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APROJECT REPORTOnStudy of HR Practices & Process of Performance AppraisalWith special reference toADITYA BIRLA GROUPGRASIM I!DUSTRIESR.M.C DivisionHead Office - MUMBAI

Submitted ToTILAK MAHARASHTRA U!IVERSITY, PU!ESubmitted bySATISH PRAKASH GOYALMBA- H..R(2007-2009)I!STITUTE OF BUSI!ESS STUDIES & RESEARCHIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 2Table of ContentsCHAPTER !O. TITLES PAGE !O.1 Acknowledgement 32 Executive Summary 83 Company Profile 94 Organizational Chart 165 Introduction 186 About the projectRecruitmentSelectionPerformance AppraisalTraining & DevelopmentTalent ManagementJob AnalysisOrganisation StructureHuman Resource Information SystemCompany PhilosophyExit Interview

20222528344042475156587 Learnings 658 Observations & Findings 669 Recommendations 6710 Nomenclatures and Abbreviations 6811 Limitations & Bibliography 6912 Annexure 71IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 3

AcknowledgementIt is not possible to prepare a project report without the assistance & encouragement of otherpeople. This one is certainly no exception.On the very outset of this report, I would like to extend my sincere & heartfelt obligation towardsall the personages. Without their active guidance, help, cooperation & encouragement, I would nothave made headway in the project.I would like to express my sincere thanks to Major P.K.Das (GM-HR,Grasim Industries) whogave me the opportunity to work with such an esteemed organization.I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR) who hascontinuously guided me & supported in all the tasks by giving me valuable insight into issues likethe meaning of HR practices, its uses, objectives and tools as well as steps to be considered indeveloping and studying an organizational structure.I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me enough support& cooperation to me by finding time from her hectic schedule. I also thank her for guiding me,clearing the doubts & advising me in the right time to make this project a real learning experience.I am thankful to the entire employee at Grasim Industries (RMC Div.) for their cooperation duringthe internship.Last but not the least, I would thank Dr.M.L.Monga,( Executive Director), Dr.Ginlianlal Buhril,(Director, Navi Mumbai) , Mr.Anurag Shrivastava,(Asst.Dir.) & all my lecturers for giving mean opportunity to work with such an esteemed organization ,guiding& encouraging methroughout.Thanking You:

Satish P.GoyalIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 4

CERTIFICATE FROM THE FACULTY GUIDEThis is to certify that the project work entitled “Study of HR Practices & Process ofPerformance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries ) is abonafide work carried out by Mr. Satish P.Goyal ,a candidate for the MBA June (2007-2009)Examination of Tilak Maharashtra University, Pune under my guidance and direction.Signature of the Guide.2ame : Dr.Ginlianlal BuhrilDesignation : DirectorAddress : IBSAR, _avi Mumbai.Date :Place :IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 5

CERTIFICATE FROM THE U!IVERSITYThis is to certify that the project work entitled “Study of HR Practices & Processof Performance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries )is a bonafide work carried out by Mr. Satish P.Goyal , a candidate for the MBA June(2007-2009) Examination of Tilak Maharashtra University, Pune. The projectreport has been approved as it satisfies the academic requirements in respect of projectwork prescribed for the Masters of Business Administration Degree.Head :Internal Guide :External Guide:Date :Place :IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 6

Executive Summary-The importance of personnel management is being increasingly realized in industrial and non-industrial organization both in India and abroad. The realization has come about because ofincreasing complexity of the task of managers and administrators. In most organizations theproblems of getting the competent and relevant people, retaining them, keeping up their motivationand morale, and helping them to both continuously grow and contribute their best to theorganizations, are now viewed as the most critical problems.So with this reference the project titled Study of Study of HR practices & process ofPerformance Appraisal has been conducted, based on the primary research in Ultratech CementLimited, RMC Division has been prepared to get a better insight into the management practicesadopted by UTCL with reference to HR Policies prepared by the HR department in organization. Itemphasizes on the importance of a clear cut organization structure and culture to avoid anyconfusion in order to achieve maximum result with minimum resources.The project is aimed to cover maximum knowledge of the HR practices followed in the

organization and how the performance is evaluated of employees, what primary factors areconsidered , how data is maintained and finally the evaluation done. Here the HR practices of thecompany have been explained to understand how the company follows these practices and theperformance appraisal process adopted. The practical knowledge has been gained mainly byobserving all the activities taking place in the H.R. department. This is a brief study done to haveunderstanding of the subject H.R., how it is practically implemented, why it is necessary, itsimplications & the benefits.With reference to the HR Practices brief knowledge has been gained how the Recruitment cyclefunctions, Selection done, Training Calendar prepared, what does compensation & cost tocompany means and the steps of performance appraisal.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 7

Company ProfileAditya Birla Group is India's first truly multinational corporation. The group has an annualturnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25 differentnationalities on its rolls.Aditya Birla Group has its presence in 20 countries –India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK,Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.Globally the Aditya Birla Group is:• A metals powerhouse, among the world’s most cost-efficient aluminium and copper producers.Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium rollingcompany and one of the 3 biggest producers of primary aluminium in Asia.In India:• A premier branded garments player.• The 2nd largest player in viscose filament yarn.• The 2nd largest in the Chlor-alkali sector.• Among the top 5 mobile telephony companies.Hindalco:It has established been in 1958, Hindalco deals in Aluminium and Copper and is an industry leaderin both. Hindalco is the world's largest aluminium rolling company and one of the biggestproducers of primary aluminium in Asia. Its copper smelter is today the world's largest customsmelter at a single location. In 2007, Hindalco acquired Novelis and in the process became theworld's largest aluminium rolling company and one of the biggest producers of primary aluminiumin Asia, as well as India's leading copper producer.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 8Aditya Birla !uvo: Aditya Birla Nuvo is a diversified business conglomerate with interests inviscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and insulators.Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into life insurance,telecom, business process outsourcing (BPO), IT services, asset management and other financialservices.Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech cement.Together the two companies under the group account for a substantial share of the cement market

in India.UltraTech cement comprises the erstwhile cement business of L&T which was acquired by thegroup.Ultra Tech Cement manufactures and markets Ordinary Portland Cement, Portland BlastFurnace Slag Cement and Portland Pozzolana Cement. It is the country's largest exporter ofcement clinker. Its export market includes countries around the Indian Ocean, Africa, Europe andthe Middle East.GRASIM I!DUSTRIES LIMITED is the flagship company of Aditya Birla Group. Grasimitself is a multi-product company with cement being the major area of focus. Now a day thecement division of the Grasim industries Limited works under the banner of the Ultratech Cementlimited (UTCL). In August 1998, Grasim acquired the well-known Dharani Cements Ltd situatedat Reddipalayam, Perambalur District. Soon after the acquisition, Grasim embarked on a mostprestigious project of one million top capacity cement plant at the existing locations.READY MIX CO!CRETEIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 9Concrete is a hardened building material created by combining a binder i.e. cement (commonlyPortland cement), aggregate (generally gravel and sand), water and admixtures. Although peoplecommonly use the word cement as a synonym for concrete, it is only one of several components inmodern concrete. As concrete dries, it acquires a stone-like consistency that makes it ideal forconstructing roads, bridges, water supply and sewage systems, factories, airports, railroads,waterways, mass transit systems.Concrete is used more than any other man made material on the planet. It was in 1824, whenJoseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement came intoexistence. However, it was not widely used until World War II, when several large docks andbridges were constructed.Today, different types of concrete are categorized according to their method of installation. Readyor pre-mixed concrete is batched and mixed at a central plant before it is delivered to a site. Thistype of concrete is sometimes transported in an agitator truck and is also known as transit-mixedconcrete. Shrink-mixed concrete is partially mixed at the central plant and its mixing is thencompleted en route to the site.The secret of good concrete lies in the degree of quality controland technical parameters of the mix. UltraTech, the Aditya BirlaGroup Company, which makes good concrete better, maintains ahigh level of precision in its quality assurance procedures andproduces world-class concrete that comes in a package of highlyreliable durability, strength and performance.The making of concrete is a science as well as an art. Science because the right proportions of allthe ingredients as per the standard Bureau of Indian Standards (BIS) code assures the desiredstrength and durability. And an art because it is not just the accurate proportioning whichdetermines the quality of concrete, but the way it is mixed, placed, compacted, cured and protectedalso play a great role.UltraTech Concrete makes good concrete better because the company takes extra care to make

sure it is perfect both ways — proportion wise and handling wise. To ensure quality, each andIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 10every sample of concrete passes through stringent tests in fresh and hardened state to ensurestrength, durability and performance.How does UltraTech Concrete make good concrete better?Right from selecting the raw materials to batching and mixing, transportation, placing of concretetill testing of concrete — UltraTech ensures flawless operation in every stage. Clearly, it's all aboutputting together the right ingredients for that perfect recipe.CementFresh cement, protected from weathering conditions and influence of external environment such asair, moisture etc., is an important ingredient of concrete. UltraTech Concrete plant uses freshcement directly procured from the cement plants through cement bulkers, which in turn pump itdirectly into the concrete silos thus protecting it from the external environment.Coarse aggregatesCoarse aggregates — free from clay, weeds and other organic materials, cubical or rounded with acombination of different sizes and not elongated or flaky — ensure proper strength of the concreteand make it non-porous. These coarse aggregates are a vital ingredient of good concrete. UltraTechConcrete directly sources the aggregates from selected and approved suppliers, tested as per BISfor size, shape, gradation, impact value and crushing value etc.Fine aggregateSand, the fine aggregate used in concrete must be free from silt, clay, salts and organic materials toprevent shrinkage cracks, which affect the concrete quality and durability.UltraTech Concrete directly purchases sand from selected and approved suppliers tested formoisture content. To maintain the correct water-cement ratio, UltraTech Concrete plants usemoisture sensors and an automatic water correction procedure.WaterPotable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic materials isIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 11ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and uses waterpurifiers whenever necessary.AdmixtureAdmixtures used in concrete during mixing ensures its workability (the ease of placing of concretein moulds) and the setting time is carefully chosen from reputed companies. The workability ismeasured for every batch through the slump cone and is controlled using a scientific method ofdosing. UltraTech Concrete is equipped with computerized batching and mixing plants to strictlymonitor the quality of the concrete. It uses a computerized recipe for the raw mix design (cement :sand : coarse aggregate : water : admixture) and quantities of raw materials are weighed

automatically as per the design mix. The water-cement ratio, very important to satisfy the strengthand durability criteria of concrete, is pre-designed through a scientific mix design as per the BISstandards and kept constant throughout to maintain the consistency in quality for a particular mix.Mixing is generally done through high efficiency pan mixers (machine mixers / turbo mixer) toensure uniform and consistent quality concrete.TransportationThe transport of concrete from its place of mixing to the delivery point is very critical, as there ispossibility of the concrete drying out and losing its workability and plasticity.UltraTech Concrete transports concrete from its ready mix concrete plants to the site throughtransit mixers. Further, the concrete is pumped to the actual point of concreting using highefficiency concrete pumps, thus maintaining the homogeneity of the concrete throughout the transittill the final deposition. Placing the concrete is expedited scientifically by specialized deliverytrucks. Qualified and experienced engineers monitor the entire operation.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 12It is anchored by an extraordinary force of 100,000 employees, belonging to 25 differentnationalities. In India, the Group has been adjudged “The Best Employer in India and amongthe top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50per cent of its revenues flow from its overseas operations.Beyond business — the Aditya Birla Group is:Working in 3,700 villagesReaching out to seven million people annually through the Aditya Birla Centre for CommunityInitiatives and Rural Development, spearheaded by Mrs. Rajashree BirlaFocusing on: health care, education, sustainable livelihood, infrastructure and espousing socialcause. .IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 13

Aboutt Ullttrattech Cementt LttdUltratech Cement Ltd is having its own vision, mission and values.Vision of the company:To be a premium global conglomerate with a clear focus on each business.Mission of the company:To deliver superior value to the customers, shareholders, employees and society at large.Values of the company:People contribute when they relate to an organization and they relate, when they understand theorganization. People understand an organization through its values by experiencing the culture thatvalues create and by using the systems and processes that values define. In large organizations,such shared understanding cannot be created through leadership of individuals alone; it requiresleadership of principles, of beliefs, of conviction. Integrity, Commitment, Passion,Seamlessness, Speed. These together constitute what they call their “Value”.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 14

Organizational Chart

RMC CentralIBSAR Navi Mumbai (satishpgoyal@yahoo.co.inHeadHRHeadMktg &SalesHead Sales Head MktgHeadTech.Servicein) Page

HeadRMCHeadOperationHeadO&MHead ITHeadF&CHeadSCMHeadAggregate) 15HeadlogisticsHeadProjectsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.inRecruitmentspecialistAssistantPoornata/MISin) Page

Head HROrg.

DevelopmentMS/PMSTrainingSchoolZonal CoordinatorsNorth/East/West/SouthCity HR/IR& Safety

RMC HR) 16IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 17

IntroductionHR PRACTICESThe success of any business depends as much on appropriate, effective, well-communicated, HRand business practices as it depends on meeting the requirements of mandated laws andregulations. In fact, good planning and the development of effective practices make regulatorycompliance much easier.HR practices helps in increasing the productivity and quality, and to gain the competitiveadvantage of a workforce strategically aligned with the organization’s goals and objectives.KPI's For HR PRACTICESSome of the key performance indicators for Human Resources include but are not limited to thefollowing.• Employees’ clarity on HR policies• Employees’ clarity on roles, responsibilities and expectations• Development of qualitative staff• Number of HR issues arising for which there are no clear policies and guidelines• Competitiveness of compensation structure relative to industry benchmark• Usefulness and accuracy of compensation survey• Lead time to respond to staff welfare issues• Employees’ assessment of promotion criteria and process (clarity, fairness)• Measurement of HR policy violation• Average time required to fill vacancies• Proportion of training programs resulting in productivity improvement• Staff attrition rate• Understanding / Clarity of the Organizational philosophyOutline Internal capabilities and identify gaps on skills-competencies-behavioral aspectsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 18Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports theorganizational strategyDevelop KPI's for each of the strategic objectives.

Track and measure performanceHuman Resources Best PracticesThe best practices in the management of human resources are the ones which optimize a workforceso that it can not only get work done, but also ensure a greater level of efficiency, timeliness andquality as it accomplishes increases productivity overall.Hence the job of the best practices human resources firm is to make sure that these benefits andpay scales meet the company’s budget while remaining attractive and competitive enough to pullin the very best talent possible. We should know that these figures put the company in a good lightwhile also presenting themselves as engaging and competitive for company’s recruitment efforts.OBJECTIVE OF HR PRACTICES:-The main objective of HR Practices is to differentiate the organization from its competitors byeffective and efficient HR Practices. By following this, the organization does its whole workprocess. The objective of HR Practices is to increase productivity and quality, and to gain thecompetitive advantage of a workforce strategically aligned with the organization’s goals andobjectives.As The Transparent HR practices can reduce attrition, Because-Transparent HR practices ensure continuous business growth in every organization.It gives the suitable working environment to the employees.The success of company motivates the employees of organization to continue relationship withit. As all the employees Perks chart has been mentioned according to their designation in the HRpractices, it helps the employees to know what their perks charts are. So it creates a transparency.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 19

OBJECTIVE of the PROJECTAs we know the whole function of HR department depends upon the HR Practices of theorganization. The HR management is done according to the HR Practices of the company. Whichthings to be done and which things should not be done depend upon this only. It also helps theorganization to achieve the target of the organization.The HR policies of the organization have been mentioned in the HR Practices. All the rules &regulations for the employees have been also mentioned in this. All the welfare of the employees’processes is also mentioned in this.So the study of the HR Practices means basically the brief study of all HR functions in theorganization. I believe the HR Practices is a vital part of an organization, which helps theorganization to achieve the goal of the organization.All companies are having their HR Practices but the company who is having the best, is the mostsuccessful company among its competitors. So the company can get success within its competitorsby applying best, effective HR Practices.The main objective of the project isTo understand the HR practices followed & Process of Performance Appraisal.To know what are the uses of HR practices for any organization.How these HR Practices help any organization to know its stand in the market and to be

competitive by implementing good HR Practices for their employees.To understand how the organization would achieve its goals by implementing good HRPractices.To understand the work culture of the organization.HR function is very important in every organization. It helps the organization to manage not onlythe people of the organization but to manage all the working processes in it also. HR isIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 20management function that helps managers to recruit, select, train and develop members for anorganization. Obviously HR is concerned with the people’s dimensions in organizations. HR refersto set of programs, functions, and activities designed and carried out.

HR practices of ULTRATECH Cement Ltd (RMC Division)Effective and Efficient HR practices are very much important for every organization. So, UTCLhas also its HR Practices, which helps it a lot to achieve the targets.Human Resource Management initiatives in any Organization endeavor to change, redefine,revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is effectivelydone with the help of alignment & integration of HR policies & strategies with business goal &objectives.Definition of HRMHRMis concerned with the people dimensions in management. Since every organization is madeup of people, acquiring their services, developing their skills, motivating them to higher levels ofperformance and ensuring that they continue to maintain their commitment to the organization areessential for achieving organizational objectives.HRM is planning, organizing, directing and controlling of the procurement, development,compensation, integration, maintenance and separation of human resources to the end so thatindividual, organizational and social objectives are accomplished.The HR practices of Ultratech Cement Ltd (RMC Division) are as follows:IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 21

1. Recruitment and Selection:RECRUITME!TItis a process to discover the sources of manpower to meet the requirements of the staffingschedules and to employ the effective measures for attracting that manpower in adequate numbersto facilitate effective selection of an efficient workforce.Edwin B. Flippo has defined it as “ the process of searching for prospective employees andstimulating them to apply for jobs in the organization. “OBJECTIVES of RECRUITME!TTo attract people with multi-dimensional skills and experiences that suti the present and futureorganizational strategies,To infuse fresh blood at all levels of the organization,To develop an organisational culture that attracts competent people to the company,To search for talent globally and not just within the company,To design entry pay that competes on quality but not on quantum,To anticipate and find people for positions that do not exists yet.

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PROCESSFinding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees needed.Developing suitable techniques to attract suitable candidates.Stimulating as many candidates as possible.

FACTORS affecting RECRUITME!TI!TER!AL FACTORS EXTER!AL FACTORSEmployer’s brand Socio-economic factorsCompany’s pay package Supply & Demand factorsQuality of work life Employment RateOrganisation culture Labour market conditionsCareer planning & growth Political, Legal, Governmental factorsCompany’s sizeCompany’s products, servicesRole of trade unionsCost of recruitmentCompany’s name & fame.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 23

SOURCES of RECRUITME!TI!TER!AL SOURCES EXTER!AL SOURCESPresent employees Campus RecruitmentRetired employees Private employment consultantDependent of present Data BanksEmployee Referrals Casual ApplicantsTrade UnionsWalk-insHead HuntingMergers & AcquisitionsE-RecruitmentIt helps in translating Business Strategy into people requirements. A combination of internalrecruitment, campus recruitment, and executive search is leveraged to meet up to the changingneeds of the organizationIn today’s rapidly changing business environment, organizations have to respond quickly torequirements for people. Hence, it is important to have a well-defined recruitment policy in place,which can be executed effectively to get the best fits for the vacant positions. Selecting the wrongcandidate or rejecting the right candidate could turn out to be costly mistakes for the organization.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 24

SelectionIt is one area where the interference of external factors is minimal. Hence the HR department canuse its discretion in framing its selection policy and using various selection tools for the best result.

Recruitment of staff should be preceded by:An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determinetheir essential factors) written into a job description so that the selectors know what physical andmental characteristics applicants must possess, what qualities and attitudes are desirable and whatcharacteristics are a decided disadvantage.Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied byprobable years of service) hence bad buys can be very expensive. For that reason some firms (andsome firms for particular jobs) use external expert consultants for recruitment and selection.Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations fromexisting employers to the recruiting employer. However, the 'cost' of poor selection is such that,even for the mundane day-to-day jobs, those who recruit and select should be well trained to judgethe suitability of applicants.Outsourcing is also done through consultancies by mentioning the requirement, number and time.Where the organization does its own printed advertising it is useful if it has some identifying logoas its trade mark for rapid attraction and it must take care not to offend the sex, race, etc.antidiscrimination legislation either directly or indirectly. The form on which the applicant is toapply (personal appearance, letter of application, completion of a form) will vary according to theposts vacant and numbers to be recruited.Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), bypanels of interviewers or in the form of sequential interviews by different experts and can varyIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 25from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment areprobably the most important.Training in interviewing and in appraising candidates is clearly essential to good recruitment.Largely the former consists of teaching interviewers how to draw out the interviewee and the latterhow to rate the candidates. For consistency (and as an aid to checking that) rating often consists ofscoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels,motivation, prospective potential, leadership abilities etc. (according to the needs of the post).Application of the normal curve of distribution to scoring eliminates freak judgmentsThe Recruitment Process of UTCLTherecruitment process of UTCL Cement Ltd starts from the requirement of different departmentsas per to the org chart. Then they tell to the HR Department. HR Department takes the candidatesIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 26from Data bank of company, Poornata etc, then does the short-listing, then does the scheduling forthe interview. After this the selection and negotiation process occurs. Then offer letter is been

given to the selected candidate. The employee then joins in the organization. Then the companyarranges the Induction Program for the employee. After this the recruitment process ends with this.The Chart of Recruitment & Selection Process has been given here.HODRequisition forVacancy to be asper Org ChartHR1. Data bank2. Req Agency3. PoornataShort ListingSchedulingthe interviewSelection &!egotiationOffer LetterJoiningInductionE!DIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 27

2. Performance Management SystemIt is a structured method of formally and objectively evaluating employees’ performance withrespect to their objectives. It addresses the issue of an employee’s development by providing themwith structured and in-depth analysis of strengths and areas of improvement. It provides with inputfor annual increments, training and development.For an organization the aim should not be just to have the best people, but also to retain them andget best out of them.Employee Performance management includes planning work and setting expectations, developingthe capacity to perform, continuously monitoring performance and evaluating it.Most organizations focus on an annual evaluation process for employees and call that PerformanceManagement. However, annual evaluations are often subjective and can lack specificmeasurements and supportive data to help the employee truly improve their behavior.Simply putting, a Performance Management System is essential to the success of any organizationbecause it influences the effort expended by employees, which in turn, drives bottom-line businessresults. Furthermore, the Performance Management System helps an organization identify, recruit,motivate, and retain key employees.An effective Performance Management System should achieve the following:

Review the employment cycle of every employee,Beginning with the recruiting process,Employee development,Ending with effective exit interviews.Employee’s knowledge, skills, and abilities with the organization's human capital needs andbusiness objectives.Provide managers and employees with the tools necessary to focus on short-term and long-termgoals that contribute to both career and organizational success.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 28Support the organization in developing and sustaining a culture that recognizes and rewardsindividual contributions and team performance.Promote a work climate that requires employees to remain flexibly focused. For instance,employees can manage current tasks and unit goals while keeping pace with, and adapting to,change in the work environment.HR Performance Management System can be performed in three steps:Needs AnalysisIdentifying CompetenciesDevelopment of effective Performance Management System.PURPOSEFor Administration-Document HR decisions with regards to performance & its related issues.Determine promotion of employees.Determine increment in pay of employees.Determine transfer & change in job assignments.Determine retention or termination.Decide on layoffs.Decide need for trainingDecide salary & related issues.For Development-Provide performance feedback to all concerned.Identify individual skills, core competencies, strength & weaknesses.Assist employees in setting goals.Identify training needs.Improve communication.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 29Method employed -Rating & Contribution

Management by Objectives (MBO)-Advanced by Peter F. Drucker, way back in 1954. During last decade about 50 organisations haveadopted MBO in work settings.MBO is a process whereby superior & subordinate managers of an organization jointly identify itscommon goals, define each individual’s major areas of responsibilities in terms of results expected

of him & use these measures of guides for operating the unit & assessing the contribution of itsmembers.The MBO focuses attention on participatively set goals that are tangible, verifiable& measurable.The superior & subordinates jointly determine goals to be considered during appraisal period &what level of performance is necessary for subordinates to satisfactorily achieve specific goals.During performance appraisal period the superior & subordinates update & alter goals as necessarydue to changes in business environment.If not achieved identify reasons for deviation.SYSTEM of Performance Appraisal –a) Establish Performance Standard.b) Communicate standard & expectation to employees.c) Measure actual performance, by following instructions.d) Adjust actual performance due to environment influence.e) Compare actual performance with set standards & find out deviations.f) Suggest changes in job analysis & standards if necessary.g) Follow up.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.inPROBLEMS-Rating biases-Halo effectError of central tendency.Personal Prejudice.Recency effect.Mainly the performance management of UTCL is done by online system includes the followingbasic processes1. Annual goal setting2. Mid year review3. Annual performance reviewin) Page) 30IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 31

1.Annual goal setting –In the month of April/May every year, after the annual planning and budgeting rounds, all teamsidentify their KRA’s and goals for the forthcoming financial year. This process occurs by offline.Then the employees fill their goal setting document in the Poornata system, listing the KRA’s,Goals, Measurement Criteria, Assigning Weightage and due date for completion of specific goalsas already discussed offline.Then they notify the same to their manager/immediate supervisor and await approval.The manager recommends any changes if required or else approves the goals set in thedocument.The approval of the goals set by the managers completes the goal setting process.The approved documents will be then available to the employees as well as their managers forthe reference throughout the year. These documents can also be viewed by manager’s manager

(Reviewer) for their indirect subordinates.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 322. Mid Year Review:Mid year review of goals set at the beginning of the financial year held on the months ofOctober/November every year.The mid year review generally initiated by the manager.The main focus of the mid year review is to check if the goals set at the beginning of the year arerelevant or if they need to be revised or updated.The mid year review is also an opportunity for the manager and his team members to identifyand discuss about any performance issues and initiate corrective action for the same.The mid year review does not entail any ratings.3. Annual Performance review:The annual performance reviews against goals set and achieved held during the months of April-May every year.The employee completes his self-review /appraisal against goals set, online in the Poornatasystem and submits the same to his manager for review.The manager then discuss the performance of the employee with him/her off-line, give himfeedback on his performance and capture his own comments and performance ratings against goalsand overall ratings in the manager’s evaluation form.The manager also discusses the employee’s performance as well as rating with the manager’smanager (reviewer) and sends the document to the HR department for further processing.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 33

3. Training and DevelopmentThe needs of individual are objectively identified & necessary interventions are planned foridentified groups, which get rolled out in a phased manner through training calendar.The training and development program is charted out to cover the number of trainees, existing staffetc. The programs also cover the identification of resource personnel for conducting developmentprogram, frequency of training and development programs and budget allocation. Training anddevelopment programs can also be designed depending upon job requirement and analysis.Selection of trainees is also facilitated by job analysis.The company has a strong focus on manpower training according to their requirements. Theinternal training department aims at improving the skill sets relevant to the work profile ofemployees.This includes improving communicationDifferent skillsE-mail programmingOperation systems.The design of the training program can be undertaken only when a clear training objective hasbeen produced. The training objective clears what goal has to be achieved by the end of trainingprogram i.e. what the trainees are expected to be able to do at the end of their training. Trainingobjectives assist trainers to design the training program.

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Training Design-The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal,judgmental skills in order to deliver quality content to trainers.The trainees – A good training design requires close scrutiny of the trainees and their profiles.Age, experience, needs and expectations of the trainees are some of the important factors thataffect training design.Training climate – A good training climate comprises of ambience, tone, feelings, positiveperception for training program, etc.Trainees’ learning style – The learning style, age, experience, educational background of traineesmust be kept in mind in order to get the right pitch to the design of the program.Training strategies – Once the training objective has been identified, the trainer translates it intospecific training areas and modules. The trainer prepares the priority list of about what must beincluded, what could be included.Training topics – After formulating a strategy, trainer decides upon the content to be delivered.Trainers break the content into headings, topics and ad modules. These topics and modules arethen classified into information, knowledge, skills, and attitudes.Sequence the contents – Contents are then sequenced in a following manner:• From simple to complex• Topics are arranged in terms of their relative importance• From known to unknown• From specific to general• Dependent relationshipTraining tactics – Once the objectives and the strategy of the training program becomes clear,trainer comes in the position to select most appropriate tactics or methods or techniques. Themethod selection depends on the following factors:IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in• Trainees’ background• Time allocated• Style preference of trainer• Level of competence of trainer• Availability of facilities and resources, etcImprove performancein) Pagelities ) 35IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 36“Training & Development is any attempt to improve current or future employee performance byincreasing an employee’s ability to perform through learning, usually by changing the employee’sattitude or increasing his or her skills and knowledge.”MEA!I!G OF TRAI!I!G & DEVELOPME!T ACCORDI!G TO UTCL: -The need for Training and Development is determined by the employee’s performance deficiency,computed as follows.Training & Development Need = Standard Performance – Actual Performance

Training: Training refers to the process of imparting specific skills. An employee undergoingtraining is presumed to have had some formal education. No training program is complete withoutan element of education. Hence we can say that Training is offered to operatives.Development: Development means those learning opportunities designed to help employees togrow. Development is not primarily skills oriented. Instead it provides the general knowledge andattitudes, which will be helpful to employers in higher positions. Efforts towards developmentoften depend on personal drive and ambition. Development activities such as those supplied bymanagement development programs are generally voluntary in nature. Development providesknowledge about business environment, management principles and techniques, human relations,specific industry analysis and the like is useful for better management of a company.The Training Inputs areSkillsEducationDevelopmentEthicsProblem Solving SkillsDecision MakingAttitudinal ChangesIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 37Importance of Training & DevelopmentHelps remove performance deficiencies in employeesGreater stability, flexibility and capacity for growth in an organizationAccidents, scraps and damages to machinery can be avoidedServes as effective source of recruitmentIt is an investment in HR with a promise of better returns in futureReduces dissatisfaction, absenteeism, complaints and turnover of employees!eeds of TrainingIndividual levelDiagnosis of present problems and future challengesImprove individual performance or fix up performance deficiencyImprove skills or knowledge or any other problemTo anticipate future skill-needs and prepare employee to handle more challenging tasksTo prepare for possible job transfersTraining given onSafety aspectsBehavorial aspectsTechnical aspectsCommunication skillsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 38Identification of Training !eeds (Methods)Individual Training Needs Identification1. Performance Appraisals2. Interviews3. Questionnaires

4. Attitude Surveys5. Training Progress Feedback6. Work Sampling7. Rating ScalesGroup Level Training !eeds Identification1. Organizational Goals and Objectives2. Personnel / Skills Inventories3. Organizational Climate Indices4. Efficiency Indices5. Exit Interviews6. MBO / Work Planning Systems7. Quality Circles8. Customer Satisfaction Survey9. Analysis of Current and Anticipated ChangesBenefits of Training !eeds Identification1. Trainers can be informed about the broader needs in advance2. Trainers Perception Gaps can be reduced between employees and their supervisors3. Trainers can design course inputs closer to the specific needs of the participants4. Diagnosis of causes of performance deficiencies can be done.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 39

5. Talent ManagementIt is a holistic and systematic process, across the group. It is built on the work done so far onpeople processes, and has a Talent Identification and Talent Development Strategy for all the 3levels of management i.e. Senior, Middle & Junior Management. This is facilitated byDevelopment Assessment Center followed by Individual Development Plan, enabling plannedsuccession and career management.The talent management process includes HR process forRecruitment,Performance,Compensation,Succession planning,Learning and other capabilities around self-service,AnalyticsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 40Reporting.With businesses going global and competition becoming intense, there is mounting pressure onorganizations to deliver more and better than before. Organizations therefore need to be able todevelop and deploy people who can articulate the passion and vision of the organization and maketeams with the energy to perform at much higher levels.Talent management is a key business process and like any business process takes inputs andgenerates output.Talent management is a professional term that gained popularity in the late 1990s. It refers to theprocess of developing and fostering new workers through onboarding, developing and keepingcurrent workers and attracting highly skilled workers to work for your company. Talent

management in this context does not refer to the management of entertainers.Companies that are engaged in talent management (human capital management) are strategic anddeliberate in how they source, attract, select, train, develop, promote, and move employees throughthe organization. This term also incorporates how companies drive performance at the individuallevel (performance management).The term talent management means different things to different people.To some it is about the management of high-worth individuals or “the talented”.To others it is about how talent is managed generally - i.e. on the assumption that all people havetalent which should be identified and liberated.Talent management decisions are often driven by a set of organizational core competencies as wellas position-specific competencies. The competency set may include knowledge, skills, experience,and personal traits (demonstrated through defined behaviors)IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 41

5. Job Analysis & EvaluationIt is broadly categorized in two parts. Job Analysis is a process to understand the job, identify anddisaggregate the activities, competencies and accountabilities associated with the job. It definesand clusters the task required to perform the job. It also clarifies boundaries between jobs. Theoutput of Job Analysis exercise is referred to as job description..IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 42STEPS(Process of Col lect ing Informat ion)“Job Analysis is a process of studying and collecting information relating to operations andresponsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and‘Job Specifications’.”(Systemat ic Explorat ion of Act ivi t ies)“Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedurethat is used to define duties and responsibilities and accountabilities of the job.”( Ident i fying Job Requirements)“Job is a collection of tasks that can be performed by a single employee to contribute to theproduction of some product or service, provided by the organization. Each job has certain abilityrequirements (as well as certain rewards) associated with it. Job Analysis is a process used toidentify these requirements.”Each job is a unique description of a role that a person can hold in an organization or required tobe performed for the business benefit of that organization. When jobs are created, their tasks andrequirements are taken into consideration.Jobs are used in the following components:Job and Position DescriptionShift Planning

Personnel Cost PlanningCareer and Succession PlanningNote:Job descriptions should be as general as possible and as detailed as necessary.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 43

JOBS

JobsHead of DepartmentSecretary Buyer

Jobs are generalclassifications oftasks performedby employeesExamples :Head of DepartmentBuyerSecretaryIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 44

PositionsPositionsPositions are theconcrete representationof jobs. They are heldby individuals at yourenterprise.Job:Head ofDept.Position:HOD : HRPosition:HOD : SalesPosition:HOD : Purchasing

Positions are specific toyour enterpriseMore than one position canbe based on the same jobEach position typicallyrepresents one employee,but may be partially filledby more than oneIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 45Once you have created a job, define the number of positions required the enterprise.Jobs are not staffed by employees. That is the role of positions. If more than one person mustperform jobs, more than one position must be created to meet this requirement.

A position inherits the job’s tasks, and can also be assigned its own additional tasks.Positions can be 100% staffed, partially staffed, or vacant.When we define a position as vacant, the system prompts us to define the period for which theposition will be vacant There will be a central authority that will be designated to declarevacancies and make them available for Recruitment (both internal and external). Positions canfall vacant due to reassignment or Separation as well. Such positions become unoccupied andnot vacant. Vacancy is thus a declared feature for a position.A chief position is a position designated as the leader of a particular organizational unit.By matching the requirements of a position and the qualifications of the employees, we will beable to do career planning for employees and succession planning for positions.A profile matching reports can also be run to review the results of how an existing employee oran applicant fares against the requirements of a position.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in

6. Organizational StructureUsing the basic object types – constructs of relationships is built to mirror the business edifices andprocesses. By assigning object characteristics, validations, requirements etc, we can capturecomplex organizational realities with relative ease.Process Flow:Before creating all of the other necessary objects and relationships, the user must first create aroot organizational unit. Once one organizational unit has been created, it is recommended tocreate the appropriate organizational units below it.Jobs may be created after an organizational unit exists in the model.You can assign cost centers to organizational unitsin) Pagel and Positions.) 46IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 47Inputs:Organization chartRoot org unitAdditional Org unitsJobs if RequiredPositionsDetails to where the positions need to be mapped.Position Details like Position Type, Position Sub Type, Department, and Sub department.Every organization has its organizational structure. According to this every employee has somespecific work. The work also depends upon their levels. As per their levels in different departmentsthey will have to do their work.In RMC business, there are different departments so as to organize the work efficiently andeffectively. These are:HRMarketing

TechnicalCommercial and AccountsITKey AccountsCRMQualityAs for different departments different works has been specified for the different levels of people. Ithelps them to perform their work, which has been specified to him. For similar jobs also the workof the employees’ has been structured properly, to avoid the repetition of the work with the otheremployees. It helps in decrease the overlapping of the work.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 48To manage the different levels of work the employees have been separated in to differentdesignations and different depts. According to their area of specialization. The designations whichhave been given to the employees are based on the skills they have, grades, knowledge, varyingexperiences. These designations have been specified as per the standard HR Practices of theorganizations, so as to make the organization different from other organizations.In this way the organization stands in a better position than its competitors in the competitivebusiness.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 49The different designations given to the employees in UTCL (RMC Division) are given in thefollowing table.Designation (s)Jt. President /Jt. Exc. PresidentSr. Vice PresidentVice PresidentAsst. Vice PresidentSr. General Manager / General ManagerDy. General ManagerSr. ManagerManagerDy. ManagerAsst. ManagerSr. Engr. /Sr. OfficerEngineer / OfficerAsst. Engr. / Asst. OfficerJr. Engr. /Jr. OfficerSr. SupervisorSupervisorSupport StaffIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 50

7. Human Resource Information SystemPOORNATA, an ERP (People soft) implementation of Human Resource practices has beenintroduced in UTCL to elevate HR processes to world class levels and standardize them across

Units and Businesses. This has resulted in single integrated HR-ERP for all management cadreemployees of the group. These automated HR Processes will also aid in faster, efficient, timely andaccurate data availability to Management for decision-making.UTCL’s People Soft Enterprise Performance Management (EPM) enables it to achieve world-classperformance by aligning the right information and resources to strategic objectives. People SoftEPM offers performance management solutions for every budget and every phase of themanagement cycle, helping its managers to formulate strategies for profitable growth, alignstrategies with operational plans, and actively monitor day-to-day operations.Poornata helps a lot in the different works of the organization. It helps in the following waysIt helps in entry of all the database of all the employees.It reduces time to note all the databases of the employees.It reduces different mistakes or errors while maintaining the databasesIt helps in doing performance appraisal of the employees.It also helps in doing the data updation of the employees.It helps in recruitment and selection of the employeesIt reduces the time of the workIt also reduces the no of employees for maintaining the database.It helps in maintaining the job description of employees.It records the compensation details for the employee.Poornata also helps the employees in this way,IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 51Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata ID,which helps the employees to know about the different policies of Organization.They can know these policies directly from the ERP system.As it done only through Online, there is no delay in getting different infomations.It also helps them to do the reporting to the concerned person.They can also fill their problems which they face during their work and send to theirdepartments.In this way Poornata helps not only the managers but the employees also.Poornata (ERP) helps UTCL in the following waysPoornata helps in performing day to day roles.Introduction – Poornata helps in creating and updating of the positions of the employees.Each position will correspond to specific vacancy in the organization, have a specific headcountdefined for it and is also tied to the following specific attributes:Business unitDepartmentCompanyJob codeLocationRegulatory RegionJob FunctionReporting to position (The position to which this particular position reports to)Career stagesEvery time one or more of the above attributes change, the same have to be updated for the

position, or a new position may need to be created corresponding to the new combination of theattributes.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 52Any individual who occupies a position will inherit the above-mentioned attributes of the position.A position is thus specific and particular opening in the organization, as opposed to job codes,which are more generic in nature. Job codes reflect the job points of the jobs across theorganization, whereas a position number reflects a specific job description in the organization.Poornata helps and gives hints and warns the user the important information he must know aboutthe Poornata system.It provides the additional information to assist the user & provide key information.It also tells the frequently asked questions with respect to hiring employees.It also shows the common error and warning messages that the user may get at the time of hiring.It needs the information about regarding these:Employee ID, Position Number, Job code (the job points of the employee), Company (The legalentity to which an employee /department is attached.), The Business unit to which the employeebelongs to, Location (i.e. where the employee works), Department etc.Following are the steps that will be used to maintain positions and department budgetsCreating new positionsUpdating the information for existing positions as and when required1. Creating a new positionA position corresponds to a specific vacancy in the organization. Hence a position should becreated in Poornata, only when a new vacancy has arisen in the organization, and the approval forthe same has been obtained offline.Only after the offline approval has been obtained, should the position be created in the system, i.e.only pre-approved positions should be entered in to the system.2. Updating The information for existing positionsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 53From time to time the user should update the information for an existing position.Typical situations are when:The position attributes or the approved max headcount for the position has changed.The position no longer exists.Organizational Restructuring.Direct Hire Process:It helps in doing the directly hiring an employee by Poornata system.Introduction: The direct hiring process involves an employee being directly added to the Poornatasystem that is the situation where his information doesn’t exits as applicant in the Poornata system.An employee on joining the group would fill up the joining check list and the related forms as perthe unit policy. The HR administrator would then hire him into the system by capturing his

relevant information with respect to his personal job compensation, qualifications and dependents’information.The hire action will be used to capture the event of the employee’s joining the organization. Therecan be either of two reasons for hire:Joining the ABG: This will reflect the situation where an employee joins a unit of the ABGgroup directly.Joining the acquired company: This will reflect the situation where an employee had joined anorganization, which was subsequently acquired by ABG.Going forward the action of joining the acquired company will be used to enter the data of thoseemployees from the non-management cadre moving into the management cadre who had originallyjoined a company that was acquired by ABG.The following information would be captured at the time of hiring the employee.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 54Personal information – Name, address, NIN, DOB, gender marital status, religion / caste.Job related information related to hiring, his position a related details.Compensation information with respect to the break of his CTCRecording personal actions for an employeeIntroduction: Post hiring as the employee moves through the organization, there would be variouskinds of updation in the employee data. Broadly the processes that an employee could movethrough in the course of his life cycle in the organization comprise:Probation, followed by confirmation.PromotionPay rate changeTransferResignationTerminationSeparation /RetirementIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 55

8. Compensation Philosophy of the company-It is an outcome of what the Organization would like to pay for, which is determined by externaland internal factors. All the processes are aligned to reinforce the philosophy. The company viewscompensation not only as something that reflects on the pay slip or in the CTC (Cost To Company)but also they are concerned about overall employee well being though they may not put anymonetary value on items like Scholarships, Club membership, Retirement benefit, Health andAccident coverage.The Group’s approach towards various aspects of compensation focuses on:• Pay for performance (Variable Pay)Rewards stretch performance which is linked to business, team and individual results• Compensation increasePay for the job

Internal equity based on contribution to the organization• External benchmarkingRelevant industry segment and people marketParameters beyond compensation: head count/ level/ reportingIndividual profile and performanceTo be market aware, not blindly follow market practices• Compensation structureTax efficient but compliantCommon perk structure but varying amountIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 56Three major terms used in the company’s compensation:1. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paidon monthly / annual basis. This includes base salary, all perks and reimbursements and retrialssuch as PF, Gratuity and Superannuation.2. Variable Pay: This is the variable component, payout of which is contingent on Business,Unit/Zone and Individual performance. Targets for the year will be fixed and communicated at thebeginning of every performance year3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.CTC is decided based on designation, qualification and experience. Basic is around 42% of fixedcost without housing. Perks and allowances are fixed as per the designations. Variable pay basedon job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance amount ispaid as special allowance.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 57

9. EXIT I!TERVIEWSAn exit interview is simply a conversation between a departing employee (who is leaving thecompany either voluntarily or involuntarily) and a representative from the organization. Theinterview can follow a structured format or be conducted on an informal basis; writtenquestionnaires can even be used in place of a face-to-face meeting. Whichever format is used, exitinterviews are generally documented.Traditionally, exit interviews are conducted with employees leaving an organization. The purposeof the interview is to provide feedback on why employees are leaving, what they liked or didn’tlike about their employment and what areas of the organization they feel need improvement. Exitinterviews are one of the most widely used methods of gathering employee feedback, along withemployee satisfaction surveys.Benefits of Exit InterviewExit interviews can be a win-win situation for both the organization and the leaver. Theorganization gets to retain a portion of the leaver’s knowledge and make it available to others,while the leaver gets to articulate their unique contributions to the organization and to ‘leave theirmark’.Exit interviews offer a fleeting opportunity to find out information that otherwise might be moredifficult or impossible to obtain. The exit interview is an important learning tool for employers.

When properly conducted, the interview provides the employer with the opportunity to:Discuss and clarify the reasons for the terminationClarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused vacation,conversion or continuation of benefits, terms of a severance package, unemployment insurance,etc.)Explain company policies relating to departing employees (e.g., trade secret confidentiality,restrictive covenants or non-compete agreements, the possibility of future re-employment,freelance or contract work, the provision of references to prospective employers, etc.)IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 58Ensure the return of keys, security cards, and company propertyObtain information about improper or questionable management practices connected with theemployee's terminationObtain information about a supervisor's management skillsObtain information about how effectively a department operatesObtain feedback about employees' opinions and attitudes about the companyResolve or defuse any remaining disputes with the exiting employeeProtect itself against subsequent charges that the employee was forced to resign (i.e.,constructive discharge)UTCL is doing this interview. Because it knows “Learn of potential changes in policies andpractices that may make the company more competitive (e.g., compensation and benefits packages,flexible work arrangements).IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 59

EXPOSURE TO OTHER KEY HR OPERATIO!SApproval of loans.Expense related issues.Clearance certificates.Local conveyance.Exit interview form.Application form.Joining formalities.Making joining letters.Maintaining personal files with updated details.Verifying Mediclaims.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 60Comparison of HR Practices With the MASLOW’S theory-MASLOW’S !EED HIERACHY THEORYExplanation:-According to Maslow “Human beings have wants & desires which can influence their behavior.Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators. Sinceneeds are many, they are arranged in the order of their importance, or hierarchy from the basic tocomplex.”Self-EsteemBelongingness & LoveSafety !eeds

Physiological !eedsISelfActualizationIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 61Physiological !eeds -The most basic, powerful & obvious of all human needs is the need for physical survival. Includedin this group are the needs for food, drink, sleep, protection from extreme temperature etc. Thatmeans the basic needs.In UTCL physiological needs are represented byEmployees’ concern for salaryBasic working conditions.E.g.-In workers level it is providing the basic needs (e.g. through wages), which are required forthem.It gives all hygienic factors to the workers (better working environment). It’s also providinguniforms & shoes, so that they will get satisfied at their working place and get motivated to workefficiently.It’s not only providing the physiological needs at working level but at employees’ level also.Safety !eeds-Once physiological needs are met, another set of motives, called safety or security needs, becomemotivators. The primary motivating force here is to ensure a reasonable degree of continuity,order, structure, & predictability in one’s environment.In UTCL security needs means the factors likeJob security,Salary increments,Safe working conditions etc.It also satisfy the safety needs of employees includeGroup insurance,Provident fund, gratuity,IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 62Safe working conditions,Grievance procedure,System of seniority to govern lay-off etc.It’s definitely provides job securities to its employees because once employee get in to theorganization, the chances of retrenchment is very less till the employee has not done any thingmisconduct. Because of these reasons employees can satisfy their safety needs. That is the reasonfor low attrition in the organization.Belonging & Love !eeds -The belonging & Love needs constitute the third level in the hierarchy of needs. These needs arisewhen physiological & safety needs are satisfied.In UTCL the work groups are very co-operative.There present the peer acceptance,

Professional friendship &Friendly supervision in the organization.Here the managers also encourage informal group.So there is completely a friendly working environment.That’s why employees are very friendly.Self-Esteem !eeds-Next in Maslow’s hierarchy is esteem or egoistic needs.In the work place of UTCL, self-esteem needs are;Job title, merit pay,Peer/supervisory recognition,Challenging works,Responsibility etc.The Group fulfils these needs by givingChallenging work assignments,IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 63Performance appraisals,Performance recognition,Involving employees in goal setting & decision making.In this way UTCL satisfies the self-esteem needs of employees.Self-Actualization !eeds-Finally if all the above four levels’ needs are satisfied, the needs for self-actualization comes. Theemployees who are in the highest position in UTCL are comes under these needs like:1.V.P.,2.President,3.GM etc.4.All top level employees.They are getting all types of facilities like mobile, medical, education, conveyance allowancesetc.So they are in the position that they are satisfied with all the needs. Now they are helping theirjuniors for the betterment of the organization. All the five needs of Maslow’s hierarchy arefulfilled by UTCL. So the employees are getting motivated and performing efficiently in theorganization, which impacts directly on the success of UTCL group. That’s why the attrition rate isless in the organization, which is one of the reason for the success of the companies.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 64

KEY LEAR!I!GS FROM THE PROJECTFirstly it was a very good experience to work and learn with a world class for two months as itwas my first step into the corporate world.When I saw my senior people doing each & every kind of work I came to know how muchimportant is each & every work. Maintaining files in systematic manner with each & every detailis very important, if not done it hinders the work whenever these are required for reference inmedical claim formalities, appraisal etc.As I worked with the employees of HR department in the organization during the project theyshared their experience and learnings with me, which was a very good opportunity I got during my

project.I learned different HR Policies of the organization which were unknown to me before entering tothe corporate world.I also learned how much the values and culture of the organization impacts the employeesproductivity. Like here the Seniors were approachable in nature, I felt an open culture.Many a times I felt people are not open to new ideas and they are resistant to change.I have gained some learning from every individual working here; it might be in terms ofknowledge, skills, behavior or personal traits etc.I have learned many small, minute things by observations, being in the HR department for 2months, which could not be learnt simply by reading books theoretically. The practical experiencewas totally different.I have also learnt that a HR person should be very polite, soft spoken & good in handling people.Co-ordination with all departments is very necessary especially with Finance Department.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 65

OBSERVATIO!S A!D FI!DI!GSDuring the study of the project I observed different functions of the HR Department. I gotthe knowledge about the different types of HR Policies functioning in the organization. Ialso got knowledge about how the organization is following their values in a very sincereway.I learnt how and what types of facilities are being provided to the employees .I also observed how they are doing the Performance Appraisal on basis of theachievement of the targets by the employees in the time given to them through ERP.I got the knowledge about different departments in a manufacturing company and ideaabout the challenges what the employees are facing while performing their work.As I worked on the ERP system of the organization, I came to know that how they aremaintaining the database of the employees for all departments region-wise & itsimportance.They emphasis on providing proper working environment to their employees, so that theemployees can work efficiently & smoothly .IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 66

RECOMME!DATIO!SThe company should give the compensation as per to the skills, so that the employees coulddo the efficient work.Organizations must enhance work force motivation to improve productivity. Workers mustbe encouraged and motivated to develop a customer satisfaction mind set.Organizations need to empower their workers by allowing them greater autonomy andcontrol and to design jobs that are more stimulating. This will enhance the personalproductivity.Interdependency of different departments should be well studied, co-ordinated for effectiveoutput.Training schedule is worked out well here with proper planning schedule.Recruitment proper planned, structured according to openings in plant, new vacancies.

Goal Setting programs undertaken with schedule to find potential prospective employeesfor higher posts, giving training, discussing the on job responsibilities.The employee goals are well studied and structured. The Key Related Areas are properlydesigned & clearly mentioned to employees.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 67

!OME!CLATURE A!D ABBRIVIATIO!1. UTCL: - Ultratech Cement Ltd.2. VSF: - Viscose Staple Fibre.3. KPI: - Key Performance Indicator.4. VFY: - Viscose Filament Yarn.5. RMC: - Ready Mix Concrete.6. OYOCS: - Own Your Own Car Scheme.7. CRM: - Cement Research Management.8. EPM: - Enterprise Performance Management.9. ERP: - Enterprise Resource Planning.10. HRA: - House Rent Allowance.11. LTA: - Leave Travel AssistanceIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 68

LIMITATIO!SDuring the project there were various constraints, which were faced.The review is done in retrospect and is an average of six months old, so recollection ofevents is poor .The opinions of staff and manager are often in opposition, causing de-motivation .The process is usually Manager driven and the staff member is expected to be compliantin the interview .The process usually involves the Manager giving their opinion and the staff memberhaving to defend the position, rather than a positive discussion .The process is usually done in a rushed manner to meet a budget development processand therefore loses its relevance to performance .Results of merit rating are not accurate unless factors in the assessment are relevant.Sometimes,proper weightage may not be given to different qualities to be rated.Actual rating of subjective factors like initiative & personality of employees may not beon scientific lines.Superior may be biased.Method of Appraisal unreliable.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 69BIBILIOGRAPHY:References:Websites:www.adityabirla.comwww.bizhrguide.comwww.grasim.comText Books:STEPHE!S ROBBI!S

C.B.MAMORIA & S.V.GA!KARPersonnel ManagementHimalaya PublicationIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 70

A!!EXURE-1Process of Performance AppraisalEmployee Evaluation at Managerial LevelMr.X , Div., Desig.ABG Performance Doc.:07/01/2007 – 06/31/2008Section-1 –JOB PURPOSERMC (Zonal Head,Karnataka)Description:To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.Ensure achievement of both sales & credit targets, optimizing of resources.Develop/ harmonize team operations of plant / marketing for achieving customer satisfaction &maximum output.Focus on future commercial / dedicated expansions.Section –2 –KRAKRA No.1 SALES & MARKET SHAREDescription: To achieve the Sales Targets as per Budget with increase in market share.KRA No.2 CREDIT CONTROLDescription: Reduction of critical o/s , Reducing no. of days.KRA No.3 OPTIMIZATION OF RESOURCESIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 71Description: Optimising Manpower resources to generate maximum output.KRA No.4 CUSTOMER SATISFACTIONDescription: Ensuring customer satisfactionKRA No.5 MARKET EXPANSIONDescription: Market expansion for commercial & dedicated plants.KRA No.6- STATUTORY COMPLIANCESDescription: Ensuring operation of plants with all legal compliances.Section-3- EMPLOYEE GOALSGoal 1: Supports KRA No.1 Weight-20%1.Description: To achieve the Sales Targets as per Budget.2.Measurement: Actual sales achieved every month compared with targeted volumes.3.Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, lossdue to strike.Rating: Exceeds-110-117%Goal 2 : Supports KRA No.1 Weight-5%1.Description: Achieve & retain market share as per sales target.2.Measurement: To be monitored monthly via-a-vis budget.3.Comments: Market share improved from last year 19% to this year 23% despite constructionindustry showing trends of slow down.Rating: Far exceeds Expectation>120%Goal 3: Supports KRA No.2 Weight : 10%

1.Description: Credit controlIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 722.Measurement: Monitor the same every month for number of days & reduction in critical.Outstanding as compared to the budget.3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major accountsreconciled.Rating: Exceeds Expectation>120%Goal 4: Supports KRA No.3 Weight:20%1.Description: Optimising manpower resources, maximizing output forpumps/plant.2.Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum ;output &harmonious operations etc.3.Comments: Harmonius operation was ensured by timely requirement& in house training.Rating: Exceeds>110-117%Goal 5: Supports KRA No.4. Weight:10%1.Description: Ensure Customer Satisfaction2.Measurement: Feedback from Customers.3.Comments: Mobile testing facility started at Banglore.Feedback from customers obtained & periodically analysed.Rating: Far Exceeds Expectation>120%Goal 6: Supports KRA No.5. Weight:10%1.Description: Market expansion for commercial & dedicated plants.2.Measurement: As per expansion plans based on market potential.3.Comments: Market expansion in Manglore and Mysore achieved with in two months ofcommercial production achieved market share of 25%.Rating: Far Exceeds Expectation>120%IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 73Goal 7: Supports KRA No.6. Weight: 15%1.Description: Ensure operation of plants with all legal compliances.Safety norms followed in all plants.2.Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff & workers.3.Comments: Training programs/Demos conducted in all plants.Rating: Far Exceeds Expectation>120%Section 4 – Employee Mid Year Review Comments-Description:To achieve sales target as per budget : Against budgeted target of 282000 cu.m achieved 263000cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.Achieve & Retain market share: Market share of 22% achieved. Improvement of 3% onYOYbasis.Credit Control: No. of days o/s reduced from 38days to 27days.Optimisation of Resources: with in 2 months of operation.Ensure customer satisfaction: Mobile concrete Training facility introduced.Market Expansion through dedicated plants: 1captive plant started & successfully running.Ensuring legal compliances: All legal compliances are met.Major Challenges:

Creating differentiation in product & services to enhance brand premium.IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 74Manager’s COMME!TS –Sales target impacted due to 18 days strike, otherwise would have achieved.BLK project plant, a good initiative.Cr control has significantly improved but still more needs to be done & focused into.New products to be pushed & new plants have been well established.Section 5- VALUESValuesCommitmentPassionSeamlessnessSpeedSection 6- EMPLOYEE COMME!TSSection 7- Training !eedsSection 8- Career Aspiration

A!!EXURE-2IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 75IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 76

A!!EXURE- 3EMPLOYEE REFERRAL APPLICATIO! FORM(RMC DIVISIO!)E Code No:Employee Name:Department:Location:Contact Details:Position Referred For: Location:Referred Candidate’s Name:I hereby declare that I know the above candidate personally/professionally and he is willing tojoin RMC business of ABG if found suitable and offer given to him as per his satisfaction.Signature of the Employee Signature of HRDate:IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 77

Annexure- 4TRA!SFER REQUEST FORM!AME OF TRA!SFEREEPOSITIO!DESIG!ATIO! / JOB BA!DEMPLOYEE CODEPRESE!T LOCATIO!PRESE!T DEPARTME!TPRESE!T SUPERIOR(!AME & POSITIO!)

FU!CTIO!AL HEADLOCATIO! O! TRA!SFER!EW POSITIO!!EW DEPARTME!TDATE OF TRA!SFER!EW SUPERIOR (!AME &POSITIO!)!EW FU!CTIO!AL HEAD!EW ZO!EZonal / Functional Head(Transferor)Zonal / Functional Head (Transferee)