Summer Training Project Report

On

“EMPLOYEE LIFE – CYCLE”

(Training under taken at Reva Industries Ltd, sec.25,Fbd)

Submitted in the partial fulfillment of the requirements for the award

of the Degree of M.B.A (Master of Business Administration)

August, 2010

SUBMITTED TO: SUBMITTED BY:

Kurukshera University , Preeti Chaudhary
Kurukshetra MBA 4th sem.
Roll no. 2011

(Technology education & Research Integrated Institutions)

Affilated to Kurukshetra University, Kurukshetra.

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 DECLARATION

I hereby declare that the title “EMPLOYEE LIFE CYCLE” submitted by me under the

guidance of “Mr. O. P. Pandey” is original work. The finding in the report based on the data

collected by me during the course of project work. While preparing this report, I have not

copied from any other project report submitted for this year for a similar purpose.

PREETI CHAUDHARY

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 ACKNOWLEDGEMENT

It was great experience undergoing my 2 months training in REVA INDUSTRIES LTD. I got

a chance to learn and experience ethos and environment or a company.

I wish to express my deep sense of gratitude to my revered guide by Mr. O. P. Pandey

(Personnel manager) who though his benevolent guidance has enabled me accomplished my

project. He has been great source of inspiration to me all the way. Without his keen interest,

incessant, encouragement and invaluable suggestions this report could not have attend his

present shape with zeal and enthusiasms. I would also like to extend my thanks to the entire

staff members who have been very helpful though out my training in supplying with all

necessary information.

I would also express my thanks to REVA INDUSTRIES LTD for accepting me as a summer

trainee in such an esteemed trainee.

PREETI CHAUDHARY

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CONTENTS:

CHAPTER TITLE PAGE

NO.

1. Introduction to the company 1-24

2. Review of the Literature 25-54

3. Research Methodology

a) Justification of the study 55

b) Objectives of the study 56-59

c) Scope of the study 60

d) Research design 61-63

e) Survey period

f) Limitations of the study 64

4. Analysis & Interpretation 65-74

5. Conclusion & Suggestions 75-79

Bibliography 80

Annexure 81-82

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 PREFACE

As a part of a curriculum of our two year degree program (MBA) from Kurukshetra

University, we are required get training for 2 months from any company in the period of June

to August.

I have done my training in the field of Human Resource with the “EMPLOYEE LIFE

CYCLE” of employees. The company has provided me project report on Payroll System

regarding REVA INDUSTRIES LTD, Faridabad to access information, I under gone various

department under Human Resource Department. It is considered to be panacea for all

organization ill.

The report highlights the image of REVA INDUSTRIES LTD as best company in the eyes of

dealers, consumers and competitors.

PREETI CHAUDHARY

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 CHAPTER - 1

COMPANY PROFILE

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Company Profile

Reva Industries Limited

(Faridabad, Haryana, India)

Construction Products - Manufacturer, Proprietorship Firm Since 5 Feb. 1997.

A thing well done is a reward in itself. When you begin with this philosophy excellence
becomes a way of life, and you achieve more than you aimed for. Exemplifying this spirit in all
its operation is Reva Industries Limited.

A company that has been set on a dynamic track record ever since its inception, and has
continued to move from one milestone to another. With an extremely dedicated team of
enterprising engineers and self-dedicated workmen as its main assets it manufactures EOT
Cranes, Electric Wire Rope Hoists, Gear Boxes, Geared Couplings, Geared Motors & Thrustor
Brakes.

With a progressive outlook the company has been implementing the latest concepts in design,
manufacturing, quality assurance, installation & servicing with the help of sophisticated
machine tools such as CNC Machining & Turning Centers, Gear Hobbers, Gear Grinders etc.,
ensuring not only dimensional control but also high repeatability.

Up-to-date computer software’s, statistical quality control techniques and effective training
programmes for the personnel, product modularisation is another aspect where a lot of work

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has been done to modularise and standardise the equipment. The result of these dedicated and
sincere efforts has been extremely encouraging. The products have been very well accepted in
the Indian market, making the company among one of the largest manufacturers of EOT
Cranes & Electric Wire Rope Hoists. The sole aim of whole team is to achieve the delight of
the customer.

A company that has been set on a dynamic track record ever since its inception, and has
continued to move from one milestone to another. With an extremely dedicated team of
enterprising engineers and self-dedicated workmen as it's main assets it manufactures EOT
Cranes, Electric Wire Rope Hoists, Gear Boxes, Geared Couplings, Geared Motors & Thrustor
Brakes.
The result of these dedicated and sincere efforts has been extremely encouraging. The products
have been very well accepted in the Indian market, making the company among one of the
largest manufacturers of EOT Cranes & Electric Wire Rope Hoists. The sole aim of whole
team is to achieve the delight of the customer.

REVA PRODUCTS:-

 ELECTRIC WIRE ROPE HOISTS

 LH CRANE

 EOT CRANE

 CRANE KIT

 FLEXIBLE GEARED COUPLING

 HELICAL REDUCTION GEAR BOXES

 TRAVELLING MACHINES & WHEEL ASSEMBLIES

 HELICAL GEARED MOTORS

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  JIB CRANES

 THRUSTOR BRAKES

 FLAME PROOF EQUIPMENT.

• ELECTRIC WIRE ROPE HOISTS:-

250 kg to 25000 kg in six standard models consisting of minimum variants of ropes,

Motors, Drums Reducers Coupled with revving and control methods covering almost any
hoisting application of speed load combinations.

The square frame accessible from all sides easily adapts it to parallel, perpendicular trolley
or suspended by wheels on existing monorails. Hoists and its mechanism and other load
bearing structures are additionally protected by permanent mechanical load limiter or
optional electrical load monitor and duration of use hour meter thus warranting the desired
life with least maintenance.

The Hoists with different reeving arrangements augments additional capacities of the same
unit up to 50000 kg.

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• LOW HAND CRANES:-

REVA optimally designed &constructed Double Girder &Single Girder EOT Cranes are a
result of the most practical, intelligent, reliable, economical &balanced solution for today's
Overhead Handling of loads in various applications. Be it a power house, a process
industry, a machine shop, a scarp yard, a production/ maintenance shop, a godown or any
other application where lifting &shifting is required, these cranes are the assembly of
standard serially produced modules in our own shop.

Each module has been specially designed and selected for rugged crane duty applications.
Built tough, with a high level of standardization REVA OC Cranes ensure a thoroughly
reliable and economic package. These are available from one tonne to 25 tonne capacities.

• EOT CRANES:-

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Reva designs / manufacturers S.G Cranes up to 25 Tonnes load &span upto 20mtrs.
Confirming to IS 3177 & 807 and other international standards.

Reva designs / manufacturers D.G. E.O.T. Cranes up to 160 tonnes load &span to 35mtrs
confirming to IS 3177 &807 and other International standards.

These cranes are comprised of following serially produced assemblies &components

offering various modules to provide custom designed solutions.

Hoisting frame including Gear Reducer, Coupling, Brake, Drum, Sheave &Motor etc. for
various lifts &speed requirements further supplemented with electronic Controllers for
safety and speed.

Maintenance free and readily accessible assemblies’ including Geared Motor driven wheel
drive units to constitute flexibility in end carriage wheel bases.

Reva designs / manufacturers S.G Cranes up to 25 Tonnes load &span up to 20mtrs.

Confirming to IS 3177 & 807 and other international standards.

Reva designs / manufacturers D.G. E.O.T. Cranes up to 160 tonnes load &span to 35mtrs
confirming to IS 3177 &807 and other International standards.

These cranes are comprised of following serially produced assemblies &components

offering various modules to provide custom designed solutions.

Hoisting frame including Gear Reducer, Coupling, Brake, Drum, Sheave &Motor etc. for
various lifts &speed requirements further supplemented with electronic Controllers for
safety and speed.

Maintenance free and readily accessible assemblies’ including Geared Motor driven wheel
drive units to constitute flexibility in end carriage wheel bases.

The box girders and other structural compact designs are due to vast experience supported
by FEM analysis by graphical and analytical simulation/software for this purpose.

Reva's Double Girder EOT Cranes is a result of most practical and reliable solution for
today’s Overhead Handling of loads in various applications. It is designed with state of art

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FEM analysis techniques, strict quality checks at various stage and final overload testing
assures high reliability and safety. Moreover this all is backed by Reva's large experience.

Tailor made solutions: These cranes are custom designed and built to suit the user’s
application. Reva is fully equipped in respect of design and manufacturing expertise
required for the same.

Short Delivery Periods: The basic components such as Gearboxes, Geared Couplings,
Brakes and Wheels are pre-designed and are serially produced. High level of
standardization and modular design also reduces the delivery period.

Double girder EOT cranes are available upto 160 tones capacity with different combination
of span and lifts according to user’s application.

CRANE KIT:-

Reva's urge to have FAST &ECONOMICAL solutions for the customer, leads to the idea
of 'CRANE KIT'.

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A User can BUILD HIS OWN CRANE by buying readymade REVA Crane Kit,
comprising of :

o Hoisting equipment

o End carriages with traveling machineries

o Electrical panel &

o Other accessories.

All the possible help or on site deputation of engineers is available on request.

• FLEXIBLE GEARED COUPLING:-

Reva Curved Tooth Flexible Gear Couplings are manufactured as per IPSS :1-01-005-86.
The design aims at achieving rationalization of sizes and numbers on basis of their torque
transmitting capacity and generally synchronizes Reva's modular gear boxes ratings, which
in turn are rated in increasing geometrical progression.

Gear hubs and outer sleeves are manufactured from Carbon Steel conforming to IS: 1030
for first three sizes and IS: 1570 for remaining sizes. Teeth are generated by involutes
system having 30 degree pressure angle instead of 20 degree to make a quantum
breakthrough in coupling design and performance.

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• HELICAL REDUCTION GEAR BOXES:-

Reva offers Helical parallel shaft gear reducers upto 1000 center distance in two - four
stage, in C.I housings duty machined on CNC machining centers (with ATC and tools
presenter).

The gears / pinions are gas carburised, hardened and profile ground skived to DINT7 from
forged blanks. The antifriction bearing supported on integral pinion shafts and gears are
splash oil lubricated which is prevented from leakage by narrow width wave rubber seal.
Input/output, solid, hollow splined and tapered shaft are available. The foot mounted gear
reducers are rated from 250 Nm 5000Nm.

Revas’ helical gearbox uses hardened and profile ground helical gears. Gearboxes are
available in wide range of ratings with different configuration to select from.

Design Features: Modular Concept Center distances, ratios, dimensions corresponding to

R 10, R 20, and R 40 series. Optimization: Weight/Power optimized due to use of case
hardened steels to high strength.

Computer Aided Design: Based on Buckingham method resulting in compact and robust
gearboxes with a factor of safety >1.5 both in wear and strength. Low Running Noise: Use
of hardened and profile ground gears and cast iron housing reduces running noise and
vibrations of the gearbox.

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 • TRAVELING BLOCKS WHEEL ASSEMBLIES:-

Rail mounted travel units consisting of shrunk fitted/keyed/ splinted hollow axles to
accommodate geared motor solid/hollow /key or splied shaft or make a "made for each
other “combination.

The units can replace existing /obsolete /worn out wheels and travel gear boxes to make
these in line with current technology.

Reva offers one of the finest available selection of energy efficient travelling Machineries
with built in reliability, deriving product strength from making all the key components IN-
HOUSE, optimally engineered &manufactured using the latest in designs, materials,
manufacturing &quality assurance techniques.

WHEELS: Wheels are manufactured from forged medium carbon alloy steels and are
machined on up-to-date CNC turning centres. The wheels are hardened to a hardness of 36-
42 HRC, axles shrunk fitted into the wheels have extended axle to fit into the hollow shaft
of the travelling machinery with a key or shrink disc.

WHEEL BLOCKS: Wheels Blocks are fabricated from IS 2062 steels. These Blocks are
accurately fabricated &machined to achieve required parallelism &perpendicularity of the
wheels. An adapter plate is provided for welding of distance pieces to obtain required wheel
base. The distance pieces can be either standard rolled channel iron or fabricated box. After

15
fixing the distance piece these wheel blocks become end-carriages for cranes or can be used for
any other mechanical engineering usage.

• HELICAL GEARED MOTORS:-

Reva's helical geared motors have shaft mounted gear boxes in model TM 06 to TM 16, to suit
various motor ratings and output speed requirements. Dimensions, material of construction,
tolerances confirms to national and international standards. Staggered and rationalized ceter
distances reduce the overall dimensions. Motors and rationalized center distances reduces the
overall dimensions. Motors from ISO: 9001 company and having CE marking are used for all
geared motors.

• JIB CRANES:-

Reva manufactures a range of jib cranes such as self supported, Pillar Mounted Wall /
Pillar Mounted, Traveling cantilever wall cranes. These cranes relieve the overhead
cranes for carrying out more useful work on the shop floor. Being designed on FEA
these are extremely reliable &safe.

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These have standard 'REVA'Electric Wire Rope Hoist for lifting of loads.

The cranes operate at lower height than the overhead crane with lift in the range of 3 to 5
meters. The lifting capacity could be in the range of .5 Tonnes to 10 Tonnes (Higher lifts or
capacities can also be supplied).

The jib cranes are very versatile in handling materials to and from machining bays, small
parts assembly shops, hammer/press shops, repair bays etc. Compared to overhead cranes
which are meant for handling heavier and bulky materials, the jib cranes are very useful for
faster operation.

Jib cranes could be hand operated also but electrically operated cranes with electric wire
rope hoists, are the order of the day for increasing the production.

Jib cranes require much less investment as compared to overhead cranes Leave aside the
capital cost, the running and maintenance cost are much less as the jib crane parameters
could be optimized as per job requirements.

REVA is also manufacturing other version of jib cranes viz. Pillar cranes where materials are
handled within a circle. The rotation on the pillar is usually up to 270 degrees but 360 degrees
rotation could be provided.

• REVA THRUSTOR BRAKES:-

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Reva thrustor brakes are suitable for operation an AC supplies on 3 Phase 415 volts and are
designed particularly for use with heavy duly steel works on general duty overhead electric
travelling cranes and other drum brake applications. These are manufactured to suit Drum sizes
100 mm to 250mm in R-10 series. The construction is extremely simple and can be very easily
maintained.

OBJECTIVES OF THE COMPANY:-

The registerd office of the company situated in the “Union Territory of Delhi”. The objects for
which the company is established are:-

A. The main objects to be pursued on its incorporation:

1. To purchase, acquire, takeover the whole or any part of the business of M/s Reva
Industries, carrying on business of manufactures of, and dealers in, components for
tractors and automobile industry at present and the fixtures, fittings, rights, trade marks,
privileges, goodwill and effects thereof, all interest there in and to carry on the business
either upon the same or any premises, on such terms and conditions may be agreed
upon. The said firm shall cases after such takeover.

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2. To carry on the business of manufacturing, buying, selling, exchange, altering,
improving, assembling or distributing and dealing in tractor parts, machine tools, and
machine tools accessories including zings and fixtures: bolts and nuts, screws of any
size and design for motor vehicles of component parts.

3. To carry on the business of processing, assembling, jobbing, fabricating, manufacturing

and marketing, and dealers of automobile accessories and spares, automotive parts,
connected there with and to operate plant and machinery for the production of goods,
article commodities, stocks products by-products and any other business or trade and all
other branches of business usually connected with any such business as aforesaid.

4. To carry on the trade or business of engineers, fitters, founders, smiths, machinists,

manufacturers and painters of product for automobile industry and importers, exporters
and distributors of motor parts.

5. To carry on in India and elsewhere, the traders of businesses of iron masters, steel-
makers, steel-converters, smelters, engineers, iron brass and other metal founders and
tool makers.

B. Objects incidental or ancillary to the attainment of main objects:

1. To amalgamate with any other company all any of which are similar to the objects
which are the company in any manner whatsoever (whether with or without a
liquidation to the company.

2. For any of the purposes of the company to establish branches or to establish any firm or
firms or any promote any company or companies at place in or outside India as the
company may think fit.

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3. To reunite any person or company for services rendered or to be rendered in or about
the formation or promotion of the company or the conduct of its business.

4. To borrow or raise or secure the payment of money for the purpose of the company in
such manner as the company shall think fit, and in particular by the issue of debentures
or debenture stock, perpetual or otherwise, charges upon all or any of the companies
property both present and future including its uncalled capital and to purchase, redeem,
or pay off such security and to mortgage, pledge or charge under undertaking and all or
the real and personal property, present and future.

5. To invest and the deal with the moneys of the company not immediately required in or
upon such investment and in such manner as may from time to time be determined.

6. To agree to refer to arbitration any disputes present or future between the company and
any other company, firm or individual and to submit the same to arbitration in India or
abroad, either, in accordance with Indian or any foreign system of law.

7. To appoint agents, sub-agents, dealers, managers, canvassers, and sale representatives,

sales man for transacting all or any kind of business which this company is authorized
to carry on and constitute agencies in different parts of the world to promote race
meetings speed, trial test, for aviators, motorist and cyclists.

C. other Objects:

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 1. To manufacture, remodel, invent, repair, and recondition aero pianos, ships, cargo
vassals, railway wagons, engines, boats, tramways, motor, carriages, machinery and
other chattels.

2. To act as trustees, executors, attorneys, receivers, administrator, nominees, agents to

undertake guarantee and indemnity business, execute trust of all kinds and to exercise
all the powers of custodians, trustees and receivers.

QUALITY OBJECTIVES:-

 Enhance customer satisfaction

 Reduce cost of productivity

 Improve productivity

 Reduce cost of manufacturing

 Enhance work satisfaction

 Improve working conditions

 Produce better quality

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QUALITY CONTROL:-

Quality like beauty lies in the eyes of the beholder. It requires a trained eye and a keen mind to
keep check on quality standards and measures.
Having been accredited with the ISO 9002 and QS 9000 certification, our company monitors
each and every quality process stringently. While these certificates are tangible proof of our
never ending quest for perfection, they are also a tribute to our dedicated and meticulous work
force. Every process is strictly monitored and every product is subjected to the most stringent
test before they can be worthy of the tabular name. For in our name lie the unerring proof of
precision and the unmistakable stamp of quality.

 WHY CHOOSE REVA?

Why Choose REVA?

Because you value your money. Because we value money too.
Because the only class we deliver is world class.
PLAIN FACTS
WHAT WE GIVE WHAT YOU GET
DESIGN
Parametric 3d Solid Modeler Virtual model, Quality products, Lighter weight,
Finite Element Analysis (Pro-Mechanical) Saving on runway structure, Optimum section with
In-House development Software's liberal safety margins, Accurate &faster designing.
HOISTING GEAR BOX
Helical Gearing at all stages Better strength and silent running.
Brake coupled with motor Longer life. No misalignment
Low Carbon Alloy Steel Gears &Pinions Better Physical Properties, Fine grain size, Minimal
case Wear, Reduced size, Low cost on sheds &allied
Hardened to 55-60 HRC equipments.
Profile ground teeth - Less prone to cracks.
Ground int./ext.Mounting Dimension - Minimal Wear. Increased impact strength.
Fine surface finish, Reduced vibration, Low noise.

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 Close tolerance, Less power consumption.
Radial &facial run out eliminated, Proper assembly.

CT/LT DRIVE
Helical Gearing at all stages Better strength &silent running
No open gearing Dust Proof, Less wear, Compactness.
Lubricated gear box.
WHEELS
Die Forged Medium Carbon Alloy Steel Fine grain size, Low friction, and Better rolls ability.
CONTROL
• Cabin/Pendant/Remote Flexibility

• Variable Frequency Drives State of the art controls.

No jerks, no peak currents, no pendulum of load.
• Soft Starts

QUALITY ASSURANCE
An ISO: 90001 Company Design verification. Chemical, Physical and
Ultrasonic testing of raw-materials. Inspection of
Gears &Pinions on Gear Testers. Dimensional
Controls, Load and Overload Testing at works,
Erection, Commissioning &after sales service.
OTHER SERVICES
Revamping You can use your very old equipment without any
Annual Maintenance Contracts problems. Trouble free operation through the year.
INPUT Purchased directly from manufacturers
Steel - 98% from SAIL
Bearings - 99% from SKF, NRB &NBC
Motors - 99.5% from Crompton
Brakes - 90% from EMCO-LENZE

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Switch Gears - 95% from BCH/SIEMENS
Wire-Ropes - 100% from Usher Martin, Fort-Williams

MANUFACTURING FACILITY - 100% IN HOUSE

• CNC Horizontal Machining Centre

• CNC Turning Centers

• Gear Hobbes, Shapers

• Gear Grinders

• Sheet Metal Shop

• In-House Foundry

• Plano-Millers, VTLs

• Modem Fabrication Techniques

• Many more machines

SERVICEABILITY
100% In-house manufacturing facility allows world class product in addition to quick Deliveries,
Flexibility in Manufacturing and Competitive Prices.

CHAPTER-2

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 REVIEW OF THE LITERATURE

(A) INTRODUCTION TO THE TOPIC

Employee Life Cycle

EMPLOYEE LIFE CYCLE refers to all the steps an employee goes through from the
Time he /she enters a company until they leave. The general sequence of event in the
employee life- cycle includes recruitment hiring , job description , training performance

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Management retirement, position elimination, or termination.

Often human resources professionals focus their attention on the step in this process in
hopes of making an impact on the company’s bottom line that is a good thing for them to
do. Their goal is to reduce the company’s cost per employee hired.

Recruitment New hire

Job
Assignment

Separation

Performance
Training
Management

EMPLOYEE LIFE CYCLE

Employee Life Cycle Management

In the current dynamic scenario of internal and external business environment, the business
may not have all the best resources /skills to manage the organizational processes. Thus more
and more organizations are veering towards focusing on their core areas to ensure they remain
healthy and profitable. Organizations are increasingly looking at partnering with experts on a
scalable basis to support their HR functions.

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Employee life cycle management is a continuous process that deals with the human resource in
a comprehensive, holistic way ensuring that both employee and employer gain the maximum
benefits from their mutual association. Employee Life Cycle Management (ELCM) addresses
today’s reality of employees not spending their entire work life with one or two employers but
rather moving from situation to situation with some regularity . The process further allows
employers to add value to each employee by actively participating in their development in
ways that historically have been talked about but seldom realized.

Employee Life Cycle services refers to all processes and transition that employees experience
during their tenure with an organization.

1.1 Recruitment

Recruitment refers to the process of finding possible candidates for a job.

It is important to hire the best employees for the organization’s needs. Find employees
who are talented enough to fit into the organization’s culture. It may involve
advertising commonly in the recruitment sections of a newspapers or in a newspaper
dedicated to job adverts.
Employment agencies will often advertise jobs in their windows. Posts can also be
advertised at a job center if they are targeting the unemployed.

1.2 New Hire

A newly hired employee or a former employee returning from a lay off,

rehired following termination, rehired following a separation, or returning from a
requested leave of absence without pay greater then 30 days. An employee code is
given to the newly hired employee.

1.3 Job Description

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 Provide the employee with job description, which includes the employee’s
role and responsibility. It has the information that pertains to an employee’s specific
job. Separate records are maintained in the systems for each job an individual holds.

1.4 Training

The challenges associated with the changing nature of work and the
workplace environment is as real for the organization as elsewhere. Rapid change
requires a skilled, knowledge workforce with employees who are adaptive, flexible, and
focused on the future. One of the key responsibilities is to develop the staff by
providing adequate training. Encourage growth and career development of employees
by coaching, and by helping employees achieve their personal & organizational goals.

1.5 Performance Management

Setting and clearly communicating performance standard and

expectation, observing and providing feedback, and conducting appraisals in achieving
the best results through employee performance management. Assessment of
performance and development potential is done for the employees so that it can
influence their career path and can help them to realize their true potential.

1.6 Separation

Employees separate from the organization in a variety of ways. An

employee exists the system through resignation, retirement, position elimination, or
termination. Some separations are voluntary and initiated by the employee, such as
resignation retirement. Others are involuntary and initiated by management, such as
layoff or medical separation. The death of an employee or dismissal for cause created
unique challenges. Each type of separation requires specific actions by HR. whatever
the circumstances, every employee leaving the organization, whether voluntarily or
involuntarily, should feel they were treated with respect.

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 Employee Life Cycle Management is a continuous process
the deals with the human resource in comprehensive, holistic way ensuring that both
employee and employer gain the maximum benefit from their mutual association. It
addresses today’s reality of employees not spending their entire work life with one or
two employers but rather moving form situation to situation with some regularity.
The process further allows employers to add value to each
employee by actively participating in their development in ways that historically have
been talked about but seldom realized.

RECRUITMENT

Recruitment refers to the process of finding possible candidates for

a job. The first stage in selection is to make the vacancies know to a large number of
people and the opportunities that the organization offers. It is important to hire the best
employees for the organization’s needs. Find employees who are talented enough to fit
into the organization culture. It may involve advertising, commonly in the recruitment
selection of a newspaper or in a newspaper dedicated to job adverts. Employment
agencies will often advertise jobs in their windows. Posts can also be advertised at a job
center if they are targeting the unemployed. While recruitment is a process of attracting
people, selection is a process of choosing a few among those who have been attracted.

NEED FOR RECRUITMENT

a) Vacancies due to transfer, promotion, retirement, termination, performance,

disability, or death. This is caused by mobility of human assets.

b) Creation of vacancies due to expansion, diversification, growth or job

reclassification. This is caused by the growth of business of the organization.

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 Methods of recruiting

RECRUTIMENT

INTERNAL EXTERNAL

a) Internal recruiting

1) Job posting – Organizations can made effective use of skills inventories for
identifying internal applicants for job vacancies . It is done by the use of bulletin boards
and company publication for advertising job openings. Job posting is an integrated
component for an effective career management system.

2) Employee referrals- Referrals of job candidates by present employee has been a

major source of new hires, here internal sources are used to attract candidates.

Such programs offer cash of merchandise bonus when a current employee refers a
successful candidate to fill a job opening.

b) External recruiting

1) Employment Agencies- There are a number of private employment agencies who

register for employment and can furnish a list of suitable candidates when sought by

30
 employers from their data bank . They shortlist the candidates for organization but the
final decision is taken by the organization.

2) Advertisement - Organizations advertise to acquire recruits by putting an

advertisement in special newspaper, journals and magazines to generates large number
of relevant applications.

3) E-recruiting – The use of internet to find jobs or attract ob applications. Posting and
receiving online resumes are services used by individuals and organizations.

4) Campus Recruiting – Organizations send their representatives to a campus to

interview candidates and describe organizations to them. Many institutes have regular
placement offices, which not only send out the profiles of graduating students, but also
the visiting company representative in administrative details.

5) Summer Internship – Organization hire students as interns during the summer or

part time college year. An internship can give real work experience to the students, a
possible future job and a chance to use one’s talents in realistic environment. Internship
programs allow organizations to get specific projects done; expose themselves to
potential employees who can be their full time employee later.

NEW HIRE

Once candidate has been selected, an offer latter is given to him/her. Selected
candidate can be a freshly hired employee or a former employee returning from a layoff ,
rehired following termination, rehired following a separation. Joining form is given to the new
hire which keeps the record of employee personal information like name, address, emergency
contact, gender, date of birth, qualification, pan number etc. needed by the HR. New employee
has to sign a terms of employment contact which contains all pertinent contractual information

31
such as date of employment, duties to be performed, type of employment, salary, tenure
eligibility, etc. the terms of employment must be signed by the appointing authority and HR for
administrative use. Certain documents like passport and pan number for identity proof,
education and birth certificate name, address date of birth of each beneficiary and dependents
are required in order to complete joining formalities.

This way HR department completes the hiring formalities and attaches a copy
of employee application or resume to joining document. An employee identification number is
generated and forward to the employee.

ORIENTATION

Orientation is the HRM activities that introduce new employees to the

organization and to the employee’s new task, managers and work group. Thus it orients,
directs, and guides new employees to understand the work, firm, colleagues and mission. It is
the duty of supervisor and HRM to create a initial experience and work environment

A well-planned orientation is accomplished by making the new employee feel

welcome, providing the necessary basic information and responding to question and concerns.

Before the new employee’s first day:-

1. Notify unit personnel/payroll/benefit representative of hire.

2. Prepare new employee packet, including: (1) Agenda for the first week, (2) Organizational
chart,(3) Code of conduct ,(4) Departmental Organizational structure (5) Departmental
mission, vision and values, (6) Departmental phone/email directory (7) Emergency
procedures.

32
3. Notify department information technology (IT) contact of hire. Provide list of required
software/hardware. Request e-mail set-up.

4. Notify department telecommunication contact of hire. Request phone hook-up and

voicemail set-up.

5. Prepare employee work area, including: (1) Ordering any needed desk supplies and
furniture (2) Ordering a nameplate, (2) Assigning keys and keypad codes.

6. Make lunch plans for employee’s first day.

7. Identify employee(s) with similar responsibilities to function as the new employee’s

coach/mentor for work-related processes and procedure.

8. Add employee to department and / or unit organizational contact and routing lists.

9. Prepare new hire paperwork (payroll and benefits).

10. Set-up timesheet.

11. Install appropriate hardware/software.

12. Prepare parking permit information.

13. Establish e-mail, phone and voice mail set-up.

Employee’s first day :

 Introduction new employee to other members of immediate staff and other key
department members.

33
  Schedule employee to attend benefits orientation
 Provide general orientation to office and departmental policies and procedures and
it includes (1) issue required keys, (2) Employee’s work schedule,(3) Hours of
department (4) Breaks( lunch ,coffee ),(5) Dress code (6) Mail account (7)
Attendance , (8) Punctuality. (9) Confidentiality issue (10) Security (11) No
smoking policy.
 Provide organizational overview by; (1) Presenting organizational chart to
employee,(2) Describing place of employee within the department ,(3) Describing
main function of other members in department, (4) Discussion goals and objectives
of department.
 Introduction to other assigned staff members.
 Arrange a tour to include these location ;(1) Work area.(2) Conference room (3)
Vending machines.(4) Restrooms . (5) Copy machine (6) FAX machine (7) Bulletin
boards, (8) Parking and assigned parking sports.

During employee’s first month:

New employees are highly motivated to do their job and demonstrated their skills and abilities.
Give them time to learn the basics-the how’s where’s why’s of getting things done. Have them
learn by doing under direction and try to provide the information just before the personal needs
to use it. Reinforce this motivation by:

 Checking if employee received all training necessary to job.

 Reviewing job description performance expectations.
 Meeting regularly to discuss any issues or concerns.

Within three months:

 Review training and development needs.

34
  Schedule employee to attend these programs sponsored by the HRD-(1) Diversity
Awareness, (2) Shared Vision.
 Discuss performance management goals.
 Explain performance appraisal process.

Compensation
Compensation is the HRM function that deals with every type of reward that employees
receive in return for performing organizational task. Compensation or paying employees for
work and developing structures of compensation packages thus becomes one of the major
responsibilities of HRM manager. A good pay packet not only helps in attracting the most
talented employees but also helps in retaining them for a long time in the organization.

Compensation packages
It consists of two kinds of payments during employment and after employment.

1) During employment package

It basically consists of four components the basic salary; cash allowances,
bonus and non-cash perquisites.
a) Basic salary
It is a major component of during employment compensation package. It is
worked out on the basis of job evaluation and is adjusted either because of reclassification
of changes in the cost of living index. Basic salary is a range with top and base clearly
defined. It is also called scale.

b) Allowances
Some of the well known allowances are dearness and house rent , travels
daily allowances in case of outstation travel , shift allowances etc, the concept of
allowances is based on the cost of living index as dearness and house rent allowances are to

35
 compensate for the extra efforts needed to perform ones normal duties . Allowances can be
added to the basic depending upon the contingencies of the job.
c) Bonus
This payment is gesture of goodwill over and above the regular wages. It
usually amounts to 8.33% of salary, which basically works out to be equivalent to one-
mounts salary. This is the minimum and the organization has freedom to pay more than this
minimum depending upon the available surplus.
d) Perquisites
Perks are those benefits that do not usually come in the form of cash but
are provided to maintain certain needs and status of the employee and the image of the
organization. These may include such perks as stock options, club membership, car or
housing loans, reimbursement of the cost of children’s education , paid holidays, generous
medical benefits, furnishing and refurnishing of residence and many such perk.

2) Compensation after employment

Once the employee has let the organization either voluntarily or on
superannuation, he can continue to draw certain kind of benefits from it. These may be in
the form of pension, gratuity, limited medical facilities and purchases from cooperative
society. Some of these are elements of the compensation package, which are agreed upon at
the time of employment.

BENEFITS AND SERVICES

Indirect financial compensation is called benefits and services. It can be

defined as all employer-provided rewards and services, other than wages or salaries, arising
from the following categories: security and health, Medicare , workers compensation ,
provident fund, paid leaves, retirement plan, subsidized cafeterias, clothing allowance and so
on . Most benefits and services are available to employees as long as they are employed by an
organization regardless of seniority or performance. Policies allow firm to deduct benefits
expenses and the value of benefits is not counted as current income for the employees. The

36
amount of money an employer spends on benefits is related directly to the financial health of
the employer and the organization.

Communicating the benefits

There are four broad objectives in communicating benefit: aware,
understand, trust and worth/value.
 To make employee aware of them. This can be done by reminding them of their
coverage periodically and of how to apply for benefits when needed.
 To help employees understand the benefits information they receive in order to take
full advantage of the plans.
 To make employees confident that can trust the information they receive.
 To convince present and future employees of the worth or value of the benefits
packages. After all it’s their “hidden pay check”.

Work/life benefit enhance your company’s performance by

 Reducing employee absenteeism

 Reducing employee turnover
 Improving employee morale
 Increasing recruitment of new employees
 Improving company image
 Increasing employee loyalty.

JOB DESCRIPTION

37
A job is a collection of tasks and responsibilities that an employee is responsible to conduct.
Jobs have titles. A task is a typically defined as a unit of work , that is a set of activities needed
to produce some result. Complex positions in the organization may include a large number of
tasks, which are sometimes referred to as functions. Job descriptions are lists of the general
tasks, or functions, and responsibilities of a person. Typically, they also include to whom the
position reports, specifications such as the qualifications needed by the person in the job, salary
range for the position, etc. Job descriptions are usually developed by conducting a job
analysis, which includes examining the tasks and sequences of tasks necessary to perform the
job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role
is the set of responsibilities or expected results associated with a job. A job usually includes
several roles.
A job description is a written statement listing the elements of a particular job that a
prospective candidate is expected to perform. It should ideally comprise purpose,
qualifications, skill sets, technology, product and domain related knowledge, personality traits,
soft skills requirement, work environment and location of the job.

Why job description is a necessity?

 Lack of clarity in job description can lead to workplace chaos.

 Ambiguous job descriptions can add to workplace confusion, hurt communication and
make people muse over what’s is expected of them
 Job descriptions are critical during performance appraisals where if the profile has been
well define to employees, they cannot claim begin unaware of their duties.
 A job description outlines the responsibilities and function that are assigned to a
particular position or role. It provides clarity about what an employee is supposed to do.
 An organization’s goals are defined through job description and it involves both the
management and the HR.
 A job description become the factor to look at if people are not doing what the
organization wants them to do.

38
Job description plays a pivotal role and this is leveraged by most of the core HR systems. It is
used for recruitment and selection, career mapping or pathing, training and development
performance management , organization design, compensation and benefits and manpower
planning. The fact that it provides an overview of scope and responsibility of the job and maps
the skills or competencies makes it a handy tool. An employee would have multiple roles and
therefore it becomes imperative for the HR to facilities the process, thereby deriving a proper
job description with the help of management and line management.

Guidelines for creating job descriptions

A job description should

 Be precise and well laid-out. Simple sentence structure with lesser use of jargons
makes it easier to read and ensures grater response. Examples should be used when
required. And finally, it is better to describe the end result of the work rather then the
process to achieve it.
 Clearly outline tasks, activities and define role. Caution should be exercise to ensure
that the reader receives the right message and the job is not ‘stepped up’ or ‘stepped
down’.
 Reflect how the job impacts the business.
 Outline the reporting and working relationships.
 Define qualification and maps skills and competencies ( both functional and soft
skills/competencies) required.
Managers must regularly update and develop the description of their employees because of the
constantly changing nature of skill sets and responsibilities in the organization.

39
TRAINING

Training consists of planning programs designed to improve performance at the

individual, group or organizational levels. It increases the knowledge and skills of people for a
definite purpose. Training is a continuous process which deals with challenges associated with
the changing nature of work and the workplace environment. Rapid change required skilled,
knowledgeable employees who are adaptive, flexible and focuses on the future goals of the
organizations. The managers are continuously engaged in training their sub-ordinates and
ensure that any training programmer should attempt to bring out positive changes in the
knowledge, skills and attitude of the employees. Training is important for new as well as
present employee.

Assessing training needs

There are three levels of analysis for determining the needs that training can fulfill:
• Organization analysis focuses on identifying where within the organization training is
needed.

• Operations analysis attempts to identify the contents the training-what an employee

must do in order to perform competently.

• Individual analysis determines how well each employee is performing the task that
makes up his or her job.

Objectives of training
The objectives of the training differ according to the employees belonging to
different levels of organizations. The basic objective of training is to establish a match between
employee and his job.
1) Induction
Training constitute a significance step in the induction of the individual into
the company’s way of life what is the company’s culture? How does structure function?
What are role relationships?

40
What are policies and rules of organization? What are degrees of freedom , or limits of
behavior? These have to be inculcated in a new employee so as to help him to adjust to
the organization. Socialization helps an employee to blend his personality with
organization.

2) Updating
A significance objective of training is to prevent the obsolescence of the
employee by updating their skills and knowledge. The jobs that employee have been
doing are not static. They change sometimes without the necessary awareness.
3) Preparing for future assignments
People are not satisfied if they continue to work in the same position for
long. Mobility is a fact of life. One of the objectives of training is to provide an
employee an opportunity to climb up the promotional ladder.

4) Competency development
Many organization are realizing the need of having people who can
innovate, think ahead, and provide new directions. This is a new area, which is gaining
significance because of need to move in different and newer areas of growth.
Organizations, which have stagnated for long, need to identify certain individual who are
creative and show potential for innovation and sent them to special training programmers
designed to realize the new competencies.

41
UNDERSTANDING THE HIGH-IMPACT TRAINING MODEL

T he high- impact Training model is a Six- phase process that focuses on

providing effective, targeted training. If you follow this model your training efforts will have a
positive impact on your organization.

Phase-1 Phase-2
Identify Map the
training needs Approach

Phase-6 Phase-3
Track Ongoing Produce
follow-through Learning Tools

Phase-5
Phase-4
Calculate
Applying Training
Measurable Techniques
Results

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S.NO PHASE ACTION PRODUCT

Gathers & analyze

1. Identify appropriate A description of the
Training information specific training
Needs needed to improve
job performance.
2. Map the Define what needs Detailed objectives
approach to be learned to for the training
improve job program. A design
performance plan for the training
program.

3. Produce Create the actual Training manuals

learning tools training materials facilitators guide,
Audio visual aids, job
aids etc.

4 Application Deliver the training Instructor led

Training as Designed to Computer Training
Techniques ensure successful based on one by-one
Results Coaching.

5 Calculate Assess whether An evaluate report

Measurable your Training / Training course, if
Results coaching needed.
accomplished
improvement
communication the
result & redesign (if
needed)
6 Track Ensures that the Ongoing suggestions
Ongoing impact of the & ideas that supports
Follow Training does not the Training
Through diminish

43
PERFORMANCE MANAGEMENT

44
 Performance management is the process by which executives managers, and
supervisors work to align employee performance with the firm’s goals. An effective
performance management process has a precise definition of excellent performance, uses
measurement of performance, and provides feedback to employees about their performance. It
defines, measures, monitors, and given feedback. Performance evaluation is a crucial part of a
firm’s performance management process.

Elements of performance management system

 Define performance
 Encourage performance
 Facilitates performance

Define Performance
Set objectives

TOENERGIZE
EMPLOYEE
PERFORMANCE

Encourage Performance Facilitate Performance

Provide timely rewards that Provide Resources
are valued by employees.

Elements of performance management system

Performance definition

45
 A way to ensure that individual employee or team know what is expected of
them and that they stay focused on effective performance by paying attention to goals,
measures and assessment .
Goal setting has a proven track record of success in improving performance in a variety of
settings and cultures. Goals direct attention to the specific performance in question, they
mobilize effort to accomplish higher levels of performance, and they foster persistence for
higher levels of performance. Managers must also be able to measure the extent to which goals
have been accomplished. Regular assessment of progress toward goals focuses the attention
and effort of an employee or a team.

Performance encouragement
Provision of a sufficient amount of reward that employee really value, in a
timely, fair manner.
 Provision reward to employee – pay, benefit, free time , merchandise, or special
privileges are some type of reward, which can be given to the employees.
 Provide reward to employee in timely manner- after major accomplishment employees
can be rewarded for their performance.
 Provide reward to employee in fair manner- fairness are a subjective concept but it can
be enhanced by adhering to four important practices: Voice, Consistency, Relevance,
and Communication, Employees often behave very responsibly when they are asked in
advance for their opinions about what is fair.

Performance facilitation
An approach to management to which roadblocks to successful performance
of employees are eliminated , adequate resource to get a job done right and on time are
provided and careful attention is paid to the selection of employees.
 To eliminate roadblocks to successful performance – Employees are well aware of the
hurdles and are willing to identify them if managers will only ask for the input. Then
it’s the manager’s job to eliminate these obstacles.

46
  To provide adequate resources to get a job done right- here the resources are Capital
Material and Human Resources. Employee really appreciate it when their employee
provides everything they need to perform well
 To pay careful attention to selecting employees- no manager wants is to have people
who are ill suited to their jobs because this often leads to overstaffing , excessive labor
costs, and productivity,

Performance appraisal
A review of the job- relevant strengths and weakness of an individual or a team
in an organization. Appraisal serves a two-fold purposes: (1) to improve employee’s work
performance by helping them realize and use their full potential in carrying out firm’s
missions, and (2) to provide information to employees and managers for use in making work-
related decisions.
It also serves the following purposes:
 Appraisals provide legal and formal organizational justification for employment
decisions.
 Appraisals are used as criteria in test validation.
 Appraisals provide feedback to employees.
 Appraisal can help establish objectives for training programs.
 Appraisals can help diagnose organizational problems.

Who should evaluate performance ?

1. The immediate supervisor

He is the person best able to relate the individual’s performance to what the
department and organization are trying to accomplish. Feedback from supervisors is more
highly related to performance than that from any other sources.
2. Peers

47
 A member of a cross-functional team may be in a better position to rate
another team members than that team member’s immediate supervisor. The co-workers must
know the levels of performance of the employee being evaluated.

3. Subordinates
Appraisal by subordinates can be a useful input to the immediate supervisor’s
development. Subordinates know firsthand the extent to which the supervisor actually
delegates, how well he or she communicates, the type of leadership style he or she is most
comfortable with, and the extent to which he or she plans and organizes.

4. Self-evaluation
The employee evaluates herself or himself with the techniques used by
other evaluation. This approach seems to be more often for developmental aspects of
performance.

5. Customer served
The “customer” of an individual’s or organization’s services can provide a
unique perspective on job performance.

SEPARATION

Employees separate from the organization in a variety of ways. An

employee exits the system through resignation, redundancy, elimination, layoff, termination,
fixed-term hire, end of funding, and death. It can be categorized as voluntary and involuntary.

Resignation:

A resignation is a voluntary termination of employment initiated by the

employee. It should be confirmed in writing. A confirmed resignation may be withdrawn only
at the sole discretion and written approval of an authorized representative. An employee wising
to resign in good standing shall file with the appointing authority, at least two weeks before the
employee’s last day at work, a written resignation stating the date it will become effective and

48
the reasons for leaving . An unauthorized absence from work for a period of five consecutive
days, and for which the employee does not provide a satisfactory explanation, may be
considered by the appointment authority as abandonment of the job and a presumed
resignation. Employees who resign should avoid “ burning bridges” behind them, leaving
anger and resentment in their wake: instead, they should leave gracefully and responsibly,
stressing the value of their experience in the company. After all, who knows? They may want
to be return to the very same employers subsequently.

Job abandonment:
It means that the employee is missing in action. You can set a policy that
limits the number of days an employee can be gone without contacting you before you consider
the job abandoned.

Termination:

Termination is one of the most difficult tasks a manager has to perform and is
not a frequent occurrence. Termination may be traumatic for the employees when they are
informed that their service are no longer required. Before deciding to dismiss an employee,
managers should conduct a detailed review of all relevant facts, including the employee’s side
of the story. Once the decision to terminate has been made, the termination interview a should
minimize the trauma for the effected employee.

Quit:
When an employee quits, either with or without notice, the separation is called a
“voluntary quit”.

Discharge:
A discharge or involuntary termination takes place when you as the employer
decide to end the employment relationship. This is the strongest form of action that the
organization takes against the employee. Normally organizations will not take such a decision
unless it is for disciplinary reasons. Organizations give feedback or warning to the employee to
improve. If the employee still does not improve then the organization resorts to dismissal.

49
Layoff:
A layoff occurs when available work ends, either temporarily or permanently,
through no fault of the employee. When in the judgment of the organization it becomes
necessary within a department, an administrative unit or a work group either to reduce the
workforce or to reduce or eliminate a particular kind of work, positions may be eliminated or
positions may be cut back.

Redundancy:
As the organization experiences change, its requirement of employees also
changes. As a result a few jobs may become redundant due to change of policies. In such cases
the organization prefers to remove those employees who are contributing least to the
organization.

Employee refusal to accept available work:

It means that the employee has refused to perform work that is :(1)
appropriate to the individual’s health, safety , morals , and physical condition(2) consistent
with the individual’s prior experience and earnings: and (3) a reasonable distance from the
individual’s residence.

Retirement:

Retirement occurs when an employee who has reached an age and completed
years of service so as to be eligible for benefits under the retirement program, voluntarily
terminates from employment. Early retirement is a touch issue. Companies normally offer this
to people who have served the company for a long time and have a few years to go but are
slow to change with the changing scenario. This is a double-edged sword as even employee
may opt for it and claim benefits before leaving for alternative employment as normally
companies make this a voluntary scheme. Early retirement programs are intended to provide
incentives to terminate; they are not intended to replace regular retirement benefits. Any loses
in pension resulting from early retirement are usually off set by attractive incentive payments.
Employees are more likely to retire to the extent that they have reached their occupational

50
goals, that their jobs have undesirable characteristics that home life is seen as preferable to
work life, and that there are attractive leisure activities.

Death

Is the event of the death of an employee, the supervisor should notify benefit as
soon as possible. Employees in status are covered by death benefit plans, either pre-arranged or
by default.

FIXED – TERM HIRE

Fixed team hire is an appointment for which a planned termination date is

established and recorded at the time the employee is hired or appointed.

Processing separations

a. Notification to payroll department – For every separation of a regular

staff employee, the employee’s department is required to submit a termination
from to payroll.
1. Effective date of termination
2. Type of separation
3. Special payments

b. Records of leave, hours worked, etc- Any work record related to the
hours worked and leave accumulated.

c. Pay in Lieu of notice - Any pay in lieu of notice is initiated by the

employee’s department after consultation with HRM.
d. Benefit plans- Employees begin separated should be advised to contact
benefit department to gather information concerning the insurance coverage
dates.

51
 e. Exit interview – An exit interview of an employee begin separated is taken
by the HRM.

f. Final pay cheque –The pay cheque will include the total amount of salary
and other payment.

Human Capital Management of the Employee Lifecycle

Human Capital Management of the Employee Lifecycle presents a more systematic and
comprehensive approach to human capital management based on the author’s insight into the
connection between and organization’s strategy and its human capital needs and plans.
Focusing on the six stages of the employee lifecycle, the book emphasises the need for a more
adaptive, specialised approach to HRM to achieve what the author calls the ‘Triple Win’ –
substantial benefits for customers, employees and the business as a whole. The book includes:

 rich descriptions and examples

 details on how to plan and execute each stage
 questions and issues
 case studies

Managing the Employee Life Cycle

Is your front door revolving as employees exit your organization almost as quickly as they
enter it? Today's employer's must look beyond their own frustration of revolving employees.
We must look at what we are doing to cause our employees to leave at rapid rates.

Actually, if you're losing your qualified, experienced employees at any rate, it's time to change
how you're managing your people.

52
One tool for checking in on what you and other managers in your organization are doing to
meet both your employees' needs and your organization's needs is the using the Employee Life
Cycle model. Use this model as your checklist for managing your people well - and keeping
them.

A LEADERSHIP TOOLKIT THROUGHOUT THE EMPLOYEE

LIFECYCLE

Coaching is the guidance leaders provide followers to optimize their potential as performers in
and beyond specific job functions. It is leading others to take action to improve performance
and grow professionally. Coaching Skills that Gets Results is based on the premise that
whenever an employee starts a new job or takes on a new task, they begin the Lifecycle of
Employee Development. Different leadership skills and coaching techniques are needed to
develop others to get results during each lifecycle stage. How you get employees off to the
right start requires different skills than coaching to re-direct performance.

The interactive nature of this session will provides participants with opportunities to
practice coaching skills during each life cycle stage. Participants will also assess their
leadership coaching skills to focus their workshop learning and development plans. This
program will provide participants with practical coaching skills and processes to develop and
sustain a work culture that gets results.

1. EMPLOYEE LIFE CYCLE

refers to all the steps an employee goes through from the time
he/she enters a company until they leave. The general sequence of events in the employee
life-cycle includes recruitment, hiring job description, training, performance management
etc. until the employee eventually exits the system (separation) through resignation,
retirement, position elimination, or termination.

2. Why job description is a necessary?

53
  Lack of clarity in job description can lead to workplace chaos.
 Ambiguous job description can add t workplace confusion, hurt communication
and make people muse over what is expected of them.
 Job descriptions are critical during performance appraisals where if the profile
has been well defined to employees, they cannot claim being unaware of their
duties.

3. Communicating the benefits:-

There are four broad objectives in communication benefits: aware, understand, trust
and worth/value.
 To make employee aware of them. This can be done by reminding them of
their coverage periodically and of how to apply for benefits when needed.
 To help employees understand the benefits information they receive in order
to take full advantage of the plans.

4. Work/life Benefits Enhance Your Company’s Performance by:

 Reducing employee absenteeism

 Reducing employee turnover

 Improving employee morale

 Increasing recruitment of new employees

 Improving company image

 Increasing employee loyalty

54
 CHAPTER-3

RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

55
Research is common language refers to a search for pertinent information on a specific topic.
Infect research is an act of scientific investigation, research methodology is a systematic way to
solve research problem it may be understood as a science of studying how research is done
scientifically. In it we study the various steps that are generally adopted by research in studying
his research problem. It is necessary for the researcher to know not only research method/
technique but also the methodology. The scope of research methodology is wider than that
research method.
The research process is consisting of a series of closely related activities. At time the first step
determine ten nature of the last step to be undertaken. Why a research study has been
undertaken, how the research problem has been defined, in what way and why the hypothesis
has been formulated, what data has been collected and why the particular method has been
adopted and host of other similar questions are usually answered when we talk of research
methodology concerning a research problem or study.
Statements of purposes:

The purpose of this research is to obtain information regarding Employee Life-Cycle.

SCOPE OF RESEARCH METHODOLOGY:

The scope of research methodology is wider than that of research methods. When we talk of
research methodology, we not only talk of research methods but also consider the logic behind
the methods we use in the context of our research study.

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

56
The study will be conducted at Reva Industries Ltd Company. The scope of the study refers to
the job that to know about the activities of the organization. The study means that the analysis
of the policies of the company which are very helpful in smooth running of the business.

During the summer training the trainee need to find out the corporate strategies of the
running company and the mile stone which the company has covered during its journey. In the
summer training, it is necessary for the student that he /she involve with the experience guys to
get the knowledge about the company. That is how the company has got the success, Or if it is
going in the loss, why?
In my training period I have found that the REVA INDUSTRIES LTD is a good
company. I felt that I can learn the more in the Reva Industries Limited. Reva Industries
Limited Company is deals in cranes import business with outside countries also.

RESEARCH DESIGN

57
Research design is pure and simple frame work or plan for a study that guides the collection
and analysis of data. In fact, the research design is the conceptual structure within which the
research is conducted. It is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine to the research purpose with economy in procedure.

PREPARING THE RESEARCH DESIGN:-

It is necessary for the research to define conceptual structure which research would be
conducted the function of research design is to provide for the collection of relevant evidence
with minimal expenditure of efforts, time & money. The selection of research design is
depends upon the objective of the research.

TYPES OF RESEARCH DESIGN:-

• Exploratory research design

• Descriptive research design

• Causal or experimental research design

SAMPLE DESIGN:-
When the data is collected from each and every member of the population interest than it is
known as the census survey.
If the data is collected from some members of the population it is known as the sample survey.

In the research, a researcher generally used sample survey method to collect the data because it
has following advantages:
• It saves time of the researcher.

• It is the more economical way of collecting data in the comparison of census study.

• To make the data attractive, it is necessary that the matter is not too long as in
sampling.

58
DETERMINE THE SAMPLE SIZE:-
A sample design is defined plan for obtaining a sample from given population. It refers to
technique or procedure the researcher would adopt in selecting item of the sample. In order that
the data collected may be the representative of the population, it was decide to collect the
information from a sample size of 50 employees. The sample was taken on the basis of random
sampling.

DATA COLLECTION METHODS:-

After sampling the next step is collection of data. For the study of Employees Life Cycle in
REVA Company we collect the data with two different methods:

 PRIMARY DATA

 SECONDARY DATA

Primary Data: - Primary data is collected by the way of questionnaire. This primary data
served was to get the first hand information and to know their psychology. It includes:
o QUESTIONNAIRES

o INTERVIEWS

o OBSERVATIONS

o INFORMATION FROM CORESPONDENTS ETC.

Secondary Data:-
Secondary data consisted of various journal, magazines, books, and internet. The articles of
internet helped a lot to understand the information. Thus the secondary data help me to form a

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sound base for my project. The secondary data includes both published as well as unpublished
sources:
o BROCHURES

o JOURNALS

o ANNUAL REPORTS ETC.

LIMITATIONS OF THE STUDY:-

Each research work has its own limitations of we can say that limitation in any
research work is unavoidable. Limitations are the most important and critical part of research
without the consideration of which, a research work cannot progress. The forthcoming
discussions are all about the limitations faced throughout this project.

The discussion on limitations is to make aware the reader’s the before a hand about the
problems and evaluate the analysis keeping the limitations in consideration.

Given are some of the limitations faced during the project work:

1. Time constraint: Since the entire project has to be completed in a limited

period, which was not sufficient to do in – depth analysis of employee life cycle.

2. A few wrong respondents also hampered the project work.

3. Peoples working in the organization are very cooperative but due to busy

schedule of the HR officer they were not able to give more time and attention.

4. Money it’s another constraint is making of the while complete the project.

5. Certain important information was kept secret. This is because the feeling of

security.

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.

CHAPTER-4

DATA ANALYSIS
&
INTERPRETATION

61
DATA ANALYSIS:-

QUE 1. Which recruitment sources are more beneficial for your organization?

We took the sample size of the employee is 50 employees.

Which recruitment sources are more beneficial for your

organization?

30%
40% External
Internal
Third Party
All of Them
10%
20%

DATA ANALYSIS

The above pie chart shows the following analysis:-

• About more then one-third of the employee is in the favor of using external
recruitment sources for recruiting the persons.

62
 • Slightly less then one-third of the employees follow all the sources for recruiting.
• Other remaining is relay on the internal sources or the third party for hiring the people.

QUE 2. From internal recruitment which method give better result?

We took the sample size of the employee is 50 employees.

For internal recruitment which method gives more result?

5%

35%
Internal job posting
Employee referral programs
Any other
60%

DATA ANALYSIS

The above pie chart gives us the different analysis these are as follow:

63
 • Most of the employee about more then half of the employee goes with the Employee
Referral Programs if they go for the internal source.
• Slightly more then one-third of the employees agree with the internal job posting.
• And other goes with some other methods.

QUE 3. In external recruitment which method do you prefer most?

We took the sample size of the employee is 50 employees.

Inexternal recruitment which meythod do you prefer

most?

10% 5%
Employement agency
30% Advertisment

35% Online recruitment

20%
Campous recruitment
Any other

DATA ANALYSIS

The following analysis is conveyed by the above pie chart:

• Most of the employee is like to go with the online recruitment for recruitment about
more then one-third of the employee.
• About half of the employee is go with the advertisement and employment agency.
• And the rest percentage of the employee is go with either campus recruitment or any
other recruitment method, which is very less in number.

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QUE 4. What is the duration of orientation activity?

We took the sample size of the employee is 50 employees.

What is the duration of orientation activity?

10%

Less than 1 week

30%
60% 1 week

More than one

week

DATA ANALYSIS

The above pie chart conveys the following analysis:-

• Most of the observers said that less then 1 week is sufficient for orientation activity
about more than half of the employee.
• Where as slightly less then one-third of the employee is agree with the one week
opportunity for that activity.

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 • Only a less percentage is go for more than one week duration for the orientation
activity.

QUE 5. Does your training program clearly mention about job responsibilities?

We took the sample size of the employee is 50 employees.

Does your training program clearly mention about

job resbonsibilities?

14%
5% Yes
29%
No
52%
To some extent
Training is necessary

DATA ANALYSIS

The above chart gives us the following analysis:

• Training program clearly mention about job responsibilities is thinking by about more
than half of the employee.
• Some of the percentage about less than one-third of the employee is agree with it.

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 • Where as less percentage of the employee is not agree with it or very less percentage is
thinking that it is not necessarily needed.

QUE 6. Is your organizational environment is supportive for your employee for the
change happen in the organization?

We took the sample size of the employee is 50 employees.

Is your organizational environment supportive for

your employees for the change happen in the
organization?

36%
Yes
No
64%

DATA ANALYSSIS

The analysis of the above chart is as follow:

• More than half of the percentage of the employee is saying that there environment is
supportive for their employee for adopting the change.
• Where as some of the percentage about more than one-third of the percentage is no
agreed with this statement.

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QUE 7. Do you have a specific grievance cell in the organization?

We took the sample size of the employee is 50 employees.

Do you have specific grievience cell in your

organization?

25%

Yes
No

75%

DATA ANALYSIS

There are following analysis is observed from the above chart:

• About two-third of the employee is saying that it is necessary for resolve the problem of
the employee.
• Where as one-third of the employees are not agreeing for having the grievance cell.

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QUE 8. Is your organization employee is friendly in nature?

We took the sample size of the employee is 50 employees.

Is your organization employee is friendly in

nature?

15%

Yes
No

85%

DATA ANALYSIS

There are following analysis:

• More than about two-third of the percentage of the employee is saying that it is
necessary because friendly nature makes the working condition more favorable.
• Where as very less percentage is not agree with this statement.

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QUE 9. How often performance appraisal does is done in your organization?

We took the sample size of the employee is 50 employees

How often does performance appraisal is done in

your organization?

20% 10%
Quarterly
After 6 months
30% Annually
After one year
40%

DATA ANALYSIS

The following analysis is observed:

• About slightly less than half of the percentage of the employee said that the
performance appraisal is done on annually bases.
• On the other hand less than one-third of the employee is said that it is done after 6
months.
• Where as the rest of the percentage of the employee is go with either after one year or
with the quarterly bases.

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QUE 10. Are your HR policies is flexible as per the market competition?

We took the sample size of the employee is 50 employee.

Are your HR policies is flexible as per the market

competition?

9%
11%
Yes
No
To some extent
80%

DATA ANALYSIS

There are following analysis according to this pie chart which is taken in to consideration:
• More than two third of the employees in the favor of that the policies are change to
some extent due to the change in the market condition.
• Very less percentage of the employees is said that they are change continuously with
the changing market condition.
• The rest of the employees said that we not change our policies at all.

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.

FINDINGS

 A job which is too demanding in terms of frequently transfer or constant traveling

,limits the employee time to spend with his family.
 In today’s era technologies development, new innovations make an employee’s skills
and experience obsolete in very short span of time.
 Employee in a relatively secured job does not likely to worry unduly about losing his
position.
 Employee do not perform well if they are working in an over crowded rooms where
interruptions are constant and temperature, noise or other working conditions are
undesirable.
 Employee who do not take initiative are afraid to proceed alone and lack leadership
qualities.
 Employees often feel workload when have more to do then they can handle, the
overload can be either quantitative (the individual has too many tasks to perform or to
little time in which to perform them) or qualitative ( the person believes that the he
lacks the ability to do the job.
 Flexi hours facility, where the employee will have to work a specified number of hours
in a week , but they can vary their working hours with in specified limits. A common
core period is fixed during which every employee is supposed to be present. The time
before and after the core period can be adjusted by the employees as per their
requirements.

72
 Exercise in any form can help people in coping with the stress, non competitive
physical exercise like yoga, walking , playing , cricket, etc. have been proved as a way
to deal with excessive stress level.

CONCLUSION
&
SUGGESTION

73
 CONCLUSION

We reached at the following conclusion after research conducted on “ Employee Life- Cycle”.

 Organization policies have a direct impact on employee attrition rate.

 Congenial working environment leads to employee motivation and eventually high

productivity.

 It has been observed that good compensation policy restrict employee turnover upto

some extent.

 Organization can improve its capability by increasing the capability of their staff.

 Integrated workforce development with process improvement by aligning employee’s

goals with the goals of an organization.

 Strong emphasis should be given in the organization on learning and professional

development, both at the individual land organization levels.

 Organizations should have Internal Assessment Centers that constantly measure

performance and identify opportunities for improvement.

 Organization should give emphasis on culture that empowers individuals and promoters

a participatory environment.

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  Emphasis should be given on continuous improvement.

SUGGESTION:-

1) It is important for organization to hire the best candidates they can find. This is not a time
to be cheap. The cost of replacing a bad hire far exceeds the marginal additional cost of
hiring the best candidate in the first place.

2) Once you have recruited the best employees to come to work on team, the hard part begins.
You have to inspire them to perform to their capabilities. You have to challenge and
motivate them. That is where you will get their best effort and their creativity that will help
your organization excel.

3) Once you have hired the employees and have challenged and motivated them, you
cannot relax. The biggest mistake a manager can make is to ignore employees. The same
attention you paid to their work assignments, to their satisfaction levels, to sense of begin
of a great team needs to continue for as long as they are in your group.

4) Delegate the work but don’t dump it over your subordinates – most managers don’t
know how to delegate. Many times, managers dump their work onto someone else, but
there is big difference between delegating and dumping. When you delegate something to a
subordinated it should serve two purposes.

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5) Give instructions instead of orders- when you tell an employee what to be done, instead
of giving an order, you give them the freedom to come up with their best way of getting
that task done .

6) Be clear while giving instruction-When you give instructions instead of order there is
tendency to be less clear about the expected outcome. A good manager makes instruction
clear. So when you give instruction, instead of order, you need to be as clear about what
result you expect.

7) Provide flexi hours facility, where the employee will have to work a specified number
of hour in a week, but they can vary their working hours within specified limits.
8) For controlling conflicts among the employees, provide training to managers –
Providing your manager with tools and competency necessary to effectively manage
employee relation and polices keeps your company protected and on track with
productive, satisfied employees.

 Recognize the precursor of conflicts.

 Listen effectively and objectively.
 Improve there communication skills.
 Follow step-by-step processes for resolution.
 Establish grievances procedures.
 Feel comfortably equipped to deal with difficulties.
 Document corrective action properly.
 Understand fully the regulations that govern employment policies.

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BIBLOGRAPHY

77
BIBLIOGRAPHY:-

 C.B Gupta, Principles and practices of management, national, New Delhi, 1996.

 Memorial, C.B, Personnel Management, Himalaya publication house, Gurgaon,

Mumbai-400 004, 2002.

 Human Resources Management, Anurag Jain publication, New Delhi, 2006-07.

 K.Asawthappa, HRM, MC Graw Hill publication, New Delhi.

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WEBOGRAPHY:-
 www.google.com

 www.yahoo.com

 www.wikipedia.com

 www.revacranes.com

79
 ANNEXURE

QUESTIONNAIRE

Q1. Which recruitment sources are more beneficial for your organization?

Ans. 1) External 2) Internal

3) Third party 4) All of them

Q2. For internal recruitment which method gives more results?

80
Ans. 1) Internal job posting 2) Employee referral programs

3) Any other

Q3. In external recruitment which method do you prefer most?

Ans. 1) Employment agency 2) Advertisement

3) Online recruitment 4) Campus recruitment

5) Any other please specify

Q4. What is the duration of orientation activity?

Ans. 1) <1 Week 2) 1Week

3) >1Week

Q5. Dose your training program clearly mention about job responsibilities?

Ans. 1) Yes 2) No

3) To some extent 4) On the job training is necessary

Q6. Is your organizational environment supportive for your employees for the changes
happen in the organization?
Ans. 1) Yes 2) No

Q7. Do you have a specific grievance cell in the organization?

Ans. 1) Yes 2) No

Q8. Is your organization employee friendly?

81
Ans. 1) Yes 2) No

Q9. How often does performance appraisal in your organization?

Ans. 1) Quarterly 2) After 6 months

3) Annually 4) After a year of joining

Q10. Are your HR policies flexible as per the market competition?

Ans. 1) Yes 2) No 3) To some extent

82