Managing Human Resources

Assignment
HR Practices followed in Organizations

Submitted To Prof. C.S Soumya

As Part of CIA III of Managing Human Resources

Submitted by

RHEA AGNES FERNANDEZ

REG. NO: 1627055
3MBAA
INTRODUCION

With human nature being what it is, employees will test limits and act "creatively" in
workplace situations, so you need a strategy for developing, communicating and enforcing a
set of policies and practices that reflect your standards of acceptable behaviour.

But a successful policies and practices strategy does more than draw boundaries; it also
recognizes and addresses people's needs.

There are many different types of people, and not surprisingly, they react differently to the
need for policies and practices based on those differences. Neither of these extremes
contributes to a work environment that's conducive to high productivity levels. The answer is
found in between, with the right number and types of policies and practices that are focused
on a primary goal-improving individual performance in the workplace.

1).INFOSYS
Zero bench initiative
'Zero Bench' will aim to work towards 100% utilization. The idea is to use existing
resources better and eliminating the need to hire in thousands, like in the past. It is
similar to the Uber concept which is all about utilizing resources to the maximum
and effectively.
Infosys was aggressively pushing automation that would see a reduction in its
strength of reserved employees. As a part of Sikka's strategy to keep employees
motivated, Infosys last year launched the 'Zero Bench' initiative, an internal
marketplace to provide people on the bench (people without assignments) short-term
engagements in clients' and internal projects. Since launching the Zero Bench
initiative in July last year, the number of employees who have taken up jobs posted
on the internal marketplace has now crossed 10,300.
At least 70 per cent of the people who were on the bench had now done at least one
job through the portal. The company is planning to give its clients access to this
marketplace so that they can see the people who are on the bench and take advantage
of that. In order to achieve its vision 2020, Infosys has been aggressively embracing
automation tools, technologies and platforms, apart from initiatives like 'Zero
Distance'. Sikka said the initiative had helped release 1,100 people who had now
been redeployed. The initiative covers all the 8,790 clients' projects that are under
way.

2). DABUR
Dabur firmly believes in the strength of its most vital asset the over 6,000 strong
workforce. To maintain its competitive edge in a highly dynamic industry, Dabur
recognizes the importance of having a work force which is consumer-focused,
performance-driven and future-capable.
They believe in fostering equal employment opportunities, where individuals are
selected and treated on the basis of their job-relevant merits and are given equal
opportunities within the organization.
 Their practices seek to address needs specific to the development, engagement,
growth and retention of women employees.
Several steps have been taken towards encouraging women and enhancing workforce
diversity through our initiatives on work-life flexibility.
Given the fact that a growing number of young employees are working couples,
understanding their need and now offer paid Maternity Leave of four months besides
doubling the paternity leave scheme to help people better manage their Work-Life
balance.
These steps have helped Dabur become more gender sensitive and also make our
women employees feel more secure.
With its focus on being Future Ready, Dabur is rolling out special programs to attract
Gen-Y or the millennial generation. In an industry first, Dabur had last year initiated a
program to empower its young managers and involve them in key decision making
exercises involving new media, product development & new launches.

3).TESCO

Tesco has made significant progress in updating and revising the people policies to
provide their colleagues with direct access to the information they need to help and
support them at work.
They are making it simpler for colleagues to put their customers first and giving
them easily accessible policies and information on their intranet.
Tesco recognizes the importance of a fair, honest and transparent culture, and are
working together with their recognized trade union in the UK, US, to ensure the
policies are right for the business and that they support our people
Tesco has fully revised their Equal Opportunities, Diversity and Inclusion policies, to
give both the managers and colleagues up-to-date information about working in, and
supporting, a diverse environment.
By encouraging diversity, and employing people with different experiences,
backgrounds and talent, Tesco aims to reflect the customers and communities they
serve and strengthen and grow as a business.
Their selection, training, development and promotion policies ensure equal
opportunities for all colleagues regardless of factors such as gender, marital status,
race, age, sexual preference and orientation, colour, creed, ethnic origin, religion or
belief, disability (including colleagues who become disabled during service) or trade
union affiliation.
All decisions are based on merit. Their colleagues feedback is important to and they
recognize that to drive their business forward the employees must respond to their
feedback to ensure they are engaged in the decisions that Tesco makes for the
business.