STANDARD OPERATING PROCEDURES FOR HR POLICIES

A Study in Ramky Infrastructure Limited CHAPTER-I 1.1 INTRODUCTION

A standardized operating procedure is a written guide to a company's preferred method for dealing with a given task, based on previous experience, managerial insight and employee input. In human resources, standard operating procedure helps guide employees toward an organization's best practices, while at the same time creating a companywide knowledge base that makes duties, challenges and consequences clear to all parties. The overall objective of Standard Operating Procedures (SOPs) is to provide a harmonized organizational framework for the collection of comparable monitoring data on the presence of the POPs (or other hazardous substance). Comparable data is needed in order to identify trends as well as to provide information for integrated risk assessments. Creating a human resource (HR) policy is one of the most important aspects of running a business. A formal, written human resources policy can aid in communication with employees, assist managers and help avoid litigation. Human resource policy refers to formal rules and guidelines put in place by companies concerning the hiring, training, assessment and reward of their employees. The purpose of creating and disseminating a formal human resource policy is to prevent misunderstandings between employees and employers about the rights and obligations of a workplace. A standard operating procedure typically contains three parts. The purpose explains what the procedure should be used to accomplish and what results the user should expect. The procedure provides specific, step-by-step instructions for accomplishing the task. A resources section gives internal and external sources for finding additional information about the project.

A standard operating procedure is created for situations where a standardized way of

handling things improves productivity. When deciding how to create a standard operating procedure, a human resources department should subject its plan to review internally and externally. Sensitive policies, such as those regarding employee terminations, may be subjected to legal review, as well. Once a standardized procedure has been reviewed, it should be tested. After any needed revisions, standard operating procedures should be made readily available to employees so they have the opportunity to become familiar with them. Human Resources (HR) departments play integral roles in companies and businesses. 1.2 NATURE AND SCOPE OF THE STUDY Communication with managers and supervisors: Formal policies can be helpful to managers and other supervisory personnel faced with hiring, promotion, and reward decisions concerning people who work under them Communication with employees: A good, written human resource policy manual can be an enormously effective tool in disseminating employer expectations regarding worker performance and behavior. Time Savings: Prudent and comprehensive human resource management policies can save companies significant amounts of management time that can then be spent on other business activities, such as new product development, competitive analysis, marketing campaigns, etc Curbing litigation: Members of the legal and business communities agree that organizations can do a lot to cut off legal threats from disgruntled current or ex-employees simply by creating and applying fair and comprehensive set of personnel policies.

1.3 PURPOSE OF THE STUDY A human resources standard operating procedure serves several purposes within a company. Perhaps most importantly, a standard operating procedure helps employees set professional expectations and gives them the tools they need to succeed in meeting those expectations. Also importantly, a human resources department with an established standard operating procedure can ensure that all employees are treated fairly. Because human resources can be a sensitive area, a standard operating procedure in human resources may also help to protect businesses from employee lawsuits.

1.4 OBJECTIVES OF THE STUDY

To study the standard operating procedures for hr policies that are used in RAMKY INFRASTRUCTURE LTD, HYD. To study the extent of deployment and awareness of SOPs across all levels. To study the gaps between existing practices and SOPs and suggest suitable amendments. 1.5 LIMITATIONS OF THE STUDY

The following are the major limitations of the present study

Most of the policy documents are confidential and data analysis is made to the extent of available data. Since the project work is limited to 45 days, analyzing the sample is limited to near possibilities.

METHODOLOGY: Methodology of the project includes the sources through which the data is collected to analyze and complete the project successfully.

SOURCES OF DATA: There are two type of sources through which data is collected. They are 1. Primary Source 2. Secondary Source Primary source includes the data which can be collected directly by the employees of the organization by the help of questionnaires, surveys, personal interviews and direct mails etc. Secondary source include the data collected from already existing data which includes news papers, journals, internet and magazines etc. The primary data is collected through questionnaires directly by the employees of the organization. Secondary information is collected from HR Manager, company website and previous records of the company. Work Flowcharts: For each and every policy flowcharts are prepared basing on their procedure. Different types of symbols are used in flowcharts which indicate different dialogue. This makes the employee to understand easily the process and flow of policy. Guidelines for drawing a flowchart: Start or End the programme

Computational steps or processing function of a program Input or output operation Decision making and branching

Connector or joining of two parts of program Document Predefined process Flow line

SAMPLING UNIT The sample unit is taken from the employees of the Ramky Infrastructure Ltd. SAMPLING METHOD The sample for the study was chosen by means of non probability sampling (convenience method) SAMPLE SIZE Number of the sampling units selected from the population is called the size of the sample. Sample of 100 respondents were obtained from the population. AREA OF THE STUDY The study has been conducted in Ramky Infrastructure Lt., HYD. STRUCTURED QUESTIONNIARE: It is usually with the self administered tools with items of the closed or fixed alternative type. The respondents feel greater confidence in the anonymity of questionnaire than in that of any interview .It places less pressure on the subject of the immediate response.

QUESTIONNIARE TYPE: Closed-Ended Questions: The closed ended questions consist of multiple choices, which offer the respondents with a choice of specific answers. Period of Study: Duration of the study in the company is 45 days.

DATA ANALYSIS: The data analysis can be described by Bar charts. The questionnaire will be given to the employees in the organization. The respondent to this questionnaire can be analyzed in percentages and represented through bar chart to know the importance of employee motivation. Pie charts The questionnaire is given to the employees in the organization. The respondent to this questionnaire can be analyzed in percentages and represented through pie chart to know the importance of employee motivation.

CHAPTER-II 2.1 INDUSTRY PROFILE

INTRODUCTION: Infrastructure is the basic physical and organizational structures needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function. The term typically refers to the technical structures that support a society, such as roads, water supply, sewers, power grids, telecommunications, and so forth. Viewed functionally, infrastructure facilitates the production of goods and services; for example, roads enable the transport of raw materials to a factory, and also for the distribution of finished products to markets. The word was imported from French, where it means sub grade, the native material underneath a constructed pavement or railway. The word is a combination of the Latin prefix "infra", meaning "below" and "structure". A U.S. National Research Council panel defines infrastructure as: "...both specific functional modes - highways, streets, roads, and bridges; mass transit; airports and airways; water supply and water resources; wastewater management; solid-waste

treatment and disposal; electric power generation and transmission; telecommunications; and hazardous waste management - and the combined system these modal elements comprise. A comprehension of infrastructure spans not only these public works facilities, but also the operating procedures, management practices, and development policies that interact together with societal demand and the physical world to facilitate the transport of people and goods, provision of water for drinking and a variety of other uses, safe disposal of society's waste products, provision of energy where it is needed, and transmission of information within and between communities." TYPES OF INFRASTRUCTURE: Transportation Energy Water Management Communications Waste Management Facilities Earth Monitoring and Measurement Networks Transportation Infrastructure: Road and highway networks, including structures (bridges, tunnels, culverts, retaining walls), signage and markings, electrical systems (street lighting and traffic lights) and edge treatments (curbs, sidewalks, landscaping) Railways, including structures, terminal facilities (rail yards, train stations), level crossings, signaling and communications systems Canals and navigable waterways requiring continuous maintenance (dredging) Seaports and lighthouses Airports, including air navigational systems Mass transit systems (Commuter rail systems, subways, tramways, trolleys and bus terminals) Bicycle paths and pedestrian walkways Energy Infrastructure:

 Electrical power network, including generation plants, electric grid, substations and local distribution Natural gas pipelines, storage and distribution terminals, as well as the local distribution network Petroleum pipelines, including associated storage and distribution terminals Steam or hot water production and distribution networks for district heating systems. Water Management Infrastructure: Drinking water supply, including the system of pipes, pumps, valves, filtration and treatment equipment and meters, including buildings and structures to house the equipment, used for the collection, treatment and distribution of drinking water Sewage collection and disposal
Drainage systems (storm sewers, ditches, etc...)

Major irrigation systems (reservoirs, irrigation canals) Major flood control systems (dikes, levees, major pumping stations and floodgates) Communications Infrastructure: Telephone networks (land lines) including switching systems Mobile phone networks Cable television networks including receiving stations and cable distribution networks Internet backbone, including high-speed data cables, routers and servers as well as the protocols and other basic software required for the system to function Communication satellites Undersea cables Major Private, government or dedicated telecommunications networks, such as those used for internal communication and monitoring by major infrastructure companies, by governments, by the military or by emergency services Pneumatic tube mail distribution networks. Waste Management Facilities: Solid waste landfills

 Solid waste incinerators

Hazardous waste disposal facilities

Earth Monitoring and Measurement Networks: Meteorological monitoring networks Tidal monitoring networks Stream Gauge or fluviometric monitoring networks Seismometer networks Remote sensing satellites Geodetic benchmarks Global Positioning System

CONSTRUCTION INDUSTRY IN INDIA CONSTRUCTION SECTOR - OVERVIEW: Today, India is the second fastest growing economy in the world. The Indian Construction industry is an integral part of the economy and a conduit for a substantial part of its development investment, is poised for growth on account of industrialization, urbanization, economic development and people's rising expectations for improved quality of living. In India, construction is the second largest economic activity after agriculture. Construction accounts for nearly 65 per cent of the total investment in infrastructure and is expected to be the biggest beneficiary of the surge in infrastructure investment over the next five years. Investment in construction accounts for nearly 11 per cent of Indias Gross Domestic Product (GDP). 239.68 billion is likely to be invested in the infrastructure sector over the next five to 10 years in power, roads, bridges, city infrastructure, ports, airports, telecommunications, which would provide a huge boost to the construction industry as a whole.

Investment into this sector could go up to 93.36 billion by FY2010. With such bullish prospects in infrastructure, affiliated industries such as cement are on a high. Cement consumption, for the first time, is set to exceed the 150-million tonne mark. Reflecting the demand for the commodity, capacity utilization rose to over 100 per cent to touch 102 per cent in January 2007 with dispatches touching 14.10 million tonnes as against the production of 14 million tonnes. As opportunities in the sector continue to come to the fore, foreign direct investment has been moving upwards. The real estate and construction sectors received FDI of 216.53 million in the first half of the current fiscal year. INDUSTRY SEGMENTS Real Estate Residential (Housing & Development) Industrial (Industrial Parks, Factories, Plants, etc.) Corporate (Office, Research Centers) Commercial (Retail: Malls, Shops, Showrooms; Hotels; etc.) Infrastructure Roads Railways Urban infrastructure (improved housing, water supply and sanitation, schools, universities, health and security, etc.) Ports Airports Power

INDIAN REAL ESTATE SECTOR: Real Estate is a 8 bn (by revenue) Industry in India. It is projected to grow to 34 bn by 2010. It has witnessed a revolution, driven by the booming economy, favourable demographics and

liberalized foreign direct investment (FDI) regime. Growing at a scorching 30 per cent, it has emerged as one of the most appealing investment areas for domestic as well as foreign investors. The second largest employing sector in India (including construction and facilities management), real estate is linked to about 250 ancillary industries like cement, brick and steel through backward and forward linkages. Consequently, a unit increase in expenditure in this sector has a multiplier effect and the capacity to generate income as high as five times. ALL-ROUND DEVELOPMENT: Rising income levels of a growing middle class along with increase in nuclear families, low interest rates, modern attitudes to home ownership (the average age of a new homeowner in 2006 was 32 years compared with 45 years a decade ago) and a change of attitude amongst the young working population from that of 'save and buy' to 'buy and repay' have all combined to boost housing demand. According to 'Housing Skyline of India 2007-08', a study by research firm, Indicus Analytics, there will be demand for over 24.3 million new dwellings for self-living in urban India alone by 2015. Consequently, this segment is likely to throw huge investment opportunities. In fact, an estimated 16 billion investment will be required over the next five years in urban housing, says a report by Merrill Lynch. Simultaneously, the rapid growth of the Indian economy has had a cascading effect on demand for commercial property to help meet the needs of business, such as modern offices, warehouses, hotels and retail shopping centres. Growth in commercial office space requirement is led by the burgeoning outsourcing and information technology (IT) industry and organized retail. For example, IT and ITES alone is estimated to require 150 million sqft across urban India by 2010. Similarly, the organized retail industry is likely to require an additional 220 million sqft by 2010.

OPPORTUNITIES: With the economy surging ahead, the demand for all segments of the real estate sector is likely to continue to grow. The Indian real estate industry is likely to grow from 7 billion in 2005 to

58 billion in by 2015. Given the boom in residential housing, IT, ITeS, organized retail and hospitality industries, this industry is likely to see increased investment activity. Foreign direct investment alone might see a close to six-fold jump to 19 billion over the next 10 years. There are a lot of opportunities that are sprouting up in the construction of Roads, Railways, Airports and Power. Projects worth 1.872 billion are coming up to develop Special Economic Zones. India has a large and growing middle class population of 300 million people, out of which a large section is need on new houses. It is estimated that there is a national housing storage of 41 million units. Retailing is becoming the boom industry with organized retail being a market of 4.494 billion. The Ministry of Power has formulated a blueprint to provide reliable, affordable and quality power to all users by 2012. This calls for an investment of 54.67 billion in the next five years. The government of India has permitted FDI up to 100% for development of integrated townships in India last year. India's booming infrastructure sector is fuelling demand for all kinds of construction equipment. Before the opening up of the Indian economy, and the entry of international majors, much of infrastructure development and construction in the real estate sector was done manually. But with the infrastructure and construction sectors undergoing dramatic changes with 60-storeyed sky-scrapers being built in cities like Mumbai, and thousands of kilometres of expressways and highways being laid across the subcontinent -builders and contractors are acquiring sophisticated equipment to execute the multi-million-dollar projects. For the construction equipment sector, which has adapted rapidly to the changed scenario, this is indeed good news, as it paves the way for an exciting future.

2.2 COMPANY PROFILE RAMKY GROUP OF COMPANIES

RAMKY GROUP: The RAMKY Group, founded in Year 1994-95, is a specialist multidisciplinary organization with a turnover of over Rs. 4500 cr. focused in the areas of Civil, Environmental & Waste Management infrastructure with specific emphasis on 'Public Private Partnership' projects. The Group has over 6,000 employees across its professionally managed Group Companies, and has regional offices at Delhi, Mumbai, Ahmadabad, Bangalore, Chennai, Bhopal and Kolkata, with 55 project offices across India, Gabon, West Africa, UAE and Singapore. In fulfilling RAMKYs objective, its goal is: To be a successful business and contribute to the society. To value their customers, investors and employees

COMMITMENT: Ramkys commitment is To serve the clients faithfully with skill and diligence, To understand each clients individual requirements, needs and circumstances, To identify opportunities for adding value beyond normal expectations, and To deliver high quality advice and project services on time and to budget.

CORPORATE PROFILE OF RAMKY GROUP: The Ramky group is a dynamic, large scale organization that is playing a pioneering role in developing the infrastructure sectors in India. Set up in 1994, the group today has a nationwide presence and a turnover in excess of Rs. 4,500 crores across three divisions. Major operations of the group are conducted through the following companies:

Ramky Infrastructure Ltd. (RIL) - An infrastructure development and execution company that develops and manages projects, in addition to undertaking contract execution of government projects across the country. RIL is poised for exponential growth on the basis of orders currently on hand. Among projects directly developed by them are several BOT/BOOT

projects, industrial parks and other unique assignments in the sector. As a contractor, they are responsible for several prestigious projects including roads, irrigation systems, canals, waste water and buildings. RIL has been approached by several international companies for a strategic partnership and is expected to move in this direction in the future, to utilize its opportunities better. Ramky Enviro Engineers Ltd. (REEL) - A waste management company that provides a comprehensive range of services, such as solid municipal waste, bio-medical waste and hazardous waste management services to commercial, industrial and municipal customers including recycling, collection and disposal services. Cost-effective solutions, customized projects and comprehensive resources combined with safety and regulatory compliances make it one of the most efficient players in this sector. REEL is a pioneer and leader in this concept and has international collaborations to strengthen its technology base. Their operations cover several states across the country and outside India with a current turnover in excess of Rs. 150 crores. Ramky Estates and Farms Ltd. (REFL) - A real estate company with the implementation of various residential and commercial projects. The company has developed several residential properties in Bangalore and is currently executing projects for high-end apartments and independent villas across major metros such as Bangalore, Hyderabad, Chennai and Visakhapatnam. Smilax Laboratories Ltd. - A research driven, vertically integrated pharmaceutical manufacturing company that manufactures Active Pharmaceutical Ingredients (APIs), API Intermediates and NDDS/Pellets for the global generics market. Smilax has incepted its journey in the world of Pharmaceuticals in the year 2005. Within three years, Smilax has become a reliable supplier of its products across the globe. Smilax has the capability of manufacturing APIs and API Intermediates in its State-of-The Art manufacturing facilities located in Hyderabad and Visakhapatnam, Andhra Pradesh, India. Ramky Pharma City (India) Ltd. - A special purpose company of Ramky Group, India's foremost integrated services group that focuses on infrastructure projects, waste management and BOO/BOOT projects. Today, with that experience, Ramky offers bulk drug & pharmaceutical companies in India and the world, a range of seamless, integrated, committed solutions to meet

their manufacturing requirements from conception to commissioning and operations, at a new vibrant Industrial Park at Visakhapatnam, Andhra Pradesh, India. The group has grown in a deliberate and measured manner in the last 13 years and today has a strong, low-risk base. They have State-of-The-Art technology, a track record of success, time-tested relationships and a strong people base all with very low leveraging. They follow a core, value-based philosophy that lays emphasis on long term organization building. They have offered independence and operational freedom to high quality professionals, who have therefore stayed with them and built satisfying careers. Given the national emphasis on infrastructure and the immediate opportunities available to them, Ramky is today poised to grow exponentially. Ramky likes to examine the opportunity of a leadership position with the group that will enable to contribute and participate in their future. MANAGEMENT OF RAMKY GROUP: Mr.Alla Ayodhya Rami Reddy - Chairman, Ramky Group Mr. Srinivas Lanka Vice Chairman, Ramky Group Mr. M. Goutham Reddy - Executive Director, Ramky Group Mr. Y.R.Nagaraja - Managing Director, RIL Mr. Shuvendu Mohanty- CEO, RIL Mr. C.Sreenivasan-CPO, RIL Mr. Raman Nanda - Managing Director& Chief Executive Officer, REEL Mr. N S Hariharan - CEO, REFL Dr. K.S.M. Rao - Managing Director, Ramky Pharma City India Ltd., Mumbai WML
Mr. S Murali Krishna - Managing Director, Smilax Laboratories Ltd.

CORPORATE SOCIAL RESPONSIBILITY OF RAMKY GROUP:

RAMKY FOUNDATION: Ramky Foundation (RF) is the Corporate Social Responsibility (CSR) arm of Ramky Group of Companies, registered under Indian Registration Act 1908. It shares the Groups motto Towards Sustainable Growth and has been striving to realize the dream of green and clean earth, since its inception in 2006. The three thrust areas include- natural resource management, women empowerment, and education. Ramky Foundation strongly believes that the fruits of development must reach every man and woman without any discrimination, for any nation to be called truly developed. Hence, the strategy is to build the capacities and capabilities of the deprived communities in order to make them self reliant and to provide the valuable inputs they need in the beginning. The focus is especially on the marginalized groups like Scheduled Tribes, Scheduled Castes and other socioeconomically Backward Classes. RF distributes scholarships worth more than Rs. 20 lakhs, every year to support education of poor and meritorious students and spends more or less the same amount on rural youth training programmes in vocational trades. Thus, aims to alleviate unemployment and poverty and ensure self-reliance especially among the marginalized community and encourage sustainable living.

OBJECTIVES OF RAMKY FOUNDATION:

Objectives from the Employees Perspective

Creating safe and comfortable working environment Supporting families of workers Supporting social enterprises for benefiting the spouses of workers. Employment Health Education Supporting Social Enterprises in the communities nearby the work sites

Objectives from the Communities Perspective

Environmental promotional activities Agricultural productivity enhancement

PRESENCE ACROSS THE GLOBE: Ramky Enviro Engineers Limited (REEL) is Indias leading Waste Management companies with business focus on Industrial, Municipal & Bio medical waste management. Ramky Enviro has 12 subsidiaries with projects across 28 locations across India, West Asia & Singapore. The projects include: 15 Hazardous Waste Management facilities & 6 Incinerators across India A Hazardous Waste Management facility in Oman, Sohar. 15 Biomedical Waste Management facilities across India Integrated Environment Services (ISE) offers Integrated Waste Management, Recycling and Reclamation, Emergency Pollution Control Services, Decontamination of site, Environmental Consultancy and Monitoring, EHS Audits Waste Water Treatment and Recycling includes Turnkey projects in Mobile water supply, Desalination plants, Zero Liquid Discharge plants, Water treatment plants, ETPs/CYPs Recycling facilities for batteries, oil, plastics, paper etc. 12 projects in Municipal Waste Management facilities across India covering door-todoor, mechanized street sweeping, drain desiltiny, secondary collection and transportation of wastes, integrated processing and disposal, with 4 conversion of municipal waste to energy projects Electronic Waste Management etc. Offers consultancy services to various industries, state and central government bodies. Services at Singapore are Cleaning Conservancy Services and Car Park Management.

RAMKY INFRASTRUCTURE LIMITED

OVERVIEW: Ramky Infrastructure Limited is an integrated construction and infrastructure development and management company in India. Since commencing the business in 1994, they have serviced a diverse range of construction and infrastructure projects in sectors as varied as water and waste water, transportation, irrigation, industrial parks (including SEZs), power transmission and distribution, residential, commercial and retail property. It is headquartered in Hyderabad, Andhra Pradesh, and have five zonal offices and three regional offices to manage the business operations throughout India and an overseas office in Sharjah, UAE. The pan-India presence has allowed us to service the growing infrastructure needs throughout the country. Ramky Infrastructure Limited Company is the flagship company of the Ramky Group, a group of affiliated companies that, in addition to the services provided by the Company, is involved in the provisions of services in relation to waste management, environmental consulting, finance and accounting, data management, indirect procurement, real estate development, pharmaceuticals and emerging technologies. It operates in two principal business segments: (i) a construction business which is operated by the Company, and (ii) a developer business which is operated through 11 Subsidiaries and two Associates. A majority of the development projects are public private partnerships and are operated by separate special purpose vehicles promoted by the Company and the Government. The wholly owned Subsidiary in the UAE, Ramky Engineering and Consulting Services FZC, operates a small consultancy business in areas such as infrastructure development, waste management, environment and property development. Ramky Infrastructure Limited owns a large fleet of sophisticated construction equipment, including: crushing plants, hot mix plants, wet mix plants, asphalt batching plants, concrete batching plants, excavators, rock breakers, graders, pavers, compactors, tower cranes, dozers, bar bending and cutting machines. The work force, as at September 30, 2009, consisted of 1,508 full-

time employees on a standalone basis. The work force, machinery assets, financial net worth and past execution capabilities enable us to undertake many large-scale projects. The Company is ISO 9001:2008 certified for quality management systems, which applies to the design, development, engineering, procurement and construction of projects. Ramky Infrastructure Limited have also received several awards, including the 2005 Best Construction Award from the Government of Rajasthan, the 2005 Outstanding Concrete Structure Award from the Indian Concrete Institute, Best Project Award 2007-08 for the Married Accommodation Project at Amritsar from Central Public Works Department, GOI, Infrastructure Excellence Award 2008 in the Urban Infrastructure Category from CNBC TV18 & Essar Steel, and the Water Digests Water Awards 2009-2010 in the category of Best Water Conserver Waste Water Management. Chairman, Mr. Alla Ayodhya Rami Reddy, received the Engineer of the Year Award in 2005 from the Government of Andhra Pradesh and the Institution of Engineers (India).

VISION & MISSION:

Ramky shall be a leading global enterprise in world class infrastructure development and environment management through sustainable growth. We shall ensure quality, reliability and continuous technology up gradation thereby enhancing the value of all our stakeholders.

VALUES: Ramky in achieving its vision shall promote high standards of: Integrity Customer Satisfaction Work Culture Employee Sense of Belonging

 Innovation Safety, Health & Environment Social Commitment

BUSINESS OF RAMKY INFRASTRUCTURE LIMITED:

1. Construction Business 2. Developer Business

Ramky Infrastructure Limited is an integrated construction and infrastructure development and management company in India. Since commencing the business in 1994, it has serviced a diverse range of construction and infrastructure projects in sectors as varied as water and waste water, transportation, irrigation, industrial parks (including SEZs), power transmission and distribution, residential, commercial and retail property. Ramky Infrastructure Limited is headquartered in Hyderabad, Andhra Pradesh, and have five zonal offices and three regional offices to manage the business operations throughout India and an overseas office in Sharjah, UAE. The pan-India presence has allowed us to service the growing infrastructure needs throughout the country. Ramky Infrastructure Limited is the flagship company of the Ramky Group, a group of affiliated companies that, in addition to the services provided by the Company, is involved in the provisions of services in relation to waste management, environmental consulting, finance and accounting, data management, indirect procurement, real estate development, pharmaceuticals and emerging technologies. Ramky Infrastructure Limited operates in two principal business segments: (i) a construction business which is operated by the Company, and (ii) a developer business which is operated through 11 Subsidiaries and two Associates. A majority of the development projects are public private partnerships and are operated by separate special purpose vehicles promoted by Ramky Infrastructure Limited and the Government. The wholly owned Subsidiary in the UAE,

Ramky Engineering and Consulting Services FZC, operates a small consultancy business in areas such as infrastructure development, waste management, environment and property development. Ramky Infrastructure Limited owns a large fleet of sophisticated construction equipment, including: crushing plants, hot mix plants, wet mix plants, asphalt batching plants, concrete batching plants, excavators, rock breakers, graders, pavers, compactors, tower cranes, dozers, bar bending and cutting machines. The work force, as at September 30, 2009, consisted of 1,508 fulltime employees on a standalone basis. The work force, machinery assets, financial net worth and past execution capabilities enable us to undertake many large-scale projects. Ramky Infrastructure Limited is ISO 9001:2008 certified for quality management systems, which apply to the design, development, engineering, procurement and construction of projects. Ramky Infrastructure Limited have also received several awards, including the 2005 Best Construction Award from the Government of Rajasthan, the 2005 Outstanding Concrete Structure Award from the Indian Concrete Institute, Best Project Award 2007-08 for the Married Accommodation Project at Amritsar from Central Public Works Department, GOI, Infrastructure Excellence Award 2008 in the Urban Infrastructure Category from CNBC TV18 & Essar Steel, and the Water Digests Water Awards 2009-2010 in the category of Best Water Conserver Waste Water Management. Chairman, Mr. Alla Ayodhya Rami Reddy, received the Engineer of the Year Award in 2005 from the Government of Andhra Pradesh and the Institution of Engineers (India)

RAMKY INFRASTRUCTURE LIMITED BUSINESS OPERATIONS: RIL is involved in (i) (ii) Construction and Infrastructure development, operation and management.

CONSTRUCTION BUSINESS:

Ramky Infrastructure Limited operates in construction business and undertakes projects in the following sectors:

Water and waste water projects such as water treatment plants, water transmission and distribution systems, elevated reservoirs and ground level service reservoirs, sewage treatment plants, common effluent treatment plants, tertiary treatment plants, underground drainage systems and lake restorations (the Water and Waste Water sector);

Irrigation projects such as cross-drainage works, lift irrigation projects, dams and barrages (the Irrigation sector); Industrial construction projects such as industrial parks, SEZs and related works (the Industrial sector); Transportation projects such as expressways, highways, bridges, flyovers and dedicated service corridors (the Transportation sector); Building construction, which includes commercial, residential, public, institutional and corporate buildings, mass housing projects and related infrastructure and facilities such as hospitals and shopping malls (the Building Construction sector); and

Power transmission and distribution projects, such as electricity transmission networks, substation feeder lines and low tension distribution lines (the Power Transmission and Distribution sector).

Completed Projects Water and Waste Water 100 MLD Sewage Treatment Plant in Jalandhar, Punjab
Bangalore Water Supply & UGD Facility, Bangalore, Karnataka

Construction of main UGD for BTDA in Bagalkot, Karnataka Water Supply, Limbdi 30 MLD STP at Neyvelli Lignite Corporation, Neyveli

Completed Projects Building Construction

 Construction of 1,190 Miners Quarters at Ramagundam 750-bed hospital building and ancillary structures in Cuddapah, Andhra Pradesh Shriram Properties Private Limited Construction of Garment Park - Phase- 1, West Bengal Construction of Paryataka Bhavan, Hyderabad

Completed Projects Irrigation Construction of branch canal works in Nandyal, Andhra Pradesh Upper Thunga Project (Irrigation Canals - Km 148-150) in Rattihalli, Karnataka Construction of Barrage Works for BTDA, Bagalkot

Completed Projects Transportation Project Road No. 14, SH -11 Satna - Amarpatnam -30.2 KM and Project Road No. 13, SH -9 Rewa - Semaria -26 KM in Madhya Pradesh Construction of roads - Pkg WRP - 4, Warangal, Const of Hyderabad - Bijapur Project Engineer-in-Chief (R&B), Hyderabad Construction of roads - Pkg WRP - 8, Warangal, Const of Sangareddy - Toopran Road Project Supt. Engineer (R&B), Nizamabad, A.P.

Completed Projects Industrial Installation of lifts at Aranya Bhavan, Hyderabad, Andhra Pradesh Bangalore Development Authority IT Booths Bangalore Development Authority DEVELOPER BUSINESS: The developer business began in Fiscal 2007 and is an extension of the operations and competencies in the civil and infrastructure construction businesses. Development projects are

usually undertaken on a public private partnership basis with the Government and are typically awarded after qualifying through a competitive bidding process. Each of the entities that comprise the developer business is a special purpose vehicle formed for the development of a single project and most of them are jointly controlled by the Government and us.

The details of each of the Subsidiaries and Associates that comprise developer business: II Table 1 S NO NAME OF THE SUBSIDIARY Ramky Elsamex Hyderabad Ring Road Limited 1 PROJECT LOCATION Outer ring road to &

Hyderabad City Jawaharlal Nehru Pharma Ramky Pharma City (India) Limited City, an Industrial Park in Parawada Visakhapatnam, Andhra Pradesh

Inter State Bus Terminal in Dehradun, MDDA Ramky IS Bus Terminal Limited 3 Uttarakhand (Phase 1)Commercial mall located next to the Inter State Bus Terminal at Dehradun, Uttarakhand

Gwalior Bypass Project Limited 4

Gwalior Bypass Project in Gwalior, Madhya Pradesh

Commercial and residential Ramky Towers Limited 5 buildings in Gachibowli, Hyderabad, Andhra Pradesh

Agricultural-processing Ramky MIDC Agro Processing Park Limited 6 industrial park at Latur, Maharashtra

Ramky 7

Herbal

and

Medicinal

Park

Herbal

and

medicinal

(Chhattisgarh) Limited

industrial park in the district of Dhamtari, Chhattisgarh

Food processing industrial Ramky Food Park (Chhattisgarh) Limited 8 park in the district of Rajnandagao, Chhattisgarh

Gems 9 Naya Raipur Gems and Jewellery SEZ Limited

and

jewellery

industrial park in the district of Raipur, Chhattisgarh

10

Ramky Enclave Limited

Integrated housing project, Warangal Integrated housing Project

11

Ramky Integrated Township Limited

COMPETITIVE STRENGTHS: Experience and expertise in the construction and management of Water and Waste Water infrastructure projects The construction business operates in diverse sectors and has a pan-India presence The total amount of new orders for the construction business and the average order size for the construction business has been consistently growing. Strong and diverse Order Book Strategically positioned to realize opportunities in the infrastructure sector Qualified and experienced employees and proven management team Sustained investment in equipment and fixed assets

BUSINESS STRATEGY: Focus on high value projects in the construction business to benefit from economies of scale Diversify the construction business into more complex and multi-disciplinary projects, which tend to have a higher contract value and the potential for better margins Enhance the design capabilities Reduce costs of materials through backward integration and importation Achieve higher operating margins by acquiring further capital equipment and other strategic assets Expand the developer business by undertaking more projects in the sectors in which Ramky Infrastructure Limited is already engaged Diversify the developer business into other sectors

HISTORY & MILESTONES: The Company was originally incorporated as Ramky Engineers Private Limited on April 13, 1994 to undertake construction projects. In 1998, Ramky Infrastructure Limited diversified into

construction and began to undertake civil and environmental EPC projects.

The early

construction projects were primarily concentrated in the water and waste water sector. Subsequently, we expanded into roads, buildings, irrigation and industrial construction. Then decided to leverage opportunities in infrastructure construction and on June 23, 2003, Ramky Engineers Private Limited was renamed Ramky Infrastructure Private Limited. On June 24, 2003 Ramky Infrastructure Private Limited was converted into a public limited and became Ramky Infrastructure Limited.

1994 Incorporation of Ramky Infrastructure Limited focusing on environmental projects. 1995 Expanded operations to include water and waste water segment projects. 1997 Expanded operations to include government works in addition to private contracting. 1998 Expanded operations to include segments like buildings, irrigation, roads and industrial structures. 2002 Expanded area of operations with projects in the states of Tamil Nadu, Karnataka, Kerala, Maharashtra, Gujarat, Rajasthan, Punjab, Delhi, Uttar Pradesh, West Bengal and Orissa. 2003

 Name of the Company changed from Ramky Engineers Private Limited to Ramky Infrastructure Limited. Entered into a PPP for infrastructure projects through Deheraduns Inter-State Bus Terminal, a private sector bus terminal on a BOT basis. Amendment of Clause III of the MOA to enlarge the objects clause of the Company to include development of infrastructure facilities and waste management as the main objects.

2004 Signed concession agreement with Andhra Pradesh Industrial Infrastructure Limited for development of first Pharma City in India at Visakhapatnam, Andhra Pradesh on BOT basis under Public-Private Partnership scheme. Incorporated Ramky Pharma City (India) Limited - a Special Purpose Vehicle to carry out the development of Pharma City 2005 Received the Best Contractor award from the Government of Rajasthan. Mr. Alla Ayodhya Rami Reddy received the Engineer of the Year Award 2005 from the Government of Andhra Pradesh and the Institution of Engineers (India). Received the Indian Concrete Institutes 2005 Outstanding Concrete Structure Award for Gandhi Medical College and Hospital Complex in Hyderabad. Commenced construction of one of the Asias largest sewage treatment plants (172 MLD) with uplift an aerobic sludge blanket process, at Nagole Hyderabad. 2006 Entered into a share subscription and shareholders agreement with SAPE and Tara India Fund III for purchase of equity shares and securities of the Company. Expanded operations to include power transmission projects.

 Completed the construction of the Paryatak Bhavan Complex in Hyderabad, a venture with the Andhra Pradesh Tourism Development Corporation. 2007 Launched Ramky Elsamex Hyderabad Ring Road Limited an SPV for the development and construction of the Hyderabad Ring Road, a 150m wide road cum area development corridor with an eight lane controlled access expressway. Commenced the developer business. 2008 Best Project Award for the Married Accommodation Project at Amritsar from Central Public Works Department, GOI. Infrastructure Excellence Award 2008 in the Urban Infrastructure Category from CNBC TV18 & Essar Steel. 2009 Received an award for commendable water conserver-waste water management by the Water Digest. Completed ORR in record time of 24 months against 30 months.

BUSINESS PROCESS FLOW OF RAMKY INFRASTRUCTURE LIMITED:

P R O C E SS F L O W

C U ST O M E R

CU STO M ER REQ U I REM EN T

BUSINESS PROCESSES & THEIR FUNCTIONS: II TABLE 2 DEPARTMENT BUSINESS DEVELOPMENT FUNCTIONS / ACTIVITIES Id of Clients, Clientele Operations & Relations, Obtaining Proposals, Meeting Business Requirements and Targets, Follow-up & Monitoring for Orders Tender Study & Analysis, Preparation & Submission of Bids, PROPOSALS Attending Client Meets, Meeting Business Targets & Desired Strike Rate, Order Booking CORPORATE PLANNING CELL BUDGETING COSTING Preparation, Review, Monitoring & Scheduling of Plans & Budgets of Corporate/Zonal/Vertical/Projects, MRM, ExCO Meets & Preparation, Review, Update and Approvals of Budgets, Costing & PEPs (quarterly) for Projects Monitoring & Follow-up for Project Progress, Customer Complaints, PROJECTS QHSE Issues, Client Billing & Payments, Mobilization/Demobilization, MRM, ExCO PROJECT SERVICES (TECHNICAL) PROJECT SERVICES (COMMERCIAL) Liaison with various SBUs, Monitoring & Follow-up for Planning, Project Coordination, Execution & Progress Follow-up, MRM Processing and providing various resource requisitions F & A (Fund / Non-fund), Resources (P & M, FW, Materials) from CO to ZO to Sites and vice versa Planning, PURCHASE Procuring, Deliveries, Supplier Payments, Supplier

Selection and Evaluation, Follow-up for various bulk materials for projects; Office requirements for ZOs, CO and Verticals

STORES HUMAN RESOURCES

Deliveries, Issues, Consumption, Returns, Material Reconciliation, Follow-up & Monitoring of Stores status at projects Recruitment, Promotions, policies, Transfers, Admin., Training & Development, Performance Appraisal of Human Resources

FINANCE ACCOUNTS

& Fund / Non-Fund Requisitions, Transfers, Collections, Cash flows, Accounting, Balance Sheet, P & L Account, Taxes, Stat Requirements Requisitions, Processing, Providing, Maintenance, Operations of Plant

RESOURCES

& Machinery, Tools & Tackles, Shuttering Materials, Training & Development of Resource Personnel

FORMWORK

Design, Planning, Procuring, Supply, Executing, Operations & Maintenance of Formwork Planning, Inspection (incoming, in-process and final)& Testing (independent/joint), attending to customer complaints on Products & Materials at sites, Establishment, Calibration, Tracing Lab Equipment Planning, Procuring PPE, Inspection & Testing, CA/PA, Customer Complaints of HSE issues Establishing, Documenting, Implementing, Certification Maintenance

QUALITY CONTROL

HSE

MSC

of Management Systems and Organizational Requirements, Internal / External Audits, NCRs, CA/PA, Customer Complaints, Statutory Requirements, Process Analysis and Changes

IMAT

Internal Audits, NCRs, Follow-up for Closure of NCs, Management Appraisals All contractual obligations and implementation, follow-up and

CA

monitoring of client/B2B/Sub-contractors issues, Taking necessary actions and meeting contractual requirements

LEGAL

All Legal requirements, Disputes, Court cases, Litigations, Legal Notices, Statutory Requirements Company Secretary, Secretarial Issues, Statutory and Taxes, Organizational requirements, Articles, MOA of Group Companies etc Planning, Procurement, Installation, Transfers, IT Updating, Policies,

SECRETARIAL

IT (EDP)

User/Configuration Management, Operations & Maintenance, Remote Calls, Networks, Server/Client Management, Identification and Disposal of IT Scrap, IT Asset Register

FACILITIES

Planning, Initial Survey, Establishment, Id. Of construction resources,

providing project facilities, support for mobilization & demobilization.

QUALITY & SAFETY: Ramky Infrastructure Limited is committed in the areas of Quality, Health, Safety and Environment intended for being an important and responsible player in the nations development. In making continuous strides towards many aspects of construction and infrastructure development, Ramky Infrastructure Limited has instigated transformation in its management systems. The Management has made convergent strategies in its systems and developments to bring sustainable growth in all its operational areas; which resulted in establishing, documenting, implementing and maintaining the Quality, Health, Environment and Safety management systems based on a choice of recognized national / international standards. The Quality Management System (QMS) for Ramky Infrastructure Limited is accredited to ISO 9001:2000 standard and certified by M/s TUV Nord in all its operating segments and business locations. As a strategic decision, and to strength the system further, the management has decided to establish an Health, Safety, Environment (HSE) Management System by implementing an Environmental Management System conforming to ISO 14001:2004 and an Occupational Health and Safety Management System conforming to OHSAS 18001:2007 standards. In view of having a robust HSE Management System (HSEMS) and to have a dedicated information service which enables Ramky Infrastructure Limited to access the Health, Safety and Environmental related information, RIL has taken up corporate membership from British Safety Council, London and National Safety Council, New Delhi. The implementation of Quality and HSE policy is expected to support and sustain the companys excellent track record and provide further motivation for setting and achieving goals as a part of the companys continual improvement plans.

AWARDS:

 Ramky Infrastructure Ltd. Has emerged as a winner in the Silver Category of the prestigious Greentech Safety Award 2010 in the Service Sector for Ramky Towers Project at Hyderabad. The Most Admired. Top Honor Greentech Safety Award is presented annually by Greentech Foundation to recognize excellence in fire & safety management.
Ramky Infrastructure Ltd. Has bagged The Water Digest Water Awards 2009-

2010 under Best Water Conserver Waste Water Management Category for 80 MLD Airoli Project at Mumbai.
Ramky Infrastructure Ltd. 80 MLD STP at AiroIi, Navi Mumbai Project has

bagged the Essar Steel Infrastructure Excellence Awards 2009 in the category of Urban Infrastructure.
Ramky has received Best Project Award 2007-2008 from Government of India under

Housing-works

completed

during

2007-2008

category

for

Married

Accommodation at Amritsar Military Station.

Chairman, Mr. Alla Ayodhya Rami Reddy, received the Engineer of the Year Award

2005 from the Government of Andhra Pradesh and the Institution of Engineers (India).
The Indian Concrete Institutes 2005 Outstanding Concrete Structure Award for

Gandhi Medical College and Hospital Complex in Hyderabad.

The 2005 Best Construction Award from the Government of Rajasthan.

Ramky has received a lot of accolades & appreciations from various State Government Institutions for its active role in the Waste Management Division. In particular,

Ramky was awarded an

Environmental

Leadership

Award

by

the

United

States

Asia

Environmental Partnership in 2004 and

The Safety Health and Environment Performance Award by the Confederation of Indian Industry in 2005.

The 9th Global Greentech Safety Award 2010

The Water Digest Water Awards 2009-2010 Essar Steel Infrastructure Excellence Awards 2009 Best Project Award 2007-08 for Married Accommodation at Amritsar Military Station Engineer of the Year Award 2005 CM Memento for Aranya Bhavan Construction Outstanding Concrete Structure Award Ramkys Engineer of the year awarding ceremony Best Contractor Award from Govt. of Rajasthan Environmental Leadership Award by the US

RAMKY CONSTRUCTIONS Culcutta International School Kolkatta Inter State Bus Terminal Dehradun

Paryatak Bhavan, Hyderabad Bagalkot Bridge

SRSP Packages Irrigation Puttur Barrage 80-MLD-STP-Airoli

Bhanasimal Gujarat Outer Ring Road Thukkuguda to Shamshabad

Water Supply Project_Bagalkot

Rewa Semaria Road, MP. MANAGEMENT LEVELS IN RAMKY INFRASTRUCTURE LIMITED:

A O EG BV M

SN R E IO M N G MN AA E ET ( 9 -M 1 M 1) M DEM N G M N ID L A A E E T ( 6 - 8 M M)

JU IO M N G M N N R A AE ET ( 1 -M ) M 5

S P R IS R UEV OY ( 1 -S ) S 3

W R MN OK E ( G O 1 - G) O4

HR FUNCTIONS: Talent Acquisition Campus Recruitments Lateral Recruitments Training & Development Induction In House Training & External Training IR, Payroll, Statutory Payroll, Statutory Attendance, Reimbursements, F&F, GMC Employee Insurance Performance Management HRIS
Talent and Career Management

Facilities

REPORTING STRUCTURE IN RAMKY INFRASTRUCTURE LIMITED:

II TABLE - 3 Employee All Employees of Projects Project Manager Regional / Zonal Employees Regional Head / Zonal Head Corporate Employees HODs Head Operations MD Reporting Manager Project Manager Regional Head / Zonal Head Regional Head / Zonal Head Head - Operations HOD Head - Operations MD Chairman

POLICIES IN RAMKY INFRASTRUCTURE LIMITED: Employment Policy Recruitment and Selection Policy Employee Induction Policy Service Rules Probation and Confirmation Policy Leave Rules Work Hours and Attendance Dress Code No Smoking

 Suggestion Scheme Employee Benefits Compensation and Benefits Policy LTA Policy Medical Reimbursement Policy Hardship Allowance Policy Group Mediclaim Insurance Policy Group Personal Accident Insurance Policy Annual Health Checkup Policy Relocation Policy Salary Advance Policy Project Family Accommodation Policy Project Bachelor Accommodation Policy Local Conveyance Policy Domestic Travel Policy Overseas Travel Policy Rewards and Recognition Policy

Governance Rules Code of Conduct Policy Respect for Gender Policy Whistle Blower Policy Disciplinary Procedure Policy Statutory Benefits Employee Provident Fund Policy Group Gratuity Insurance Scheme Employee State Insurance

 Learning and Development Policy Performance Management Policy Employee Relations Employee Grievance Policy Employee Separation Exit Policy

CHAPTER III THEORETICAL CONCEPT HUMAN RESOURCE MANAGEMENT: 3.1 INTRODUCTION: Human resource management (HRM) is the strategic and coherent approach to the management of an organizations most valued assets - the people working there who individually and collectively contributes to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in

organization. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. DEFINITION OF HRM:
1. Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization.
2. Human Resource Management is defined as the set of activities, programs, and

functions that are designed to maximize both organizational as well as employee effectiveness. Human Resource Management is the management of employees, skills, knowledge, abilities, talents, aptitudes, creative abilities etc. Employee in HRM is treated not only as an economic man but also as a social and a psychological man. Thus, the complete man is viewed under this approach. Employee is treated as a resource. Employees are treated as a profit centre and therefore, invest capital for human resource development and future utility. HRM is a strategic management function

HUMAN RESOURCES: Human resources is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials 'HR'. Human resources is a relatively modern management term, coined in the 1960s. The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and

becoming known, in time as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers. BACKGROUND OF HR: The term 'human resources' as used in organizations describes the workforce capacity available to devote to achievement of their objectives. The subject has drawn upon concepts developed in industrial/organizational psychology and system theory. Human resources have at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labour, one of four factors of production. This perspective has shifted as a consequence of further ongoing research into more applied approaches. The subject has expanded to 'human resources development', also called 'investment in human capital'. Such development may apply to individuals within an organization or applied beyond the level of the organization to that of industry sectors and nations.

HISTORY OF HUMAN RESOURCES: The early development of the function can be traced back to at least two distinct movements. One element has its origins in the late 19th century, where organizations such as Cadburys at its Bourneville factory recognized the importance of looking after the welfare of the workforce, and their families. The employment of women in factories in the United Kingdom during the First World War leads to the introduction of "Welfare Officers". Meanwhile, in the United States the concept of human resources developed as a reaction to the efficiency focus of Taylorism or "scientific management" in the early 1900s, which developed in response to the demand for ever more efficient working practices within highly mechanized factories, such as in the Ford Motor Company. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts.

During the middle of the last century, larger corporations, typically those in the United States that emerged after the Second World War, recruited personnel from the US Military and were able to apply new selection, training, leadership, and management development techniques, originally developed by the Armed Services, working with, for example, university-based occupational psychologists. Similarly, some leading European multinationals, such as Shell and Phillips developed new approaches to personnel development and drew on similar approaches already used in Civil Service training. Gradually, this spread more sophisticated policies and processes that required more central management via a personnel department composed of specialists and generalist teams The role of what became known as Human Resources grew throughout the middle of the 20th century. Tensions remained between academics who emphasized either 'soft' or 'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership, cohesion, and loyalty that play important roles in organizational success. Those promoting 'hard HR' championed more quantitatively rigorous management techniques in the 1960s.

In the later part of the last century, both the title and traditional role of the personnel function was progressively superseded by the emergence, at least in larger organizations, of strategic human resources management and sophisticated human resources departments. Initially, this may have involved little more than renaming the function, but where transformation occurred, it became distinguished by the human resources having a more significant influence on the organizations strategic direction and gaining board-level representation. PURPOSE AND ROLE OF HUMAN RESOURCES: In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organization's human resource requirements effectively but also pragmatically,

taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce. KEY FUNCTIONS: Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations: Recruitment, selection, and on boarding (resourcing) Organizational design and development Business transformation and change management
Performance, conduct and behaviour management

Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management Compensation, rewards, and benefits management Training and development (learning management) Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. MEANING OF HUMAN RESOURCES MANAGEMENT: Different terms are used to denote HRM. They are labor management, labor administration, labor management relations, employee employer relations, industrial relations, personnel administration, personnel management, human capital management, human asset management, and the like. Though these terms can be differentiated widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. SIGNIFICANCE OF HRM: Human resources play a crucial role in the development process of modern economics. Arthur Lewis observed there are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behavior. It is often felt that, though the exploitation of natural resources, availability of physical and financial resources and international aid play prominent roles in the growth of

modern economies, none of these factors is more significant than efficient and committed manpower. It is in fact, said that all development comes from the human mind. FUNCTIONS OF HRM: The functions of HRM can be broadly classified in two categories: I. Managerial Functions II. Operative Functions I. MANAGERIAL FUNCTIONS:

Managerial Functions of personnel management involve planning, organizing, directing and controlling. All these functions influence the operative functions: (i) Planning: It is a pre-determined course of action. Planning is determination of personnel programs and changes in advance that will contribute to the organizational goals. (ii) Organizing: An organization is a means to an end. It is essential to carry out the determined course of action. Complex relationships exist between the specialized departments and the general departments as many top managers are seeking the advice of the personnel manager. (iii)Directing: The next logical function after completing planning and organizing is the execution of the plan. The basic function of personnel management is motivating, commanding, leading and activating people. The willing and effective co-operation of employees for the attainment of organizational goals is possible through proper direction. (iv)Controlling: After planning, organizing and directing the various activities of the personnel management, the performance is to be verified in order to know that personnel functions are performed in conformity with the plans and directions. Controlling also involves checking, verifying and comparing of the actual with the plans, identification of deviations if any and correcting of identified deviations. Thus, action and operation and adjusted to pre-determined plans and standard through control. I. OPERATIVE FUNCTIONS:

The operative functions of personnel management are related to specific activities of personnel management viz., employment, development, compensation and relations. All these functions are

interacted by managerial functions. Further these functions are to be performed in conjunction with management functions. Employment: It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resource necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resource planning, recruitment, selection, placement, induction and internal mobility. Job Analysis: It is the process of study and collection of information relating to the operations and responsibilities of a specific job. Human Resource Planning: It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization and which would provide satisfaction for the individuals involved. Recruitment: It is a process of searching for prospective employees and stimulating them to apply for jobs in an organization. Selection: It is the process of ascertaining the qualifications, experience, skill, knowledge etc. of an applicant with a view to a appraising his/her suitability to a job appraising. Placement: It is the process of assigning the selected candidate with the most suitable job in terms of job requirements. It is matching of employee specifications with job requirements. Induction and Orientation: Induction and Orientation are the techniques by which a new employee is rehabilitated in the changed surrounding and introduced to the practices, policies, purposes and people etc., of an organization. Human Resource Development: It is the process of improving, molding and changing the skills, knowledge, creative ability, aptitude, attitude, values, commitment etc., based on present and future job and organizational requirements. This function includes: Performance Appraisal Training Management Development Career Planning and Development

 Internal Mobility Transfer Promotion Compensation: It is the process of providing adequate, equitable and fair remuneration to the employees. It includes Job Evaluation Wage and Salary Administration Incentives Bonus Fringe Benefits Social security measures etc. Human Relations: Practicing various human resources policies and programs like employment, development and compensation and interaction among employees create a sense of relationship between the individual workers and management, among workers and trade unions and management. Effectiveness of Human Resources Management: Effectiveness of various personnel programs and practices can be measured or evaluated by means of organizational health and human resource accounting etc. Organizational Health Human Resource Accounting MEANING AND DEFINITION OF HR POLICY DEFINITIONS Policies are the general statements of understandings which guide or channel thinking and action in decision making. They limit the area within which decision is to be made and ensure that decision will be consistent with and contribute to objectives. - By Koontz, ODonnell and Weihrich

General statements that guide decision making are called policies. Policies is defined the boundaries within which decisions can be made, and they direct decisions towards the accomplishments of objectives. - By Hicks and Gullet

On Analyzing The Above Definitions We Can Conclude That: The policy provides guidelines for deciding a course of action to the organizational objectives; The policy limits the area within which the decision will be consistence with the organizational objectives; The policy is usually expressed in qualitative conditional or general manner; and Policy is formulated at all managerial levels. It exists in all areas of the organization and may be major or minor in nature depending upon the segment of the organization. IMPORTANCE AND NECESSITY OF SOUND HR POLICIES The reason for formulating HR Policy is basically twofold: i. ii. To have a formal statement on corporate thinking which will serve as a guideline for action. To establish consistency in the application of the policies over a period of time so that each one in the organization gets a fair and just treatment. HR Policies need to be specifically created because of the following reasons: (1) The basic need and requirements of both an organization and its employees require deep thought. The management is required to examine its basic convictions as well as give full consideration to practice in other organizations. (2) Established policies ensure consistent treatment of all personnel throughout an organization. Favouritisms and discrimination are thereby minimized. (3) A certainty of action is assured even through the top management personnel may change. The tenure of the office of any manager is finite and limited; but the organization continues, and

along with it continues the policies; and this continuity of policies promotes stability in an organization. (4) Because they specify routes towards selected goals, policies serve as standards or measuring yards for evaluating performance. The actual results can be compared with the policies to determine how well the members of an organization have lived up their professed intentions. (5) Sound policies help to build employee enthusiasm and loyalty. This is especially true when they reflect established principles of fair play and justice and when they help people to grow within an organization. (6) They set patterns of behaviour and permit participants of plan with a greater degree of confidence. (7) Policies are control guides for delegated decision making. They seek to ensure consistency and uniformity in decisions on problems that recur frequently and under similar, but not identical, circumstances. OBJECTIVES, PRINCIPLES, AND CHARACTERISTICS OF HR POLICIES A managements HR Policy has two types of objectives, general and specific. The statement of general objectives express the top managements basic philosophy of human resources and reflect its deep underlying convictions as to the importance of people in an organization and the management activity which deals with people, i.e., personnel administration. The management must formulate and develop a basic creed, which should contain a clear-cut statement of companys general objectives of the personnel managements major responsibility. The statement of specific objectives should refer to the various activities of personnel administration connected with staffing, training, developing, wage and salary administration, motivation, employee services and benefits, employee records, labour relations and personnel research. The Aims and Objectives of HR policies are: (1) To enable an organization fulfill or carryout the main objectives which have been laid down as the desirable minima of general employment policy; (2) To ensure that its employees are informed of these items of policies and to secure their cooperation for their attainment;

(3) To provide such conditions of employment and procedures as will enable all the employees to develop a sincere sense of unity with the enterprise and to carry out their duties in the most willing and effective manner; (4) To provide an adequate, competent and trained personnel for all levels and types of management; (5) To protect the common interest of all the parties and recognize the role of trade unions in the organization; (6) To provide for a consultative participation by employees in the management of an organization and the framing of conditions for this participation, this, however, shall not take place in technical, financial or trading policy. (7) To provide an efficient consultative service this aims at creating mutual faith among those who work in the enterprise. (i) By developing management leadership which is bold and imaginative and guided by moral values; (ii) By effectively delegating the human relations aspects of personnel functions to line managers; (iii) By enforcing discipline on the basis of co-operative understanding and a humane application of rules and regulations; and (iv) By providing for a happy relationship at all levels; (8) To establish the conditions for mutual confidence and avoid confusion and misunderstanding between the management and the workers, by developing suggestion plans, joint management councils, work committees, etc., and by performance appraisal discussions; (9) To provide security of employment to workers so that they may not be distracted by the uncertainties of the future; (10) To provide an opportunity for growth within the organization to persons who are willing to learn and undergo training to improve their future prospects;

(11) To provide for the payment of fair and adequate wages and salary to workers so that their healthy co-operation may be ensured for an efficient working of the undertaking; (12) To recognized the work and accomplishments of the employees by offering non- monitory incentives; and (13) To create a sense of responsibility, on the part of those in authority for the claims of employees as human beings, who should be guaranteed protections of their fundamental rights and offered enough scope for developing their potential. In brief, HR Policies should respect human dignity and personnel integrity, ensure fair treatment for all, irrespective of caste, creed, or colour, and offer reasonable social and economic security to employees. They should be so designed as to ensure that work and accomplishment are properly recognized, that safe and healthy conditions of work are created, that common interest are promoted and employee participation is encouraged, that the role of trade unions is recognized and their functions and responsibilities are respected, and that the employees' satisfaction and motivation and their development as individuals are properly looked after. Peter Drucker has rightly said: "The management must gear its policies and objectives in such a fashion that the employees perform their work and do their assigned tasks. It implies a consideration of human beings as resource, i.e., as something having peculiar psychological properties, abilities and limitations that require the same amount of engineering attention as the properties of any other resources as having, unlike any other resources, personality, citizenship, control over whether they work, how much and how well, and thus requiring motivation, participation, satisfaction, incentives, and rewards, leadership, status and function. And it is management, and management alone, that satisfy these requirements. For they must be satisfied through work and through the job within the enterprise and management is activating organ of the enterprise. PRINCIPLES OF HR POLICIES In designing HR policies, the management must balance the needs, goals, objectives and values of both the employers and the employees. Since these policies are rules of conduct, they are based on the following principles:

(i) Put the right man in the right place by a careful selection and placement to make sure that he is physically, mentally and temperamentally fit for the job he is expected to do and that the new employee may be reasonably expected to develop into a desirable employee, so that there will be the minimum number of square pegs in round holes. (ii) Train everyone for the job to be done, so that they qualify for better jobs, so that their accomplishments are limited to their ambitions and abilities, so that they do their present work very efficiently. (iii) Make the organization a coordinated team through a proper coordinate and administration of different departments and divisions, so that there is a minimum of friction and unproductive or unnecessary work. This calls for proper planning and organization, control and direction of the entire organization without destroying the initiative of the individual employee. (iv) Supply the right tools and the right conditions of the work, for the better the tools, facilities and working conditions, the larger the output produce with the same human effort at lower costs so that, ultimately, higher wages may be paid and more good jobs provided. (v) Give security with opportunity, incentives, recognition. In order that he may stick to his job, each employee should have sound incentives for work, such fair compensation, and recognition for results achieved, reasonable security, and opportunity and hope for advancement in the organization. (vi) Look ahead, plan ahead for more and better things. Superior products should be produced and distributed, and these should be attractive and meet the demands of the costumers. This calls for research and a policy of continuing product planning and development. In brief, the principles should ensure that equity and justice are accorded to all the employees; that every employee has scope for development to the limit of his capabilities; that fairness is guaranteed in maintaining discipline and that these principles are followed without discrimination against any grade of employees. FEATURES OF A GOOD POLICY The policies should be developed with great care and co-operation from managers at various levels. The policy statements should have the following features:

Linking with organizational objectives: The policy formulation should be in context with the organizational objectives. It should help in the achievements of these objectives. Careful Formulation: The policy formulation should be done very carefully and in a systematic and planned manner. Since policy lay the basis of the organization, long-term planning should be taken into account. As far as possible adhocism should be avoided. Clarity: The policy should be clear, definite and self-explanatory. It should not leave any scope for ambiguity or misinterpretation. Consistency: The policy should be consistence in the operational functioning of the organizational. The policy of all functional areas should be consistent and integrated with each other so that the effectiveness and efficiency of the organization is maintained. Written Statement: Once the policies are decided by the management, they should be put in writing. A written policy is clear and specific. It ensures continuity and conformity. It can be communicated easily and has uniformity of application. Balanced Policy: A policy should be balanced in nature. It should be neither too stiff nor very flexible which may create ambiguity. The policy should be stable so that long term planning is not affected. But at the same time it should incorporate components of flexibility so that the organization can adopt to the changes taking place in the environment. Periodic Review: The policy should be reviewed periodically. This is because of the rapid changes affecting the business environment. With the changing times some policies become obsolete which require periodic deletion or substitution. Communication: Once the policy is framed it should be communicated to all the concerned persons. It facilitates in taking decisions, if the policies are communicated widely and timely. SCOPE OF HR POLICIES HR policies must cover all areas of human resource management. Usually these policies are framed with regard to all functions of human resource management as stated below: 1. Employment Policies (i) Minimum hiring qualifications.

(ii) Preferred sources of recruitment. (iii) Reliance on various selection devices such as tests, reference checks, and interviews. 2. Training and development policies (i) Opportunities for training and development. (ii) Basis for training (iii) Types of training, viz., on-the-job, off-thejob. (iv) Programmes of executive development. 3. Transfer and promotion policies (i) Rationale for transfer. (ii) Periodicity of transfer. (iii) Length of service and qualifications required for promotion. (iv) Weightage to seniority and merit in promotion. 4. Compensation Policies (i) Minimum wages and salaries. (ii) Incentive Plans. (iii) Profit Sharing. (iv) Non-Monetary Rewards. 5. Integration and Human Relations Policies (i) Handling of Grievances. (ii) Recognitions of labour unions. (iii) Workers participation in management. (iv) Discipline.

6. Working conditions and welfare policies (i) Kinds and standards of working conditions. (ii) Safety programme. (iii) Types of welfare services. (iv) Financing of employee services. There may be some policies in addition to above cited examples. The top management while designing HR policies must take the human resource or HR manager into consideration because he is the person who is mainly concerned with performing the human resource functions and implementation of human resource programmes and policies. TYPES OF HR POLICIES HR Policies may be classified into several categories depending on (i) Their source (originated appealed and imposed) (ii) Scope (general or specific) and (iii) Form (within or implies). These may be stated as: Originated Policies: These are developed by top management deliberately so as to guide executive thinking at various levels. Appealed Polices: These are formulated to meet the requirements of certain peculiar situations which have not been covered by the earlier policies. Such requests usually came from subordinates who fail to handle the cases based on guidance offered by existing policies. Imposed policies: These are formed under pressure from external agencies such as government, trade associations and unions. General policies: They reflect the basic philosophy and priorities of the top management in formulating the broad plan for mapping out the organizations growth chart.

Specific policies: These policies cover specific issues such as hiring, rewarding and bargaining. Such policies however, should be in line with the basic framework offered by the general policies. Written or implied policies: Implied policies are inferred by the behavior of members (such as dress code, gentle tone while talking to customers, not getting angry while at work etc.). Written policies, on the other hand, spell out managerial thinking on paper so that there is very little room for loose interpretation. There are various types of policies. Jucius identifies two types, viz. Functional or organizational groupings of policies; and Centralized policies.

The functional grouping of policies are those policies which are grouped for different categories of personnel, e.g., for the management dealing with personnel planning, organizing and controlling or for the management concerned with functions of procuring , developing and utilizing manpower. The centralized policies are framed for companies with several locations. They are formulated at the head office and apply throughout the organization. Policies may also be classified as major or minor. Major policies pertain to the over-all objectives, procedures and control which affect an organization as a whole. They cover in a general way nearly every phase of an enterprise and its products and methods of financing, its organizational structure, plant location, its marketing and personnel. Such policies are formulated by the Board of Directors, and a framework is established within which major executives fit the remaining policies necessary to carry out the major objectives of an organization. Minor policies, on the other hand, cover relationships in a segment of an organization, with considerable emphasis on details and procedures. Such policies are the outgrowth of major policies and preserve their utility of purpose. FORMULATION, IMPLEMENTATION AND EVALUATION OF HR POLICIES Policy formulation and implementation involves the following steps: Identifying the need: Initially important areas of personnel management (recruitment, selection, training, compensation, bargaining) must have a policy formulation which is clearly spelt out.

Additional policy guidelines can come at any stage depending on the recurrence of a ticklish issue at various levels. (Appealed policies). Collecting Data: Once priorities areas are listed, steps should be taken to collect facts before formulating a policy. Various sources could be tapped for this purpose such as (i) Companys records (ii) Past practices (iii) Survey of industry practices (iv) Experience of personnel handling various issues (v) Top management philosophy (vi) Organizational culture (vii) Employee aspirations and (viii) Changing economic, social and legislative etc. Specifying alternatives: Policy alternatives should emerge clearly after collecting relevant data from various sources. These have to be evaluated carefully in terms of their contribution to organizational objectives. It is always better to involve people at various levels, especially those who are going to use and live with such policies. Top management should put the stamp of approval only when everything is above board and the stated policy clearly reflects organizational priorities. Communicating the policy: To gain approval at various levels, the formulated policy should be communicated throughout the organization. Policy manual, in-house journal and discussions with people at various levels may be used to reach out to employees quickly. Special coaching programmes can also inform people about the manner of application. Evaluating the policy: H policies, to be effective, must be reviewed, evaluated and controlled regularly against certain standards. Evaluation helps determine changes in existing policies. All the policies should be reviewed annually and some policies should be reviewed at specific times for example when there is collective bargaining or after strike/lock out, etc. Departmental policies may be reviewed through participation of all employees. Outside consultants or experts from other organizations may be engaged to review crucial policies. Adequate care should be taken to review the policies in the following situations when Employees offer suggestions Employees express grievances Unsatisfactory reports about employee performance and behavior

Company plans for change like expansion, diversification, contraction, adoption of new technology and introduction of new methods. Policies, to be effective, should have a favorable impact on the objective and help the parties concerned.

EVALUATING THE IMPACT OF HR POLICIES The system and methods of human resource management are mostly based on policies. Hence, appraising the impact of HR policies is beneficial to the employees, organization and society at large. The impact of these policies can be measured in terms of cost and benefit to employees, organization and society. HR policies help the organization in terms of attainment of organizational goals, increasing the efficiency, adaptability and achieving of long-run results. Further, organizational and human outcomes such as turnover, absenteeism and commitment are the result of human resource policies. They help the employees to have awareness and a clear idea about the various programmes. HR policies also affect the society. Some HR policies affect commonly the individual, the organization and the society. They relate to the employees health, psychological and physical well being. Various HR policies result in commitment, competence, cost effectiveness and congruence. These human resource outcomes lead to long term consequences like individual well being, organizational effectiveness and social well being as illustrated in the following table. The impact of human resource policies can measured through their outcomes viz., commitment of the employee towards the organization. Employee commitment, in turn, can be evaluated through the length of service of an employee (stability of employment), absenteeism, employee attitude towards the job, organization, etc. The competence of an employee can be appraised through performance appraisal techniques. Congruence of an employee to policies can be identified through the nature and frequency of grievances, disagreement, discord and conflict. Cost and effectiveness can be measured through human resource accounting techniques. However, assessing the impact of human resource management policies is highly difficult, but not impossible. ADVANTAGES OF HR POLICIES Policies, as useful instructional devices, offer many advantages to the personnel working at various levels. They are: Delegation: They help managers operating at different levels to act with confidence without the need for consulting supervisors every time.

Uniformity: They increase the chances of different people at different levels of the organization making similar choices, when independently facing similar situations. They make the actions of organizational members more consistence. Better control: As HR Policies specify the relationship shared between the organization, management and its employees, they allow members to work towards achievements of the objectives of the organization without friction/ conflict, paving the way for better control. Standards of efficiency: Policies can also serve as standards in the execution of work. They enable the management to see if they have been translated in action by various groups in the organization or not. In the light of actual performance, existing policies may be subjected to amendment/ refinement. Confidence: Policies make the employee aware of where they stand in the organization and create confidence in them while confronting routine and recurring problems. They reduce chances of misinterpretation, misrepresentation and friction. Speedy decisions: Policies can speed up decision making by providing a blanket framework within which personnel decisions can be made. They summaries past experience. Coordinating devices: HR policies help in achieving coordination. If organizational members are guided by the same policies, they can predict more accurately the actions and decisions of others. They ensure a steady course of action and prevent unwarranted deviations from planned operations.

Standard Operation Procedures Definition:

Standard operation procedures, more commonly referred to a standard operating procedures, or SOP, are important business tools that create a professional environment that is consistent and predictable. Because of their role in business success, the ability to create, use and implement standard operating procedures can contribute to business success.
1.

Identification:
The Business Dictionary states that a standard operating procedure must be a written document that can be used as guidance any time a specific task or project is undertaken. It is a list of best practices that maximize the likelihood of the given task or project producing the desired results.

Standard operating procedures are common in a number of different fields, including the military, health care and education.
2.

Purpose:
Standard operating procedures have several purposes. First, they establish the roles and tools needed for a given task. Second, they provide a knowledge base for the business. Finally, they are a written record of the procedures, actions and policies that contribute to a project's success.

3.

Structure:
There are several parts of a standard operating procedure. The purpose of the procedure clearly states what a particular procedure should be used for and the expected results. The procedure outlines step by step what should take place in order to achieve the expected results. Standard operating procedures also usually contain a section with contact information for key players or experienced professionals who can field questions. They may also contain appendices or links with useful information.

4.

Creation:
A standard operating procedure is created to provide guidance for a specific task or project. The procedure should undergo internal and external review to ensure that it is as clear and useful as possible. The procedure is then tested, edited if necessary and made available to staff members.

Benefits:
Encoding information in a standard operating procedure enables employees to do a better job by providing them with established, tested information that allows them to successfully complete a task. Combined with training and feedback, SOPs boost employee morale and effectiveness.

Standard Operating Procedures for HR:

Standard operating procedures play an important role in successful human resource management. A well-crafted and implemented standard operating procedure can have beneficial effects for large and small companies by facilitating successful communication between employees and management.

Identification:
A standardized operating procedure is a written guide to a company's preferred method for dealing with a given task, based on previous experience, managerial insight and employee input. In human resources, standard operating procedure helps guide employees toward an organization's best practices, while at the same time creating a companywide knowledge base that makes duties, challenges and consequences clear to all parties.

Purpose:
A human resources standard operating procedure serves several purposes within a company. Perhaps most importantly, a standard operating procedure helps employees set professional expectations and gives them the tools they need to succeed in meeting those expectations. Also importantly, a human resources department with an established standard operating procedure can ensure that all employees are treated fairly. Because human resources can be a sensitive area, a standard operating procedure in human resources may also help to protect businesses from employee lawsuits.

Types:
There are several types of standard operating procedures that a human resources department might develop. Job role procedures help employees to understand the structure and responsibilities of their roles within the company. Rules procedures, such as company ethics policies and relationships policies, help clarify the company's stand on employee behaviour in potentially ambiguous situations. Tools procedures help guide employees to the information, technology and personnel resources that can help them to successfully complete a given task.

Consequences procedures help human resources deal with employees whose work or behaviour may call for censor or termination.

Components:
A standard operating procedure typically contains three parts. The purpose explains what the procedure should be used to accomplish and what results the user should expect. The procedure provides specific, step-by-step instructions for accomplishing the task. A resources section gives internal and external sources for finding additional information about the project.

Considerations:
A standard operating procedure is created for situations where a standardized way of handling things improves productivity. When deciding how to create a standard operating procedure, a human resources department should subject its plan to review internally and externally. Sensitive policies, such as those regarding employee termination, may be subjected to legal review, as well. Once a standardized procedure has been reviewed, it should be tested. After any needed revisions, standard operating procedures should be made readily available to employees so they have the opportunity to become familiar with them.

What Are Standard Operating Procedures?

Developing standard operation procedures is the hallmark of any good business. Doing so creates a type of consistency that is invaluable when dealing with customers and maintaining good records. Understanding what procedures should be standardized is a characteristic of a good manager.
1.

Standardizing Procedures:
Companies develop operating procedures to explain how tasks should be accomplished. In order to determine which tasks should be standardized, spend one week writing down every action taken to fulfill the needs of daily business. Certain issues, such as a customer who was dissatisfied with a product/service, will generally be handled only by management, and, when considering a newer and smaller business, by the owner himself. The operating procedures

standardized initially should be those that an employee will be responsible for performing independently; other, more managerial procedures can be added later.

Features:
The procedures themselves should explicitly explain the action, from start to finish. This means that even the most simplistic act (such as turning on the computer) should be listed. The idea behind a procedure is that the employee should be able to follow the procedure step-by-step and, making no assumptions, complete the task accurately and meet the standard of performance required. Even though listing more rudimentary actions may seem redundant, or a waste of time, doing so has its own reasons.

Functions:
The standardizing of operating procedures acts as a benefit to both the employee and the manager/owner. The manager/owner is able to save time and energy explaining procedures. The employee receives the benefits of having clear expectations; employees are happiest when what is required of them and how they are expected to accomplish their daily tasks are written in black and white. Even simplistic instructions can be somewhat calming when the employee is in a situation in which a task must be accomplished accurately, but quickly (example: a long line of customers).

Benefits:
The primary benefit of standardizing operating procedures in found in the greater consistency it brings to the internal and external functions of the business. Once operational procedures are standardized, and, of course, followed, several benefits emerge. Firstly, customer perception will be of a well-run, professional company, thus increasing brand image. This perception may even carry over to potential investors/loan officers in that a copy of the company's procedures is usually requested when financing/investment is considered. A copy of a company's procedures is also frequently required in order to obtain insurance. Secondly, accounts will be spot on, an area in which consistency is not only desired, but also, in many cases, required by law.

Considerations:

Standardizing operational procedures is not something to be taken lightly; specificity is key. The procedures standardized will form a foundation by which employees are trained, promoted and disciplined, and through which customer needs are handled, transactions processed and books maintained. Spend the extra time to accurately standardize the procedures required for good company operations.

Define Standard Operating Procedure:

Standard operating procedures are written guidelines that tell how a job or task should be performed. These guidelines are a major part of a company's quality system.

Significance:
Standard operating procedures are necessary for businesses to mass produce high-quality products. On-the-job injuries are minimized when procedures for completing tasks are in place.

Function:
Your written instructions for day-to-day tasks should be placed in a location easily accessible to employees. Guidelines and procedural information should be legibly written.

Considerations:
Your company's standard operating procedures should provide a detailed account of the processes necessary for your company to function. These processes are generally repetitive.

Benefits:
When procedures are properly followed, quality products are produced in a uniform manner. Operational guidelines help companies maintain consistency.

Warning:
Standard operating procedures that don't clearly communicate how to properly perform a task or duty are worthless. There is very little point to having written guidelines or instructions that aren't being used on a consistent basis

Guide to Writing Standard Operating Procedures:

Most managers and other authority figures wish they could be everywhere at once and do every job in their organization. Unfortunately, this just isn't possible. Creating standard operating

procedure documents can be a great way to keep everyone in an agency working toward the same goal. By breaking each activity into a series of easy steps, you can also ensure that any staff member can do just about any job. Here is a concise guide to help you create your own procedural documents.
1.

The Planning Stages:

Provide the right kind of information in easy-to-understand sections. The Environmental Protection Agency recommends dividing your document by categories to help the reader quickly find what she needs. For example, begin with a full description of the task the procedure will allow the reader to accomplish. Describe the procedure, then provide a glossary that includes definitions of any terms the average reader might not know. Delineate any risks involved in the procedure, then list the qualifications required for each employee involved. Compile an index and a complete table of contents that will allow the reader to quickly find the information they need. It may also be a good idea to include a personnel flowchart indicating the chain of command in the company. That way, the reader will know who to contact if they cannot fix the deviation from standard operating procedure.

Consider your audience. If your procedure is being written for a narrow, well-educated audience, you may be able to employ a more advanced vocabulary, for example. A procedure written for a vast cross-section of people requires a simpler way of speaking. Avoid businessspeak and cliches, since these terms ("at the end of the day," "synergize") can be repetitive and vague.
2.

The Writing Stage:

Compose each procedural step in a clear manner and with consistent terminology. Clarity is the goal here, especially if you intend your procedure to be used in stressful situations. Use concise language, as well, so the employee spends more time working than reading. For example, if you're instructing someone to open a door, don't write, "Wrap your four fingers around the bottom of the rounded knob, with the thumb on the top. With increasing force, rotate the bones in your wrist until...." Just write: "Grab the doorknob and turn counter clockwise."

Break each task into discrete steps that can be accomplished with all the tools easily at hand. While writing about the way things should go, consider common problems and provide solutions for them. Allow for the inevitable revision and correction that will occur. Even if the reader uses the procedure in hard copy (paper) form, maintain a digital copy for easy editing.

How to Create a Standard Operating Procedure:

A standard operating procedure to set a uniform code of response to any foreseen situation. Standard operating procedure, or SOP, is a term used to describe a series of actions sanctioned by an authoritative body. Manuals of standard operating procedures increase policy compliance by providing training materials and an on-site reference guide. Research each situation fully to create a standard operating procedure that reduces overall risk while increasing customer loyalty and employee satisfaction.

Difficulty: Instructions: Pen Notepad Word processing program (Microsoft Word, OpenOffice Writer) Printer 1. Write down the situation for which you are creating a standard operating procedure response. Include specific details and any variations on the situation you intend to cover in the SOP. 2. Interview company authorities about how they want this specific situation to be handled at each level of the operation. Take detailed notes and ask questions about any areas of the standard operating procedures as they are described to you. Insert personal thoughts and opinions into the conversation on the matter according to your personal level of comfort with the authority figure in question.

3. Create a multi-faceted standard operating procedure based on the interview with management. Include specific information on reporting responsibilities and chain of command in this basic procedural report. Draft an easily understandable flowchart that spells out the purposed plan of action. 4. Discuss the proposed standard operating procedure with some or all of the people it will effect to solicit their insight on the matter. Take notes so they know you are listening and be sure to record any ideas you feel may improve the policy. 5. Type and print out a rough draft of the step-by-step standard operating procedure that reflects everything you have learned from the research. Present the guide to the establishment for approval with the explanation that it is a rough draft and you would appreciate help with revisions. 6. Collect the revised versions of the SOP. Review remarks and make the appropriate changes to the standard operating procedure so the next draft will be acceptable. 7. Run the final draft of the standard operating procedure by the management before printing copies for those governed by the policy. Send an e-mail regarding the new SOP and ask that it is read.

How to Write a Standard Operating Procedure Manual:

A standard operating procedure is a document that gives step-by-step instructions on how to complete a task. Think of a brownie recipe. In it, you'll find the exact measurements for each ingredient, the type and size pan needed, the oven temperature and the cooking time. By following the recipe, you should achieve the same results each time you make the dessert. An SOP for a business is much the same. In order to achieve consistent results for the same process, the same steps need to be carried out each time. Whether it is in a pharmacy, a bakery or a high technology manufacturing plant, a standard operating procedure describes how to perform a job, tells which position does it and details how frequently it is performed. A group of SOPs, say for a department or an organization, would all come together in a standard operating procedures manual. A complete SOP manual should outline the organization's tasks, showing how individual functions work separately as well as together.

Instructions:

1.Create individual standard operating procedures. In order to write an SOP, you will need to thoroughly understand the task at hand. You might do this by interviewing the people who do the job, reading their job descriptions and talking with end users. If it's possible, perform the task yourself to see what it is really like. 2. Write down each step clearly and concisely. Be sure to keep the process divided into individual steps to make them easily understood. 3. After steps have been documented, have someone go through the procedure, following the steps as written. This will allow for corrections and additions. 4. Get departmental approvals as needed. 5. Repeat this process for all individual SOPs. 6. See how it all fits together. Once all of the SOPs have been created, it's essential to see how related jobs interact. Do the SOPs cover all transfers of responsibility from one position or department to the next? You may need to have departmental or work group meetings to compare SOPs and make sure there are no gaps or overlap. 7. Once all of the SOPs have been created and reviewed, put them in manuals and make sure they are available to all employees who need them. Include for each procedure the date it was written, when it was approved and who approved it. This will be helpful when it is time to update them, as they may not all be updated at the same time

Company Standard Operating Procedures:

Companies maintain standard operating procedures irrespective of their line of business and scale of operations. Standard operating procedures are commonly referred to as SOPs. With SOPs, the company establishes guidelines on how a particular task must be carried out. The guidelines for the task are from start to finish.When a company establishes SOPs for every procedure, there is uniformity in all its operations. Two employees would perform an activity in a similar fashion as long as they follow the SOP.

Standardized Procedures:
SOPs create consistency and uniformity for all tasks. The SOPs are documented by the company. Whenever an employee wants to start out with a chore, he refers to the SOPs. Also, whenever he

is doubt, he refers to them again. The work of the company does not get hampered whenever a productive employee leaves the organization. As the work procedures are standardized, the quality of output of all the employees should remain the same.

Documenting Procedures:
Companies document all their routine and recurring transactions and procedures. The formats and templates for all the operating procedures are the same. These are stored in a database over the company's intranet. All the documents are stored in web pages over the intranet. All the employees can view them. They log onto the intranet with their unique IDs and passwords. This way, companies are able to maintain paperless offices, as well as explain all the procedures to their employees.

Establishing Roles and Responsibilities:

Standard operating procedures establish all the roles to be performed for a task as well as the resources required. The final output is the amalgamation of the tasks performed by several employees. The SOPs help explain the role of each department and each individual employee in the entire organizational process. The management knows what weightage to give to each part of the task. Also, reviewing of task performance becomes easier. The management knows what step succeeds what. In case there is a flaw in Step 1, it knows it must correct it before work commences on Step 2.

Testing Procedures:
The company must draft its standard operating procedures as clearly and explicitly as possible. It must exercise caution to ensure that its procedures are tested both internally within the organization as well as in the market place. Once the information contained in the procedures is tested, it is standardized across the organization. There is very little scope for error if the employees follow the instructions carefully.

Guidelines for SOP:

Standard operating procedures---often referred to as SOPs---allow employees to work efficiently by clearly outlining expectations for each position. When writing your standard operating

procedures, address the roles, rules and consequences of the business. Train your employees in the SOPs and give them easy access to that information to check on protocol.

Employee Roles:
If you want your employees to be efficient and productive, you need to give them a clear understanding of their role within the company. Each employee should know what he is expected to do, how to perform his role and how his performance affects his co-workers' jobs. This means that your employees should not only know their own role in the business, but the roles of those around them. The best way to accomplish this is to outline a concise reporting structure in your SOPs, so everyone knows who is in charge and to whom assignments are delegated.

Rules:
According to Entrepreneur, "an employer can be held liable for the bad behavior of an employee, especially when that bad behavior affects other employees, clients or individuals." This includes sexual harassment and racism. In order to protect yourself and your business and make the workplace safe and productive, you need to establish clear rules that define acceptable behavior and unacceptable behavior in your SOPs. Part of establishing rules includes writing protocols for spotting bad behavior and addressing it.

Consequences:
Employees should know what to expect if they do not behave in an acceptable manner while on the job. When outlining consequences in your SOP, include which unacceptable actions qualify for immediate discharge and which actions may be resolved through a progressive disciplinary approach. Your SOPs should also clearly define the steps of that disciplinary approach. Training: To make your SOPs effective, you must train your employees on their contents. Without a clear explanation of procedures, employees may misunderstand or interpret the SOPs differently than you intended, leading to inconsistency and poor work performances. During SOP training, explain and demonstrate each procedure so there is no confusion. Then allow your employees to

practice the steps of an SOP, offering positive feedback. Finally, make sure to post the SOPs in appropriate locations so they can be easily reviewed by employees

Standard Operating Procedure Guidelines:

Standard operating procedure guidelines, often abbreviated as SOPs, can be a key tool for business success when they are used correctly. Involving employees in the creation of SOPs and regularly evaluating the ongoing effectiveness of a given set of guidelines helps to ensure that SOPs remain current and useful.

Identification:
1.A standard operating procedure is a written guide to facilitate success in a particular project or role. The document provides employees with a tested and proven set of best practices that help employees to tackle specific responsibilities step-by-step. Function: 2. A standard operating procedure serves several different purposes for organizations and employees. SOPs boost employee morale by providing employees with clearly stated expectations, as well as the tools they need to achieve success. SOPs also create a company-wide knowledge base that streamlines complex processes and projects. SOPs can also ensure consistency in treatment and communication.

Features:
1. A standard operating procedure usually has three specific components. First, an SOP should determine the purpose of the procedure by clearly stating what a particular SOP should achieve. SOPs may be used for everything from job descriptions to auditing policies. The bulk of an SOP outlines the procedures needed to accomplish the task.

Finally, an SOP provides resources so that a person using the SOP can easily have his questions answered as they arise. SOPs generally include internal company contacts as well as databases and other information resources in the resources section.

Considerations:
Putting together guidelines for a standard operating procedure is a multilayered process. After an initial SOP is put together, it is reviewed by internal reviewers who have experience with the topic the SOP covers. The SOP is then reviewed by external reviewers for clarity and comprehension. After the reviews, standard operating procedures are tested by employees. An SOP may undergo this SOP testing process several times before being made publicly available to all employees.

Types:
SOPs come in several different varieties. Tool procedures guide employees toward the resources and strategies that help them complete specific tasks. Rules procedures provide guidance for employees about potentially complex issues, such as ethics. Job role procedures make a company's expectations of an employee clear.

Consequences procedures, perhaps the most commonly used, provide information about how employee transgressions are handled.

How to Follow Standard Operating Procedures:

A standard operating procedure is a written set of specific instructions to complete a procedure. A SOP will tell the purpose of the procedure, who is to use it and how it is to be used. It may also reference associated procedures, outline the type of equipment to be used and describe how the procedure should be documented. If an SOP becomes outdated, it can be updated and the older version becomes obsolete. Difficulty:

Instructions:

1. Read the SOP and gather the supplies necessary to complete the procedure. You must use the exact materials and amounts listed on the SOP. An SOP may have a time limit to complete the procedure, so do not begin until you have all of the required materials. 2. Look at the SOP, and find the section listing the procedure steps. Do not begin until you have read and understood what is required of you. An SOP cannot be deviated from, and you must follow the steps precisely and accurately. If you have any questions, see your supervisor for clarification before beginning. If your supervisor approves a deviation from the SOP, fill out a deviation report and have it signed by your supervisor prior to you completing the procedure. 3. Follow the steps exactly as listed. Fill out any required documentation listed in the SOP. Not all SOPs require additional documentation.

How to Prepare Standard Operating Procedures:

According to the U.S. Environmental Protection Agency (EPA) document "Guidance for Preparing Standard Operating Procedures (SOPs),""The development and use of SOPs are an integral part of a successful quality system as it provides individuals with the information to perform a job properly and facilitates consistency in the quality and integrity of a product or endresult." Thus, the proper preparation of SOPs is key to laying the foundation for achieving consistent processes. By following a few general steps, you can prepare SOPs for use within your organization. Difficulty:

Instructions: Word processing software:

1. Identify what procedures or processes in your organization require documentation in order to be carried out in a consistent manner and which persons are most qualified to author the associated SOP. A team approach may be used to both identify the need for the SOP and to write the SOP. 2. Determine a numbering system to ensure adequate document control of your SOPs. The numbering system should be flexible enough to allow for any number of SOPs and any number of revisions for individual SOPs. Have yourself or an assigned document control person maintain the master list so that no duplicate numbers are used.

3. Develop an SOP template that all organizational SOPs will follow using word processing software. For administrative or programmatic procedures, the template should contain, at a minimum, a title page, procedures (including purpose, scope, summary, definitions, personnel qualifications, the procedure itself, checklists and records management), quality control and references. For technical or laboratory procedures, the template should contain, at a minimum, all of the sections for administrative SOPs listed above in addition to safety information, cautions, interferences, equipment and supplies in the procedures section. 4. Write a Standard Operating Procedure on how to write Standard Operating Procedures for your organization, quaintly known as the "SOP on SOPs". Use the developed template and set forth your expectations as to how all SOPs should be prepared, for example, who identifies the need, who assigns the number, what format to use and expectations for what should be included in each section. 5. Prepare the rest of your SOPs based on the method set forth in the SOP on SOPs, making any minor revisions to improve the preparation process in terms of time and quality of the resulting documents.

How to Write a Standard Operating Procedure:

A Standard Operating Procedure, or an "SOP," is a document containing instructions on how to perform a task. It ensures that routine jobs get performed safely and in compliance with applicable regulations. You can write an authoritative Standard Operating Procedure by following these steps. Difficulty:

Instructions:
1. Ask employees using the SOP for their input on how the job should be performed. Expect the document to undergo several drafts before a final can be generated. Have the employees themselves review the drafts for additional suggestions. 2. Prepare a first draft. This draft should map out all necessary steps in the procedure. Determine if any large steps can be broken down into smaller steps. Create a simple flow chart to serve as a valuable first draft.

3. Write the first page including a short introduction giving an overview of the entire job. This way, employees who normally read and perform one step at a time must preview the job from start to finish before beginning. 4. Prepare a header on the first page. It must include the company name and business unit logo, document title, date of creation and specific document number as assigned by document control personnel. Also include an issue number generated by change control. 5. Create a table directly under the header entitled, "Amendment History and Approvals." Include columns for the issue date of the SOP, description of changes and signatures for the SOP originator, department manager and the Quality Control manager. The description of changes briefly should summarize any revisions made to the SOP since its creation. Each revision must be signed by its initiator. 6. Begin the second page with the purpose of the SOP. Include its scope, the contents of the document, definitions of terms or abbreviations used in the SOP, responsibilities of personnel involved in the procedure and references to documents the SOP relied upon, such as trade standards. 7. Finish the SOP by describing the procedure in short steps. Use simple language and avoid describing multiple steps in the same sentence. Once the task has been detailed, date the document and have it signed by the appropriate regulatory personnel. Email the SOP to the document control department and the manager responsible for implementing the procedure

How to Change a Standard Operating Procedure:

Change a Standard Operating Procedure:
Changes to Standard Operating Procedures (SOPs) follow a specific method that a company's Quality and Regulatory Affairs department establishes. Start documenting requested changes to an SOP as soon as relevant personnel consider the revision. Keep a list of conversations regarding these changes by date and participants. Then, include this record as part of your initial request to change an SOP. Difficulty:

Instructions:

1. Identify in writing the need for a change to the SOP. Forward this document to the supervisor of the department that the change affects and to the document control department. 2. Complete a change request form. Decide whether the change requested is administrative or clerical. Administrative changes seek to revise a process the company follows. Clerical changes seek to revise the existing SOP's spelling, grammar, format and clarity. 3. Request a change authorization number from the document control department. Write this number on the front page of the change request form. 4. Prepare an explanation of the requested change. If possible, copy the existing SOP and make red line revisions showing the requested changes. Sign and date the change request form. Submit it to the document control department. 5. Forward a copy of the change request form to the human resources department. Explain whether the department must train employees because of the requested change and which employees the change affects. Require human resources to document the training by date, employees, trainer and subject matter. 6. Submit the training completion data to the document control department. Request that they add it to the original change request form. 7. Distribute the approved change request form to all employees of the company. Identify the form by its control authorization number. Tell employees how to access the form.

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

(1A) You are clear about your role & responsibilities S.NO 1 2 3 4 5 6 TOTAL STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable NO.OF RESPONDENTS 5 5 5 65 20 0 100 PERCENTAGE 5 5 5 65 20 0 100

Interpretation:

From the above information we can interpret that:

1. 65% of the respondents Rated as Agree 2.20% of the respondents Rated as Strongly Agree

(1B) You are satisfied with the nature of jobs

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 5 10 6 55 20 4 100

PERCENTAGE 5 10 6 55 20 4 100

Interpretation: From the above information we can interpret that:

1. 55% of the respondents Rated as Agree 2.20% of the respondents Rated as Strongly agree (1C) The work pressure is manageable

S.NO 1 2 3 4 5 6

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 2 8 60 15 5

PERCENTAGE 10 2 8 60 15 5

TOTAL

100

100

Interpretation: From the above information we can interpret that: 1.60% of the respondents Rated as Agree
2.15% of the respondents Rated as Strongly agree (1D) You are provided with sufficient infrastructural and support at work place

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 75 2 3 5 5 100

PERCENTAGE 10 75 2 3

5 100

Interpretation: From the above information we can interpret that:

1. 75% of the respondents Rated as Disagree 2. 10% of the respondents Rated as Strongly disagree (1E) You are aware of Annual business plan, service rules, HR Policies and work procedures

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 5 10 5 59 21 0 100

PERCENTAGE 5 10 5 59 21 0 100

Interpretation: From the above information we can interpret that: 1.59% of the respondents Rated as Agree
2.21% of the respondents Rated as Strongly Agree

(1F) The communication flow in your department is very clear

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 4 10 6 67 13 0 100

PERCENTAGE 4 10 6 67 13 0 100

Interpretation: From the above information we can interpret that:

1. 67% of the respondents Rated as Agree

2.13% of the respondents Rated as Strongly Agree

(1G) Working relationship with peers/colleagues/subordinates clearly defined

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 6 7 5 72 8 2 100

PERCENTAGE 6 7 5 72 8 2 100

Interpretation: From the above information we can interpret that:

1. 72% of the respondents Rated as Agree 2. 8% of the respondents Rated as Strongly Agree (1H) Transportation facility for commuting every day is available

S.NO 1

STATEMENT Strongly disagree

NO.OF RESPONDENTS 70

PERCENTAGE 70

2 3 4 5 6 TOTAL

Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

10 2 5 13 0 100

10 2 5 13 0 100

Interpretation: From the above information we can interpret that

1. 70% of the respondents Rated as Strongly disagree 2. 13% of the respondents Rated as Strongly Agree (2A) Communication of policies & procedures

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 20 48 12 5 10 5 100

PERCENTAGE 20 48 12 5 10 5 100

Interpretation:

From the above information we can interpret that: 1.48% of the respondents Rated as Disagree 2.20% of the respondents Rated as Strongly disagree
(2B) Demonstrate fair & equitable treatment

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 8 7 3 29 51 2 100

PERCENTAGE 8 7 3 29 51 2 100

Interpretation: From the above information we can interpret that: 1.51% of the respondents Rated as Strongly agree 2.29% of the respondents Rated as Agree
(2C) Gave clear directions for work assignments & responsibilities

S.NO 1 2

STATEMENT Strongly disagree Disagree

NO.OF RESPONDENTS 9 15

PERCENTAGE 9 15

3 4 5 6 TOTAL

Neither agree nor disagree Agree Strongly agree NA-- Not applicable

7 38 25 6 100

7 38 25 6 100

Interpretation: From the above information we can interpret that: 1.38% of the respondents Rated as Agree 2.25% of the respondents Rated as Strongly agree
(2D) Encourage cooperation & teamwork

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 10 3 45 30 2 100

PERCENTAGE 10 10 3 45 30 2 100

Interpretation:

From the above information we can interpret that: 1.45% of the respondents Rated as Agree 2.30% of the respondents Rated as Strongly agree

(2E) Valued suggestions & new ideas

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 6 9 5 60 20 0 100

PERCENTAGE 6 9 5 60 20 0 100

Interpretation: From the above information we can interpret that: 1.60% of the respondents Rated as Agree 2.20% of the respondents Rated as Strongly agree
(2F) Resolve issues promptly

STATEMENT S.NO 1 2 Strongly disagree Disagree

NO.OF RESPONDENTS 4 6

PERCENTAGE

4 6

3 4 5 6 TOTAL

Neither agree nor disagree Agree Strongly agree NA-- Not applicable

11 53 17 9 100

11 53 17 9 100

Interpretation: From the above information we can interpret that: 1.53% of the respondents Rated as Agree 2.17% of the respondents Rated as Strongly agree

(2G) Encourage and take feedback

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 68 2 8 7 5 100

PERCENTAGE 10 68 2 8 7 5 100

Interpretation:

From the above information we can interpret that: 1.68% of the respondents Rated as Disagree 2.10% of the respondents Rated as Strongly disagree
(2H) Conduct your Employee Dialogue on Time

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 70 0 8 12 0 100

PERCENTAGE 10 70 0 8 12 0 100

Interpretation: From the above information we can interpret that: 1.70% of the respondents Rated as Disagree 2.12% of the respondents Rated as Strongly agree

(2I) Gave useful feedback about your performance (through Employee Dialogue and otherwise)

at regular intervals S.NO 1 2 3 STATEMENT Strongly disagree Disagree Neither agree nor disagree NO.OF RESPONDENTS 17 42 11 PERCENTAGE 17 42 11

4 5 6 TOTAL

Agree Strongly agree NA-- Not applicable

9 21 0 100

9 21 0 100

Interpretation: From the above information we can interpret that: 1.42% of the respondents Rated as Disagree 2.21% of the respondents Rated as Strongly Agree
(2J) Took interest in & facilitate your professional growth

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 6 5 7 47 32 2 100

PERCENTAGE 6 5 7 47 32 2 100

Interpretation:

From the above information we can interpret that: 1.48% of the respondents Rated as Agree 2.32% of the respondents Rated as Strongly agree
(3A) Your learning needs are correctly identified on time

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 2 8 4 71 15 0 100

PERCENTAGE 2 8 4 71 15 0 100

Interpretation: From the above information we can interpret that: 1.71% of the respondents Rated as Agree 2.15% of the respondents Rated as Strongly agree
(3B) The learning provided meet the job requirements

S.NO 1 2

STATEMENT Strongly disagree Disagree

NO.OF RESPONDENTS 20 39

PERCENTAGE 20 39

3 4 5 6 TOTAL

Neither agree nor disagree Agree Strongly agree NA-- Not applicable

11 12 10 8 100

11 12 10 8 100

Interpretation: From the above information we can interpret that: 1.39% of the respondents Rated as Dis Agree 2.20% of the respondents Rated as Strongly disagree
(3C) Learning inputs are given on time

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 30 49 0 11 10 0 100

PERCENTAGE 30 49 0 11 10 0 100

Interpretation: From the above information we can interpret that:

1.49% of the respondents Rated as Dis Agree 2.30% of the respondents Rated as Strongly disagree
(3D) You receive adequate technical/functional inputs to do your job effectively

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 37 52 2 6 3 0 100

PERCENTAGE 37 52 2 6 3 0 100

Interpretation: From the above information we can interpret that: 1.52% of the respondents Rated as disagree 2.37% of the respondents Rated as Strongly disagree

(3E) You receive behavioural inputs, which brought about a positive change.

S.NO 1 2 3

STATEMENT Strongly disagree Disagree Neither agree nor disagree

NO.OF RESPONDENTS 20 47 13

PERCENTAGE 20 47 13

4 5 6 TOTAL

Agree Strongly agree NA-- Not applicable

10 8 2 100

10 8 2 100

Interpretation: From the above information we can interpret that: 1.47% of the respondents Rated as Disagree 2.20% of the respondents Rated as Strongly disagree
(3F) You are able to apply the learning inputs at your workplace and this has resulted in concrete

benefits S.NO 1 2 3 4 5 6 TOTAL STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable NO.OF RESPONDENTS 27 53 0 8 2 10 100 PERCENTAGE 27 53 0 8 2 10 100

Interpretation: From the above information we can interpret that: 1.53% of the respondents Rated as Disagree

2.27% of the respondents Rated as Strongly disagree

(3G) You have the opportunity to work in the desired areas

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 27 53 0 8 2 10 100

PERCENTAGE 27 53 0 8 2 10 100

Interpretation: From the above information we can interpret that: 1.53% of the respondents Rated as Disagree 2.27% of the respondents Rated as Strongly disagree

(3H) You found your work challenging

S.NO 1 2 3 4 5 6

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 2 8 6 67 15 2

PERCENTAGE 2 8 6 67 15 2

TOTAL

100

100

Interpretation: From the above information we can interpret that: 1.67% of the respondents Rated as DisAgree 2.15% of the respondents Rated as Strongly agree
(3I) Your talents & abilities are well utilized

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 5 8 2 45 35 5 100

PERCENTAGE 5 8 2 45 35 5 100

Interpretation: From the above information we can interpret that: 1.45% of the respondents Rated as Agree 2.35% of the respondents Rated as Strongly agree

(3J) You have the opportunity to use variety of skills

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 15 5 49 11 10 100

PERCENTAGE 10 15 5 49 11 10 100

Interpretation: From the above information we can interpret that: 1.49% of the respondents Rated as Agree 2.15% of the respondents Rated as Disagree
(3K) There were growth/career opportunities for you

S.NO 1 2 3 4 5 6

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 4 9 0 70 15 2

PERCENTAGE 4 9 0 70 15 2

TOTAL

100

100

Interpretation: From the above information we can interpret that: 1.70% of the respondents Rated as Agree 2.15% of the respondents Rated as Strongly agree
(3L) You are happy with your progress/development

S.NO 1 2 3 4 5 6 TOTAL

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 4 9 0 69 18 0 100

PERCENTAGE 4 9 0 69 18 0 100

Interpretation: From the above information we can interpret that: 1.69% of the respondents Rated as Agree 2.18% of the respondents Rated as Strongly agree
(4) HR policies are administered laterally in all departments uniformly

S.NO A B C D TOTAL Interpretation:

STATEMENT Strongly agree Agree Disagree Strongly disagree

NO.OF RESPONDENTS 18 72 5 5 100

PERCENTAGE 18 72 5 5 100

From the above information we can interpret that:

1. HR policies are administered laterally in all departments uniformly. 2. 72% of the employees rated it as they Agree to the above statement.

(5) Are you flexible with the working hours and attendance recording?

S.NO A B C D TOTAL

STATEMENT Very well Well Less flexible Not at all

NO.OF RESPONDENTS 15 80 5 0 100

PERCENTAGE 15 80 5 0 100

Interpretation: From the above information we can interpret that: 1.Flexibility of working hours and attendance recording.
2. 80% of the employees rated it as they are Well to the above statement.

(6) Ramky Leave Policy is best in the industry

S.NO A B C D TOTAL Yes

STATEMENT

NO.OF RESPONDENTS 20 70 10 0 100

PERCENTAGE 20 70 10 0 100

Yes to some extent To a certain extent No

Interpretation: From the above information we can interpret that:

1. Ramky Leave Policy is best in the industry. 2. 70% of the employees said that they Yes to some extent to the statement.

7) Is the process of confirmation of an employee on probation is done within confirmation date

S.NO A B C D TOTAL Yes

STATEMENT

NO.OF RESPONDENTS 13 67 15 5 100

PERCENTAGE 13 67 15 5 100

Yes to some extent To a certain extent No

Interpretation: From the above information we can interpret that: 1.The process of confirmation of an employee on probation is done within confirmation date 2. 67% of the employees said that they Yes to some extent to the fact.

8. Existing travel rules are very competitive in the industry

S.NO A B C D E F

STATEMENT Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree NA-- Not applicable

NO.OF RESPONDENTS 10 10 5 45 20 10

PERCENTAGE 10 10 5 45 20 10

TOTAL

100

100

Interpretation: From the above information we can interpret that:

1. Existing travel rules are very competitive in the industry. 2. 45% of the employees said that they Agree to the statement.

9) Salary advance limits in the policy are sufficient and meet requirements

S.NO A B C D TOTAL Yes

STATEMENT

NO.OF RESPONDENTS 70 16 14 0 100

PERCENTAGE 70 16 14 0 100

Yes to some extent To a certain extent No

Interpretation: From the above information we can interpret that:

1. Salary advance limits in the policy are sufficient and meet requirements. 2. 70% of the employees rated it as they are Yes to the above statement.

10) Reimbursement of family accommodation for the employee and his family at projects

supports his financial burden and is administered as per the policy S.NO A B C D TOTAL Yes Yes to some extent To a certain extent No STATEMENT NO.OF RESPONDENTS 75 10 15 0 100 PERCENTAGE 75 10 15 0 100

Interpretation: From the above information we can interpret that:

1. Reimbursement of family accommodation for the employee and his family at projects supports

his financial burden and is administered as per the policy.

2. 75% of the employees rated it as they are Yes to the above statement.

11) What type of policies are important according to you

S.NO A B C D TOTAL

STATEMENT Employee exit policy Leave policy Working hours policy Attendance policy

NO.OF RESPONDENTS 10 23 57 10 100

PERCENTAGE 10 23 57 10 100

Interpretation: From the above information we can interpret that:

1. What type of policies are important. 2. 57% of the employees said that Working hours policy is important.

12) Rate the quality of the policies that all you received

S.NO A B C D TOTAL Poor Good

STATEMENT

NO.OF RESPONDENTS 15 70 15 0 100

PERCENTAGE 15 70 15 0 100

Excellent Average

Interpretation: From the above information we can interpret that:

1. Quality of the policies. 2. 70% of the employees rated it as Good.

13) Are you happy with the grievance procedure defined in the service rules?

S.NO A B C D TOTAL

STATEMENT Beneficial Very beneficial Not very beneficial Irrelevant

NO.OF RESPONDENTS 65 20 10 5 100

PERCENTAGE 65 20 10 5 100

Interpretation: From the above information we can interpret that:

1. How the grievance procedure defined in the service rules. 2. 65% of the employees accept it and rated it as Benificial.

14) Would you like to tell us in what aspects RAMKY scores over your previous employer?

S.NO A B C D E F G H TOTAL

STATEMENT Better compensation Better benefits/ perks Better designation Better career opportunities Match/fit with my interests/abilities Better location Better working conditions Better facilities

NO.OF RESPONDENTS 10 5 5 55 5 4 6 10 100

PERCENTAGE 10 5 5 55 5 4 6 10 100

Interpretation: From the above information we can interpret that: 1. In what aspects RAMKY scores over your previous employer.
2.55% of the employees opined that Better career opportunities.

15) How do you rate companys probation and conformation policy?

S.NO A B C D E TOTAL

STATEMENT Excellent Very good Typical Fair Poor

NO.OF RESPONDENTS 45 25 15 15 0 100

PERCENTAGE 45 25 15 15 0 100

Interpretation: From the above information we can interpret that: 1.Companys probation and conformation policy. 2. 45% of the employees rated it as Excellent.
16) When RIL relocates an employee for business purpose an employee is entitled for

S.NO A B C TOTAL

STATEMENT Travel reimbursement Shifting charges All

NO.OF RESPONDENTS 65 25 10 100

PERCENTAGE 65 25 10 100

Interpretation: From the above information we can interpret that: 1.RIL relocates an employee for business purpose an employee is entitled for some facts. 2. 65% of the employees rated as Travel reimbursement to the fact.

17) How important to you are the domestic travel policy in the company?

S.NO

STATEMENT

NO.OF RESPONDENTS 27 59 14 0 100

PERCENTAGE

A B C D TOTAL

Very important Important Unimportant Very unimportant

27 59 14 0 100

Interpretation: From the above information we can interpret that: 1.Domestic travel policy in the company is important. 2. The employees rated it as Important with 59% importance. S.NO A B C D E TOTAL STATEMENT Excellent Very good Typical Fair Poor NO.OF RESPONDENTS 55 20 10 10 5 100 PERCENTAGE 55 20 10 10 5 100

18) How do you rate companys local conveyance policy?

Interpretation: From the above information we can interpret that: 1. How companys local conveyance policy.
2. 55% of the employees rated it as Excellent.

19) HR Policies at Ramky are incorporated with best practices in the Industry?

S.NO A B C D TOTAL

STATEMENT Strongly agree Agree Disagree Strongly disagree

NO.OF RESPONDENTS 60 25 15 0 100

PERCENTAGE 60 25 15 0 100

Interpretation: From the above information we can interpret that: 1. HR Policies at Ramky are incorporated with best practices in the Industry.
2. 60% of the respondents Rated as Strongly Agree.

20) How do you rate companys hr policies and standard operating procedures are helping to reach the company goals?

S.NO A B C D E TOTAL

STATEMENT Excellent Very good Typical Fair Poor

NO.OF RESPONDENTS 70 15 10 5 0 100

PERCENTAGE 70 15 10 5 0 100

Interpretation: From the above information we can interpret that: 1.How companys hr policies and standard operating procedures are helping to reach the company goals. 2. The employees rated it as excellent with 70%. SUGGESTIONS: From my observations from my survey, the following are the suggestions given to the management of RIL:

Policies are basic guide lines. Every policy has a procedure through which the benefits are extended. Having gone through the policies, the intent of the same is comprehended well and basing on this, flowcharts have been constructed for an easy perception by the employee I give my Reco as under:

Policies to be benchmarked with industry enabling to best practices. Continuous improvement should take place to all policies as per the best practices in the industry to fill the gaps. Deployment of policies should be clearly communicated without giving any chance for misinterpretation. Policies must be oriented among the employee community at least once in 6 months

FINDINGS: The following facts & findings are observed in Ramky Infrastructure Limited during my Project Work: 1. Organizational Policies are well communicated to the employees by the management 2. Majority of the employees stated that they are flexible with the working hours and attendance recording. 3. Companys HR policies and standard operating procedures are up to the Vision, Mission and Values of the organisation 4. Most of the employees are strongly agree with the HR Policies at Ramky are incorporated with best practices in the Industry 5. Majority of the employees stated that Domestic travel policy is catering requirements of only M-7 and below employee. 6. Companys probation and conformation policy is excellent. 7. Most of the employees are happy to tell that Ramky has given better career opportunity and Ramky a place to be.... 8. Majority of the employees rated the quality of the policies that all they received as Good 9. Working hours policy is important according to the employees 10. Reimbursement of family accommodation for the employee and his family at projects supports his financial burden and is administered as per the policy

11. Salary advance limits in the policy are sufficient and meet requirements 12. Existing travel rules are very competitive in the industry 13. Process of confirmation of an employee on probation is done in time 14. The communication flow in departments is very clear 15. Working relationship with peers/colleagues/subordinates clearly defined 16. Employees are aware of Annual business plan, service rules, and HR Policies and work procedures 17. Employees have the opportunity to use variety of skills CONCLUSION: From the survey done on SOPs for HR policies in Ramky Infrastructure Limited, the following conclusions can be made: 1. Standard operating procedures play a vital role in successful human resource management. 2. Standard operating procedure helps employees set professional expectations and gives them the tools they need to succeed in meeting those expectations.
3. In a nut shell, it can be concluded that the SOPs are exemplary and meet the Organizational

requirements.

BIBILOGRAPHY:

Websites:
www.ramky.com http://en.wikipedia.org/wiki/Human_resource_policies www.mbatuter.com

 www.books.google.co.in www.themanagementor.com www.referenceforbusiness.com www.ehow.com