabases
t "elps in (oing performance appraisal of t"e employees*
t also "elps in (oing t"e (ata up(ation of t"e employees*
t "elps in recruitment an( selection of t"e employees
t re(uces t"e time of t"e %or+
t also re(uces t"e no of employees for maintaining t"e (atabase*
t "elps in maintaining t"e -ob (escription of employees*
t recor(s t"e compensation (etails for t"e employee*
Page 6&
Poornata also "elps t"e employees in t"is %ay,
Once t"e (ata of an employee entere( in to Poornata D#RPG, t"e employee gets a Poornata D,
%"ic" "elps t"e employees to +no% about t"e (ifferent policies of Organi'ation*
T"ey can +no% t"ese policies (irectly from t"e #RP system*
As it (one only t"roug" Online, t"ere is no (elay in getting (ifferent infomations*
t also "elps t"em to (o t"e reporting to t"e concerne( person*
T"ey can also fill t"eir problems %"ic" t"ey face (uring t"eir %or+ an( sen( to t"eir
(epartments*
n t"is %ay Poornata "elps not only t"e managers but t"e employees also*
Poornata D#RPG "elps .T!/ in t"e follo%ing %ays
Poornata "elps in performing (ay to (ay roles*
ntro(uction 9 Poornata "elps in creating an( up(ating of t"e positions of t"e employees*
#ac" position %ill correspon( to specific vacancy in t"e organi'ation, "ave a specific "ea(count
(efine( for it an( is also tie( to t"e follo%ing specific attributes<
2usiness unit
Department
!ompany
Job co(e
/ocation
Regulatory Region
Job ;unction
Reporting to position DT"e position to %"ic" t"is particular position reports toG
Page 61
!areer stages
#very time one or more of t"e above attributes c"ange, t"e same "ave to be up(ate( for t"e
position, or a ne% position may nee( to be create( correspon(ing to t"e ne% combination of t"e
attributes*
Any in(ivi(ual %"o occupies a position %ill in"erit t"e above)mentione( attributes of t"e position*
A position is t"us specific an( particular opening in t"e organi'ation, as oppose( to -ob co(es,
%"ic" are more generic in nature* Job co(es reflect t"e -ob points of t"e -obs across t"e
organi'ation, %"ereas a position number reflects a specific -ob (escription in t"e organi'ation*
Poornata "elps an( gives "ints an( %arns t"e user t"e important information "e must +no%
about t"e Poornata system*
t provi(es t"e a((itional information to assist t"e user & provi(e +ey information*
t also tells t"e freBuently as+e( Buestions %it" respect to "iring employees*
t also s"o%s t"e common error an( %arning messages t"at t"e user may get at t"e time of
"iring*
t nee(s t"e information about regar(ing t"ese<
#mployee D, Position Cumber, Job co(e Dt"e -ob points of t"e employeeG, !ompany DT"e legal
entity to %"ic" an employee J(epartment is attac"e(*G, T"e 2usiness unit to %"ic" t"e employee
belongs to, /ocation Di*e* %"ere t"e employee %or+sG, Department etc*
;ollo%ing are t"e steps t"at %ill be use( to maintain positions an( (epartment bu(gets
!reating ne% positions
.p(ating t"e information for e$isting positions as an( %"en reBuire(
1* !reating a ne% position
Page 66
A position correspon(s to a specific vacancy in t"e organi'ation* Hence a position s"oul( be
create( in Poornata, only %"en a ne% vacancy "as arisen in t"e organi'ation, an( t"e approval for
t"e same "as been obtaine( offline*
Only after t"e offline approval "as been obtaine(, s"oul( t"e position be create( in t"e system, i*e*
only pre)approve( positions s"oul( be entere( in to t"e system*
&* .p(ating T"e information for e$isting positions
;rom time to time t"e user s"oul( up(ate t"e information for an e$isting position*
Typical situations are %"en<
T"e position attributes or t"e approve( ma$ "ea(count for t"e position "as c"ange(*
T"e position no longer e$ists*
Organi'ational Restructuring*
Direct Hire Process<
t "elps in (oing t"e (irectly "iring an employee by Poornata system*
ntro(uction< T"e (irect "iring process involves an employee being (irectly a((e( to t"e Poornata
system t"at is t"e situation %"ere "is information (oesn>t e$its as applicant in t"e Poornata
system*
An employee on -oining t"e group %oul( fill up t"e -oining c"ec+ list an( t"e relate( forms as per
t"e unit policy* T"e HR a(ministrator %oul( t"en "ire "im into t"e system by capturing "is
relevant information %it" respect to "is personal -ob compensation, Bualifications an( (epen(ents>
information*
T"e "ire action %ill be use( to capture t"e event of t"e employee>s -oining t"e organi'ation* T"ere
can be eit"er of t%o reasons for "ire<
Page 68
Joining t"e A23< T"is %ill reflect t"e situation %"ere an employee -oins a unit of t"e A23
group (irectly*
Joining t"e acBuire( company< T"is %ill reflect t"e situation %"ere an employee "a( -oine( an
organi'ation, %"ic" %as subseBuently acBuire( by A23*
3oing for%ar( t"e action of -oining t"e acBuire( company %ill be use( to enter t"e (ata of t"ose
employees from t"e non)management ca(re moving into t"e management ca(re %"o "a(
originally -oine( a company t"at %as acBuire( by A23*
T"e follo%ing information %oul( be capture( at t"e time of "iring t"e employee*
Personal information 9 Came, a((ress, CC, DO2, gen(er marital status, religion J caste*
Job relate( information relate( to "iring, "is position a relate( (etails*
!ompensation information %it" respect to t"e brea+ of "is !T!
Recor(ing personal actions for an employee
ntro(uction< Post "iring as t"e employee moves t"roug" t"e organi'ation, t"ere %oul( be various
+in(s of up(ation in t"e employee (ata* 2roa(ly t"e processes t"at an employee coul( move
t"roug" in t"e course of "is life cycle in t"e organi'ation comprise<
Probation, follo%e( by confirmation*
Promotion
Pay rate c"ange
Transfer
Resignation
Termination
Separation JRetirement
J" Co-pensation Philosoph' of the co-pan'&
Page 6I
t is an outcome of %"at t"e Organi'ation %oul( li+e to pay for, %"ic" is (etermine( by e$ternal
an( internal factors* All t"e processes are aligne( to reinforce t"e p"ilosop"y* T"e company vie%s
compensation not only as somet"ing t"at reflects on t"e pay slip or in t"e !T! D!ost To
!ompanyG but also t"ey are concerne( about overall employee %ell being t"oug" t"ey may not
put any monetary value on items li+e Sc"olars"ips, !lub members"ip, Retirement benefit, Healt"
an( Acci(ent coverage*
T"e 3roup>s approac" to%ar(s various aspects of compensation focuses on<
= Pay for performance DEariable PayG
Re%ar(s stretc" performance %"ic" is lin+e( to business, team an( in(ivi(ual results
= !ompensation increase
Pay for t"e -ob
nternal eBuity base( on contribution to t"e organi'ation
= #$ternal benc"mar+ing
Relevant in(ustry segment an( people mar+et
Parameters beyon( compensation< "ea( countJ levelJ reporting
n(ivi(ual profile an( performance
To be mar+et a%are, not blin(ly follo% mar+et practices
= Co-pensation str,ct,re
Ta$ efficient but compliant
!ommon per+ structure but varying amount
Page 6A
T"ree ma-or terms use( in t"e company>s compensation<
@" 4i+e% Cost( t is t"e fi$e( component of t"e salary t"at is committe( to an employee an( is pai(
on mont"ly J annual basis* T"is inclu(es base salary, all per+s an( reimbursements an( retrials
suc" as P;, 3ratuity an( Superannuation*
6" :aria*le Pa'( T"is is t"e variable component, payout of %"ic" is contingent on 2usiness,
.nitJRone an( n(ivi(ual performance* Targets for t"e year %ill be fi$e( an( communicate( at t"e
beginning of every performance year
D" Cost to Co-pan'< T"is is a sum of ;i$e( !ost an( Eariable Pay*
!T! is (eci(e( base( on (esignation, Bualification an( e$perience* 2asic is aroun( 6&Q of fi$e(
cost %it"out "ousing* Per+s an( allo%ances are fi$e( as per t"e (esignations* Eariable pay base(
on -ob ban( is payable at 1@Q, 18Q an( 1&Q of fi$e( cost %it"out "ousing* 2alance amount is
pai( as special allo%ance*
K" E/IT I!TER:IEWS
An e$it intervie% is simply a conversation bet%een a (eparting employee D%"o is leaving t"e
company eit"er voluntarily or involuntarilyG an( a representative from t"e organi'ation* T"e
intervie% can follo% a structure( format or be con(ucte( on an informal basisL %ritten
Buestionnaires can even be use( in place of a face)to)face meeting* 0"ic"ever format is use(, e$it
intervie%s are generally (ocumente(*
Tra(itionally, e$it intervie%s are con(ucte( %it" employees leaving an organi'ation* T"e purpose
of t"e intervie% is to provi(e fee(bac+ on %"y employees are leaving, %"at t"ey li+e( or (i(n>t
li+e about t"eir employment an( %"at areas of t"e organi'ation t"ey feel nee( improvement* #$it
intervie%s are one of t"e most %i(ely use( met"o(s of gat"ering employee fee(bac+, along %it"
employee satisfaction surveys*
Benefits of E+it Inter#ie0
Page 6@
#$it intervie%s can be a %in)%in situation for bot" t"e organi'ation an( t"e leaver* T"e
organi'ation gets to retain a portion of t"e leaver>s +no%le(ge an( ma+e it available to ot"ers,
%"ile t"e leaver gets to articulate t"eir uniBue contributions to t"e organi'ation an( to Pleave t"eir
mar+>*
#$it intervie%s offer a fleeting opportunity to fin( out information t"at ot"er%ise mig"t be more
(ifficult or impossible to obtain* T"e e$it intervie% is an important learning tool for employers*
0"en properly con(ucte(, t"e intervie% provi(es t"e employer %it" t"e opportunity to<
Discuss an( clarify t"e reasons for t"e termination
!larify pay an( benefits issues De*g*, receipt of t"e last payc"ec+, t"e amount of unuse(
vacation, conversion or continuation of benefits, terms of a severance pac+age, unemployment
insurance, etc*G
#$plain company policies relating to (eparting employees De*g*, tra(e secret confi(entiality,
restrictive covenants or non)compete agreements, t"e possibility of future re)employment,
freelance or contract %or+, t"e provision of references to prospective employers, etc*G
#nsure t"e return of +eys, security car(s, an( company property
Obtain information about improper or Buestionable management practices connecte( %it" t"e
employee4s termination
Obtain information about a supervisor4s management s+ills
Obtain information about "o% effectively a (epartment operates
Obtain fee(bac+ about employees4 opinions an( attitu(es about t"e company
Resolve or (efuse any remaining (isputes %it" t"e e$iting employee
Protect itself against subseBuent c"arges t"at t"e employee %as force( to resign Di*e*,
constructive (isc"argeG
.T!/ is (oing t"is intervie%* 2ecause it +no%s M/earn of potential c"anges in policies an(
practices t"at may ma+e t"e company more competitive De*g*, compensation an( benefits
pac+ages, fle$ible %or+ arrangementsG*
E/POSURE to OT$ER )EY $R OPERATIO!S
Page 6?
Approval of loans*
#$pense relate( issues*
!learance certificates*
/ocal conveyance*
#$it intervie% form*
Application form*
Joining formalities*
Ma+ing -oining letters*
Maintaining personal files %it" up(ate( (etails*
Eerifying Me(iclaims*
Co-parison of $R Practices With the ASLOWES theor'&
Page 87
ASLOWES !EED $IERAC$Y T$EORY
E+planation(&
Accor(ing to Maslo% MHuman beings "ave %ants & (esires %"ic" can influence t"eir be"avior*
Only unsatisfie( nee(s can influence be"avior, satisfie( nee(s (o not act as motivators* Since
nee(s are many, t"ey are arrange( in t"e or(er of t"eir importance, or "ierarc"y from t"e basic to
comple$*N
Ph'siolo2ical !ee%s &
T"e most basic, po%erful & obvious of all "uman nee(s is t"e nee( for p"ysical survival* nclu(e(
in t"is group are t"e nee(s for foo(, (rin+, sleep, protection from e$treme temperature etc* T"at
means t"e basic nee(s*
n .T!/ p"ysiological nee(s are represente( by
#mployees> concern for salary
2asic %or+ing con(itions*
Page 81
Self&Estee-
Belon2in2ness . Lo#e
Safet' !ee%s
Ph'siolo2ical !ee%s
I
Self
Act,ali<ation
#*g*)n %or+ers level it is provi(ing t"e basic nee(s De*g* t"roug" %agesG, %"ic" are reBuire( for
t"em*
t gives all "ygienic factors to t"e %or+ers Dbetter %or+ing environmentG* t>s also provi(ing
uniforms & s"oes, so t"at t"ey %ill get satisfie( at t"eir %or+ing place an( get motivate( to %or+
efficiently*
t>s not only provi(ing t"e p"ysiological nee(s at %or+ing level but at employees> level also*
Safet' !ee%s&
Once p"ysiological nee(s are met, anot"er set of motives, calle( safety or security nee(s, become
motivators* T"e primary motivating force "ere is to ensure a reasonable (egree of continuity,
or(er, structure, & pre(ictability in one>s environment*
n .T!/ security nee(s means t"e factors li+e
Job security,
Salary increments,
Safe %or+ing con(itions etc*
t also satisfy t"e safety nee(s of employees inclu(e
3roup insurance,
Provi(ent fun(, gratuity,
Safe %or+ing con(itions,
3rievance proce(ure,
System of seniority to govern lay)off etc*
t>s (efinitely provi(es -ob securities to its employees because once employee get in to t"e
organi'ation, t"e c"ances of retrenc"ment is very less till t"e employee "as not (one any t"ing
miscon(uct* 2ecause of t"ese reasons employees can satisfy t"eir safety nee(s* T"at is t"e reason
for lo% attrition in t"e organi'ation*
Belon2in2 . Lo#e !ee%s &
Page 8&
T"e belonging & /ove nee(s constitute t"e t"ir( level in t"e "ierarc"y of nee(s* T"ese nee(s arise
%"en p"ysiological & safety nee(s are satisfie(*
n .T!/ t"e %or+ groups are very co)operative*
T"ere present t"e peer acceptance,
Professional frien(s"ip &
;rien(ly supervision in t"e organi'ation*
Here t"e managers also encourage informal group*
So t"ere is completely a frien(ly %or+ing environment*
T"at>s %"y employees are very frien(ly*
Self&Estee- !ee%s&
Ce$t in Maslo%>s "ierarc"y is esteem or egoistic nee(s*
n t"e %or+ place of .T!/, self)esteem nee(s areL
Job title, merit pay,
PeerJsupervisory recognition,
!"allenging %or+s,
Responsibility etc*
T"e 3roup fulfils t"ese nee(s by giving
!"allenging %or+ assignments,
Performance appraisals,
Performance recognition,
nvolving employees in goal setting & (ecision ma+ing*
n t"is %ay .T!/ satisfies t"e self)esteem nee(s of employees*
Self&Act,ali<ation !ee%s&
Page 81
;inally if all t"e above four levels> nee(s are satisfie(, t"e nee(s for self)actuali'ation comes* T"e
employees %"o are in t"e "ig"est position in .T!/ are comes un(er t"ese nee(s li+e<
1* E*P*,
&* Presi(ent,
1* 3M etc*
6* All top level employees*
T"ey are getting all types of facilities li+e mobile, me(ical, e(ucation, conveyance allo%ances
etc*So t"ey are in t"e position t"at t"ey are satisfie( %it" all t"e nee(s* Co% t"ey are "elping t"eir
-uniors for t"e betterment of t"e organi'ation* All t"e five nee(s of Maslo%>s "ierarc"y are
fulfille( by .T!/* So t"e employees are getting motivate( an( performing efficiently in t"e
organi'ation, %"ic" impacts (irectly on t"e success of .T!/ group* T"at>s %"y t"e attrition rate
is less in t"e organi'ation, %"ic" is one of t"e reason for t"e success of t"e companies*
)EY LEAR!I!GS 4RO T$E PROJECT
;irstly it %as a very goo( e$perience to %or+ an( learn %it" a %orl( class for t%o mont"s as it
%as my first step into t"e corporate %orl(*
Page 86
0"en sa% my senior people (oing eac" & every +in( of %or+ came to +no% "o% muc"
important is eac" & every %or+* Maintaining files in systematic manner %it" eac" & every (etail
is very important, if not (one it "in(ers t"e %or+ %"enever t"ese are reBuire( for reference in
me(ical claim formalities, appraisal etc*
As %or+e( %it" t"e employees of HR (epartment in t"e organi'ation (uring t"e pro-ect t"ey
s"are( t"eir e$perience an( learnings %it" me, %"ic" %as a very goo( opportunity got (uring
my pro-ect*
learne( (ifferent HR Policies of t"e organi'ation %"ic" %ere un+no%n to me before entering
to t"e corporate %orl(*
also learne( "o% muc" t"e values an( culture of t"e organi'ation impacts t"e employees
pro(uctivity* /i+e "ere t"e Seniors %ere approac"able in nature, felt an open culture*
Many a times felt people are not open to ne% i(eas an( t"ey are resistant to c"ange*
"ave gaine( some learning from every in(ivi(ual %or+ing "ereL it mig"t be in terms of
+no%le(ge, s+ills, be"avior or personal traits etc*
"ave learne( many small, minute t"ings by observations, being in t"e HR (epartment for &
mont"s, %"ic" coul( not be learnt simply by rea(ing boo+s t"eoretically* T"e practical e$perience
%as totally (ifferent*
"ave also learnt t"at a HR person s"oul( be very polite, soft spo+en & goo( in "an(ling
people* !o)or(ination %it" all (epartments is very necessary especially %it" ;inance Department*
Page 88
OBSER:ATIO!S A!D 4I!DI!GS
During t"e stu(y of t"e pro-ect observe( (ifferent functions of t"e HR Department*
got t"e +no%le(ge about t"e (ifferent types of HR Policies functioning in t"e
organi'ation* also got +no%le(ge about "o% t"e organi'ation is follo%ing t"eir values
in a very sincere %ay*
learnt "o% an( %"at types of facilities are being provi(e( to t"e employees *
also observe( "o% t"ey are (oing t"e Performance Appraisal on basis of t"e
ac"ievement of t"e targets by t"e employees in t"e time given to t"em t"roug" #RP*
got t"e +no%le(ge about (ifferent (epartments in a manufacturing company an( i(ea
about t"e c"allenges %"at t"e employees are facing %"ile performing t"eir %or+*
As %or+e( on t"e #RP system of t"e organi'ation, came to +no% t"at "o% t"ey are
maintaining t"e (atabase of t"e employees for all (epartments region)%ise & its
importance*
T"ey emp"asis on provi(ing proper %or+ing environment to t"eir employees, so t"at t"e
employees can %or+ efficiently & smoot"ly *
Page 8I
RECOE!DATIO!S
T"e company s"oul( give t"e compensation as per to t"e s+ills, so t"at t"e employees
coul( (o t"e efficient %or+*
Organi'ations must en"ance %or+ force motivation to improve pro(uctivity* 0or+ers must
be encourage( an( motivate( to (evelop a customer satisfaction min( set*
Organi'ations nee( to empo%er t"eir %or+ers by allo%ing t"em greater autonomy an(
control an( to (esign -obs t"at are more stimulating* T"is %ill en"ance t"e personal
pro(uctivity*
nter(epen(ency of (ifferent (epartments s"oul( be %ell stu(ie(, co)or(inate( for effective
output*
Training sc"e(ule is %or+e( out %ell "ere %it" proper planning sc"e(ule*
Recruitment proper planne(, structure( accor(ing to openings in plant, ne% vacancies*
3oal Setting programs un(erta+en %it" sc"e(ule to fin( potential prospective employees
for "ig"er posts, giving training, (iscussing t"e on -ob responsibilities*
T"e employee goals are %ell stu(ie( an( structure(* T"e :ey Relate( Areas are properly
(esigne( & clearly mentione( to employees*
Page 8A
!OE!CLATURE A!D ABBRI:IATIO!
1* .T!/< ) .ltratec" !ement /t(*
&* ES;< ) Eiscose Staple ;ibre*
1* :P< ) :ey Performance n(icator*
6* E;F< ) Eiscose ;ilament Farn*
8* RM!< ) Rea(y Mi$ !oncrete*
I* OFO!S< ) O%n Four O%n !ar Sc"eme*
A* !RM< ) !ement Researc" Management*
@* #PM< ) #nterprise Performance Management*
?* #RP< ) #nterprise Resource Planning*
17* HRA< ) House Rent Allo%ance*
11* /TA< ) /eave Travel Assistance

Page 8@
LIITATIO!S
During t"e pro-ect t"ere %ere various constraints, %"ic" %ere face(*
T"e revie% is (one in retrospect an( is an average of si$ mont"s ol(, so recollection of
events is poor*
T"e opinions of staff an( manager are often in opposition, causing (e)motivation*
T"e process is usually Manager (riven an( t"e staff member is e$pecte( to be compliant
in t"e intervie%*
T"e process usually involves t"e Manager giving t"eir opinion an( t"e staff member
"aving to (efen( t"e position, rat"er t"an a positive (iscussion*
T"e process is usually (one in a rus"e( manner to meet a bu(get (evelopment process
an( t"erefore loses its relevance to performance*
Results of merit rating are not accurate unless factors in t"e assessment are relevant*
Sometimes, proper %eig"tage may not be given to (ifferent Bualities to be rate(*
Actual rating of sub-ective factors li+e initiative & personality of employees may not be
on scientific lines*
Superior may be biase(*
Met"o( of Appraisal unreliable*
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