m bahr finance project

8/9/2019 m Bahr Finance Project

1/97

“A CASE STUDY ON RETAINING THE BEST TALENTS IN

MURUGAPPA GROUP OF COMPANIES CHENNAI”

PROJECT REPORT

( A Report submitted in Partial Fulfillment of the requirements for the degree of

Master of Business Administration in Pondicherry University)

Submitted by

ANIL UMAR HADA

ENROLLMENT NO! "#$#%&"'&$

MBA Hum() Re*+u,-e M()(.eme)t

/C+u,*e C+de "%&0

DIRECTORATE OF DISTANCE EDUCATION

PONDICHERRY UNI1ERSITY

PONDICHERRY 2 3"' "$4

M(y #"$4


2/97

CERTIFICATE OF THE GUIDE

This is to certify that the Project Work titled “A CASE STUDY ON

RETAINING THE BEST TALENTS IN MURUGAPPA GROUP OF

COMPANIES CHENNAI” is a bonafide work of ANIL UMAR HADA5

Enroll No: "#$#%&"'&$ carried out in partial fulfillment for the award of deree of

!"# $uman %esource !anaement of Pondicherry &ni'ersity under my uidance This

Project work is oriinal and not submitted earlier for the award of any dereediploma or

associate ship of any other &ni'ersity*nstitution

P6(-e! C7e))(i Si.)(tu,e +8 t7e .uide

D(te! P,+89 R9 SEL1APARY M9A95 M9P7i6

De:(,tme)t +8 E-+)+mi-* /1i*iti). F(-u6ty0

PULC 2 T;i))i). P,+.,(mme

L+y+6( C+66e.e9 C7e))(i 2 3"" "%4

STUDENTS


3/97

I5 ANIL UMAR HADA hereby declare that the Project Work titled “A

CASE STUDY ON RETAINING THE BEST TALENTS IN MURUGAPPA

GROUP OF COMPANIES CHENNAI” is the oriinal work done by me and

submitted to the Pondicherry &ni'ersity in partial fulfillment of re+uirements for the

award of !aster of "usiness #dministration in $uman %esource !anaement is a

record of oriinal work done by me under the ,uper'ision of

P,+8 9R9 SEL1APARY M9A95 M9P7i69

E),+66 N+! "#$#%&"'&$ Si.)(tu,e +8 t7e Stude)t

D(te !

ACNO=LEDGEMENT


4/97

* would like to thank the -o. ordinator/ Pondicherry &ni'ersity and 0oyola -ollee

Twinnin Proramme for pro'idin all the encouraement and 'aluable inputs to do the project

work by orani1in seminars * wish to con'ey my heartfelt thanks to

P,+89 R9 SEL1A PARY9 M9A95 M9P7i695 2ept of Economics 0oyola -ollee/ -h.34/ 5isitin

faculty $uman %esource !anaement/ Pondicherry &ni'ersity. 0oyola Twinnin proram for

i'in me all the 'aluable uidance to impro'ise the project

* would like to thank “!&%&6#PP# 6%7&P 78 -7!P#N*E,9 for pro'idin me an

opportunity to work with them and i'in necessary uidance in completin the project to the

best of my abilities * am oblied to M,9PARTHASARATHY/ ,enior $% !anaer and

M,MURALI GIRI5 ,enior #dmin !anaer . *T . Projects/ !uruappa 6roup of -ompanies/

-hennai who pro'ided me the essential information and etended his best support

* would like to etend special ratitude to M,9 PARTHASARATHY/ ,enior $% !anaer and

M,9MURALI GIRI ,enior #dmin !anaer *T . Projects/ !uruappa 6roup of -ompanies/ for

bein my company uide and pro'idin me an insiht into 'arious issues pertainin to cases

mentioned in the report This is his sincere support and consistent uidance that led to the

completion of the project 8inally it is my foremost duty to epress my ratitude to my parents/

sister and friends for their moral support and encouraement without which would ha'e not be a

complete one

/ANIL UMAR HADA0

E>ECUTI1E AND SUMMERY


5/97

E'ery orani1ation needs in'entory for smooth runnin of its acti'ities *t ser'es as a link

between production and distribution processes The in'estment in in'entories constitutes the

most sinificant part of current assetsworkin capital in most of the undertakins Thus/ it is

'ery essential to ha'e proper control and manaement of in'entories The purpose of in'entory

manaement is to ensure a'ailability of materials in sufficient +uantity as and when re+uired and

also to minimi1e in'estment in in'entories %aw materials/ oods in process and finished oods

all represent 'arious forms of in'entory Each type represents money tied up until the in'entory

lea'es the company as purchased products "ecause of the lare si1e of the in'entories

maintained by firms/ a considerable amount of funds is re+uired to be committed to them

*t is therefore absolutely imperati'e to manae in'entories efficiently and effecti'ely inorder to a'oid unnecessary in'estments # firm nelectin the manaement of in'entories will be

jeopardi1in its lon run profitability and may fail ultimately The reduction in ecessi'e

in'entories carries a fa'orable impact on the company;s profitability

The study starts with an introduction to in'entory manaement/ -ompany;s profile/

#chie'ements and also the need for study/ re'iew of literature and objecti'es are set out for the

study %esearch methodoloy/ 2ata analysis < *nterpretation/ 8indins and ,uestions of the

study follow

7ne of the main areas of the project is the analysis part/ where the data are analy1ed <

interpreted/ to find out how the in'entories were manaed ,ome of the tools used in in'entory

are reardin to:

Economic 7rder =uantity

,afety ,tock

8,N #nalysis

Trend #nalysis and

*n'entory Turno'er %atio

TABLE OF CONTENTS


6/97

CHAPTER NO TITLE PAGE NO

$

INTRODUCTION

$9$ Ob?e-ti@e +8 t7e Study

$9# Need 8+, t7e Study

$9% S-+:e +8 t7e Study

$94 Limit(ti+) +8 t7e Study

$9' Re*e(,-7 Met7+d+6+.y

#

4

4

3

3

# COMPANY PROFILE $$

% RE1IE= OF LITERATURE %

4 DATA ANALYSIS AND INTERPRETATION 4%

' FINDINGS5 SUGGESTION5CONCLUSIONS 4

BIBLIOGRAPHY #

UESTIONNAIRE 4

LIST OF TABLES


7/97

TABLE

NO TOPICS PAGE NO

4> 6EN2E% 44

4? #6E 4@

43 2E,*6N#T*7N 4A

44 E2&-#T*7N#0 =*8*-#T*7N 4B

4@ ECPE%*EN-E 4D

4A !#%*T#0 ,T#T&, 4

4B *N-7!E @F

4D %E-%&*T!ENT, @>

4 G7" ,E-&%*TH @?

4>F 2*%E-T "ENE8*T, @3

4>> *N2*%E-T "ENE8*T, @4

4>? PE87%!#N-E #PP%#*,#0 @@

4>3 T%#*N*N6 P%76%#! @A

4>4 0E#%N*N6 #N2 2E5E07P!ENT @B

4>@ -7!!&N*-#T*7N @D


8/97

4>A %E,P7N,*"*0TH @

4>B T#0ENT %ETENT*7N W7%I ,$7P A>

4>D 8EE2"#-I !E-$#N*,! A?

4> G7" ,#T*,8*-#T*7N A3

4?F

E!P07HEE;, PE%87%!#N-E #8TE%

*!P0E!ENT*N6 %ETENT*7N !#N#6E!ENT

-7N-EPT A@

LIST OF FIGURES

CHART TOPICS PAGE NO


9/97

4> 6EN2E% 44

4? #6E 4@

43 2E,*6N#T*7N 4A

44 E2&-#T*7N#0 =*8*-#T*7N 4B

4@ ECPE%*EN-E 4D

4A !#%*T#0 ,T#T&, 4

4B *N-7!E @F

4D %E-%&*T!ENT, @>

4 G7" ,E-&%*TH @?

4>F 2*%E-T "ENE8*T, @3

4>> *N2*%E-T "ENE8*T, @4

4>? W7%I*N6 EN5*7%N!ENT @@


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4>3 T%#*N*N6 P%76%#! @A

4>4 0E#%N*N6 #N2 2E5E07P!ENT @B

4>@ -7!!&N*-#T*7N @D

4>A %E,P7N,*"*0TH @

4>B T#0ENT %ETENT*7N W7%I ,$7P A>

4>D 8EE2"#-I !E-$#N*,! A?

4> G7" ,#T*,8*-#T*7N A3

4?F

E!P07HEE;, PE%87%!#N-E #8TE%

*!P0E!ENT*N6 %ETENT*7N !#N#6E!ENT

-7N-EPT A@


11/97

C7(:te, $! I)t,+du-ti+)

I)t,+du-ti+)

$uman %esource 2e'elopment is concerned with people/ dimensions of the orani1ation The

orani1ation objecti'es can be best achie'ed by ac+uirin human resources/ de'elop them/ cast

them for our need


12/97

!aintain their in'ol'ement/ commitment/ loyalty to the orani1ational The $uman %esource

2e'elopment basically consists of three “-9s ie competencies/ commitment and culture

-ompanies that enae in %etention !anaement ($uman -apital !anaement) are

strateic and deliberate in how they source/ attract/ select/ train/ de'elop/ retain/ promote/ and

mo'e employees throuh the orani1ation

%esearch done on the 'alue of such systems implemented within companies consistently

unco'ers benefits in these critical economic areas: re'enue/ customer satisfaction/ +uality/

producti'ity/ cost/ cycle time/ and market capitali1ation The term %etention !anaement

means different thins to different orani1ations To some it is about the manaement of hih.

worth indi'iduals or Jthe talentedJ whilst to others it is about how talent is manaed enerally .

ie on the assumption that all people ha'e talent which should be identified and liberated

8rom a %etention !anaement standpoint/ employee e'aluations concern two major areas of

measurement: :e,8+,m()-e ()d :+te)ti(6 -urrent employee performance within a specific job

has always been a standard e'aluation measurement tool of the profitability of an employee

$owe'er/ %etention !anaement also seeks to focus on an employee;s potential/ meanin an

employee;s future performance

Ret(i)i). t7e be*t T(6e)t

%etention refers to the ability of an orani1ation to retain its employees Employee retention can

be represented by a simple statistic for e(m:6e a retention rate of DFK usually indicates that an

orani1ation kept DFK of its employees in a i'en period $owe'er/ many consider employee


13/97

retention as relatin to the efforts by which employers attempt to retain employees in their

workforce *n this sense/ retention becomes the J,trateiesJ rather than the outcome

# distinction should be drawn between low performin employees and top performers/ and

efforts to retain employees should be tareted at 'aluable/ contributin employees Employee

turno'er is a symptom of a deeper issue that has not been resol'ed These deeper issues may

include low employee morale/ absence of a clear career path/ and lack of reconition/ poor

employee.manaer relationships or many other issues # lack of satisfaction and commitment to

the orani1ation can also cause an employee to withdraw and bein lookin for other

opportunities Pay does not always play as lare a role in inducin turno'er as is typically

belie'ed

*n a business settin/ the oal of employers is usually to decrease employee turno'er / thereby

decreasin trainin costs/ recruitment costs and loss of talent and oranisational knowlede "y

implementin lessons learned from key orani1ational beha'ior concepts employers can impro'e

retention rates and decrease the associated costs of hih turno'er $owe'er/ this isnLt always the

case Employers can seek Jpositi'e turno'erJ whereby they aim to maintain only those

employees who they consider to be hih performers

$9$ Ob?e-ti@e*!

*n the current scenario of cutthroat competition/ e'ery company has to sur'i'e to satisfy its

customers by pro'idin them +uality products and ser'ices The 8ollowin objecti'es emered:

http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Positive_organizational_behaviorhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Positive_organizational_behaviorhttp://en.wikipedia.org/wiki/Business


14/97

P,im(,y Ob?e-ti@e!

• To suest and come out with 'arious ways < means of retainin the top talents in the

orani1ation

Se-+)d(,y Ob?e-ti@e!

• To map the entire process of %etention procedure and policies in'ol'ed in the said

orani1ation

• To study the accuracy and +uality of work of employees by %etention !anaement

procedure

To suest possible impro'ement in %etention !anaement process

$9# Need 8+, t7e Study

The purpose of this study is to analy1ed the retainin the best talents in -ompanies The study

aims is to impro'e 7perational Efficiency and Producti'ity of the !anufacturin -ompany and

its aims is to enablin "usiness #ility *t aims is to simplify and transform the company to adopt

talent manaement practices to retain the best employees in the company

#fter puttin the more efforts/ time and -ost to hire the best employee for the %iht

person for %iht job !any books ha'e been written and eit inter'iews conducted as employers

look for the secret to keepin their ood employees satisfied

,alary/ retirement plans and 'acation benefits are hih on the list of why those reat

employees took the job/ but they are not reasons enouh to keep them in your employ for the

lon haul Gob satisfaction will increase your employee retention rate

Li*t +8 :+i)t* t+ ,et(i) t(6e)t!

$9 C,e(te t7e ;+, (tm+*:7e,e t7(t m(e* y+u, em:6+yee* 8ee6 t7(t t7ey (,e t7e (**et +8

t7e -+m:()y:


15/97

2on;t make them feel like o'erhead #llow them to feel secure in their job 6reet them

by name/ lettin them know that you know who they are and what their contributions are to the

company 6et their input about rules or chanes that may need to be made Encourae oal.

settin and let them make their own choices as often as possible

#9 M(e e:e-t(ti+)* ()d .+(6* +8 t7e -+m:()y -6e(,:

"e sure you ha'e job descriptions so your employees know what is re+uired of them *f

there are chanes that need to be made/ don;t epect them to learn that by osmosis Hou must

communicate directly and clearly 6ood employees want to please you/ but they need to know

what it is they need to do to make that happen

%9 C,e(te () +:e) ()d 7+)e*t ;+, e)@i,+)me)t:

6i'e feedback on work performed and be willin to listen/ really listen/ to the concerns

of your employees -hance meetins in the hall where social reetins are echaned are ood/

but do not take the place of actually sittin down face.to.face and discussin any work.related

concerns "e open and listen to new ideas #ccept suestions for problem.sol'in "e a'ailable

and open when your employee asks for your uidance Ieep your top talent informed about what

is happenin with the company . don;t let rumors take o'er *f there are problems or set.backs/

communicate this

49 P,+@ide +::+,tu)itie* t+ .,+; ()d 6e(,) i) +,.()i(ti+)!

Pro'ide tuition for continuin education classes 6i'e challenin and stimulatin work

Tap into their passion and allow them to focus their time and enery on projects they can enjoy

0et them know what career de'elopment plans you may ha'e for them and what opportunities

are a'ailable for them to row with the company

$9% S-+:e +8 Study


16/97

This study was done throuh primary research The primary data was collected from the

workers of the !uruappa 6roup of -ompanies Primary data was collected throuh a samplin

method from male and female employees in the company throuh circulation of +uestionnaires

2ata collected was analy1ed for achie'in the objecti'es of the study

$94 Limit(ti+) +8 Study

T7e 6imit(ti+) i)-6ude*!

• The study was conducted for a period of 4.@ months

• The study was limited to only 7perations/ ,upply chain and loistics/ $uman %esource/

departments of the 7rani1ation

The other main business units such as *nformation Technoloy#dministration were not

considered because it was more of a centrali1ed function operatin on a larer scale for

the entire roup

R(ti+)(6e +8 t7e *tudy

Today the war for talent is as bi as for the !arket share "ecause of 0iberali1ation and6lobali1ation the standard of the workforce and epectations of the employees from the

orani1ation has mo'ed away from aspirin for a job to seekin a career *n this scenario/

companies look for reater talents so as the candidates look for branded companies to pursue

their career Now it becomes una'oidable for companies to attract the top talents and to retain

them to ha'e a successful market share

$9' Re*e(,-7 Met7+d+6+.y

%esearch !ethodoloy is a way to systematically sol'e the research problems *t may be

understand as a science of studyin how research is done scientifically *n it we are studyin his

research problems alon with the loic behind them *t is necessary the researcher to know not

only the research method techni+ues but also the methodoloy


17/97

Ty:e* +8 Re*e(,-7

*t is descripti'e type of research 2escripti'e %esearch sur'ey and fact findin in+uiries of

different kind The major purpose of descripti'e research is descripti'e the state of affairs/ as it

eist at present The main control o'er the 'ariableM he can only report what has to disco'er the

e'en when there he cannot the 'ariable The methods has to researcher utili1ed in descripti'e

research are sur'ey methods of all kind

D(t( S+u,-e!

The source of project depends on accurate data That;s why data collectin the appropriate data/

which differ considerable in contet money/ cost/ time and other resources at the disposal

researcher

T7e,e (,e t;+ ty:e* +8 d(t( -+66e-ti+) met7+d* (@(i6(b6e

> Primary 2ata -ollection !ethod

? ,econdary 2ata -ollection !ethod

P,im(,y D(t( C+66e-ti+) Met7+d9

Primary data are those that are obtain by the user for fulfillment their purpose *t has Primary

2ata throuh personal 'isit of $% head/ and $% eecuti'e #t all le'els and obser'ation methods

to et more reliable information *t also collected primary data to be filled/ Hes; or No; format

+uestionnaire frame by the employee of -ompany/ This data helped us to justify the statements


18/97

Se-+)d(,y D(t( C+66e-ti+) Met7+d9

The ,econdary 2ata is that which is already collected and stored or we can say already sa'ed or

ready data by others * ot secondary data from their journals/ records/ specimen of appraisal

form etc #nd from newspapers maa1ines/ articles/ internet etc * ot basic information of Talent

!anaement * collect secondary data by referrin some specimen of company and by referrin

some books and web sites of company from internet

$93 Hy:+t7e*i*

$ypotheses are the essential assumptions which the researcher formulates about the possible

causes/ findins and ultimate output of the issue in under research &nder hypotheses mere

assumptions or suppositions are made which are to be pro'ed or dispro'ed 8or researcher it is a

formal +uestion that he intends to resol'e # hypotheses consist either of a suested eplanation

for a phenomenon or of a reasoned proposal suestin a possible correlation between multiple

phenomenon The assumptions be true or false are to be pro'ed throuh the completion of

project

T7e 7y:+t7e*e* 8+, t7i* :,+?e-t (,e (* 8+66+;*!

Nu66 Hy:+t7e*i*

> Employee takin benefits from %etention !anaement ,ystem

? Employee can retain successfully for the benefit of orani1ation

3 Employee;s performance increased by %etention !anaement

4 Employee turno'er of orani1ation affected by %etention !anaement Procedure


19/97

A6te,)(te Hy:+t7e*i*

> Employees are not able to take benefits from %etention !anaement ,ystem

? Employee cannot retain successfully for the benefit of orani1ation

3 Employee;s performance cannot increase by %etention !anaement

4 %etention !anaement is not affectin on employee turno'er of orani1ation


20/97

C7(:te, #! C+m:()y P,+8i6e

#9$ Hi*t+,y +8 Mu,u.(::( G,+u: +8 C+m:()ie*

8ounded in >FF/ !uruappa 6roup is one of *ndiaLs leadin business conlomerates The

6roup has ?D businesses includin eiht listed -ompanies acti'ely traded in N,E < ",E$ead+uartered in -hennai/ the major -ompanies of the 6roup include -arborundum &ni'ersal

0td/ -holamandalam *n'estment and 8inance -ompany 0td/ -holamandalam !, 6eneral

*nsurance -ompany 0td/ -oromandel *nternational 0td/ -oromandel Enineerin -ompany


21/97

0td/ E*2 Parry (*ndia) 0td/ Parry #ro *ndustries 0td/ Tube I)@e*tme)t* +8 I)di( Ltd/ and

Wendt (*ndia) 0td

!arket leaders in ser'ed sements includin #brasi'es/ #uto -omponents/ -ycles/ ,uar/ 8arm*nputs/ 8ertili1ers/ Plantations/ "io.products and Nutraceuticals/ the 6roup has fored stron

alliances with leadin international companies like 6roupe -himi+ue Tunisien/ 8oskor/ -arill/

!itsui ,umitomo/ !oran -rucible and ,ociedad =u mica y !inera de -hile (,=!) The

6roup has a wide eoraphical presence spannin >3 states in *ndia and @ continents

%enowned b,()d* like ",#/ $ercules/ "allmaster/ #ja/ Parry;s/ -hola/ 6romor and Paramfos

are from the !uruappa stable The orani1ation fosters an en'ironment of professionalism and

has a workforce of o'er 3?/FFF employees

#9# COMPANY IN INDIA

T7e M(i). +8 t7e Mu,u.(::( G,+u: +8 C+m:()y

$ead+uartered in -hennai/ the *N% ??@ "illion !uruappa 6roup is one of *ndiaLs leadin

business conlomerates The 6roup has ?D businesses includin ele'en listed -ompanies traded

in N,E < ",E $ead+uartered in -hennai


22/97

M(?+, C+m:()ie*

>-arborundum &ni'ersal 0td/

? -holamandalam *n'estment and 8inance -ompany 0td/

3 -holamandalam !, 6eneral *nsurance -ompany 0td/

4 -oromandel *nternational 0td/

@ -oromandel Enineerin -ompany 0td/

A E*2 Parry (*ndia) 0td/

B Parry #ro *ndustries 0td/

D ,abero 7ranics 0td/

,hanthi 6ears 0td/

>FTube I)@e*tme)t* +8 I)di( Ltd9

!arket leaders in ser'ed sements includin #brasi'es/ #uto -omponents/ -ycles/ ,uar/ 8arm

*nputs/ 8ertili1ers/ Plantations/ "io.products and Nutraceuticals/ the 6roup has fored stron

alliances with leadin international companies like 6roupe -himi+ue Tunisien/ 8oskor/ !itsui

,umitomo/ !oran -rucible and ,ociedad =uOmica y !inera de -hile (,=!) The 6roup has a

wide eoraphical presence spannin >3 states in *ndia and @ continents %enowned brands like

",#/ $ercules/ "allmaster/ #ja/ Parry;s/ 6romor and Paramfos are from the !uruappa stable

The orani1ation fosters an en'ironment of professionalism and has a workforce of o'er 3?/FFF

employees

C+,+m()de6 I)te,)(ti+)(6 Limited

-oromandel *nternational 0imited/ *ndia;s second larest Phosphatic fertiliser player/ is in the

business sements of 8ertilisers/ ,pecialty Nutrients/ -rop Protection and %etail The -ompany

manufactures a wide rane of fertilisers and markets around ? million tons makin it a leader


23/97

in its addressable markets *n its endea'or to be a complete plant nutrition solutions -ompany/

-oromandel has also introduced a rane of ,pecialty Nutrient products includin 7ranic

8ertilisers The -rop Protection business produces insecticides/ funicides and herbicides and

markets these products in *ndia and across the lobe -oromandel is the second larest

manufacturer of !alathion and only the second manufacturer of Phenthoate -oromandel has

also 'entured into the retail business settin up more than A4F rural retail centers in the ,tates of

#ndhra Pradesh and Iarnataka

The -ompany has strateic partnerships with leadin companies across the lobe

The -ompany clocked a turno'er of D/@AF -rore durin 8H ?F>?.>3 lt was ranked amon the

top ?F best companies to work for by "usiness Today and was also 'oted as one of the ten

reenest companies in *ndia by TE%*/ reflectin its commitment to the en'ironment and society

-oromandel is a part of the *N% ??@ "illion !uruappa 6roup

E9I9D9 P(,,y /I)di(0 Limited

E*2 Parry has been synonymous with dynamism since >BDD *t became a part of the

!uruappa 6roup in >D> and its businesses now co'er a wide rane of products includin


24/97

suar/ microalal health supplements from Parry Nutraceuticals and bio products from "io

Products 2i'ision

E*2 Parry set up *ndiaLs first suar plant at Nellikuppam in >D4?The pioneerin spirit has seen E*2 Parry settin up the first fully

automated suar plant at Pudukottai in ?FFF/ a distillery/ and more

recently/ 1ero waste interated suar complees ,ilkroad ,uar

Pri'ate 0imited is a joint 'enture with -arill *nternational where

E*2 Parry holds @FK stake # suar refinery with a capacity of AFF/FFF !T located in a 8ood

Processin ,pecial Economic one of Parry *nfrastructure -ompany Pri'ate 0imited at

Iakinada is bein set up The company is one of the few to introduce branded suar in the retail

market in *ndia under the Parry;s Pure and Parry;s White 0abel The company produces a 'ariety

of suars at its four fully automated plants in Tamil Nadu and a fifth one in Pondicherry These

cater to the food/ bakery/ confectioneries and be'erae manufacturin industries/ and are also

used in pharma applications

E*2 Parry pioneered interated suar complees that maimise the utility of suarcane throuh

the production of suar and usin its other components in more purposeful ways The company

also con'erts baasse into electricity in its coeneration units and processes molasses into'arious types of alcohol/ thus completin the 'alue chain *n addition/ E*2 Parry has a stand.

alone distillery in ,i'aana in Tamil Nadu

The coeneration plants at these three locations are amon the first in the country to use air

cooled instead of water cooled condensers to conser'e water The Petta'aithalai plant uses

submered ultra filtration with two re'erse osmosis systems to sa'e water and minimise usae of

chemicals . the first of its kind in *ndia for boiler feed water The Pudukottai plant is amonst the

first in ,outh *ndia to earn carbon credits and to be reistered in &N8--- under the Iyoto

protocol for climate chane


25/97

$owe'er/ the biest inno'ation spearheaded by E*2 Parry has nothin to do with

manufacturin or marketin of suar but with the difference it has made to the >/ FF/FFF

suarcane farmers associated with it Parry has introduced complete *T enabled ser'ices for

farmers such as %emote ,ensin/ 6eoraphic *nformation ,ystem and 6lobal Positionin

,ystem for mappin and monitorin suarcane rowin area 5illae.wise soil nutrient analysis/

detailed farm boundary mappin/ interation with -ane !anaement ,ystem and soil maps

ensure efficient cane manaement

E*2 Parry has introduced Namadhu Parry !aiyam/ a concept where a local entrepreneur

(usually a suarcane farmer) is trained to become a Namadhu Parry !aiyam operator The

company etends interest free loans to these operators for buyin hih end farm e+uipment/

which can then be hired out to small farmers who are unable to afford such sophisticated

e+uipment This helps mechanise farm ser'ices/ accelerate suarcane har'estin and sa'e costs

as manual labour is becomin increasinly epensi'e

E*2 Parry pioneered suarcane research and probably runs the only pri'ate %


26/97

P(,,y A.,+ I)du*t,ie* Limited

Parry #ro has tea plantation factories both in ,outh and North.East *ndia and between the two

reionsM the -ompany produces around >B million kilorams of tea

# pioneer in oranic plantations/ Parry #ro;s *yerpadi Estate has been certified oranic by *!7/

G#, (7ranic 0aws of Gapan)/ N7P (7ranic 0aws of &,#) and NP7P (7ranic 0aws of *ndia)

The *yerpadi factory is also *,7 ??FFF and is 807 (8airtrade 0abellin 7ranisation) -ertified

Three of Parry #ro;s tea factories namely !ayura/ #ttikunna and -arolyn are certified for *,7

FF>:?FFF !ayura/ one of the first -T- Tea factories thus certified/ is also one of the first to

ha'e micro.processor based control and monitorin systems/ reflectin the forward lookin

approach of the !anaement

Not content with just the culti'ation of tea/ Parry #ro has been conductin etensi'e research

on better croppin as well as processin aspects of tea at its N#"0 certified %


27/97

C(,b+,u)dum U)i@e,*(6 Limited

-arborundum &ni'ersal 0imited (-&!*) was founded in >@4 as a tripartite collaboration

between the !uruappa 6roup/ -arborundum *nc/ &,#/ and the &ni'ersal 6rindin Wheel -o

0td/ &I

-&!* pioneered the manufacture of coated and bonded abrasi'es in *ndia/ besides super

refractories/ electro minerals/ industrial ceramics and ceramic fibres *n sync with the lobal

'ision/ -&!* is epandin its product spread The -ompany makes o'er ?F/FFF 'arieties of

products manufactured at ?@ locations across *ndia/ %ussia/ ,outh #frica/ #ustralia/ -hina/

Thailand and -anada -&!* eports its products to 43 countries spread across the lobe #ll the

manufacturin facilities of -&!* are *,7 FF>:?FFD and *,7 >4FF>: ?FF4 certified for +uality

standards and en'ironment.friendly manufacturin practices

,tate.of.the.art facilities and strateic alliances with lobal partners ha'e earned -&!* a

reputation for +uality and inno'ation *t is one of the few manufacturers of abrasi'es and

ceramics in the world with fully interated operations that include minin/ fusionin/ power

eneration and manufacturin/ besides marketin and distribution

-&!* is e+uipped with a state.of.the.art %esearch and 2e'elopment centre that works

aressi'ely on product de'elopment and efficiency enhancement *ts in.house %


28/97

manufacturers of ceramic fibre and -iria *ndia 0imited . specialisin in desin and installation of

refractory liners for petrochemical and fertiliser industries This uni+ue strenth allows the

-ompany to ser'e di'erse markets and eoraphies le'erain the local strenth of its partners

#9% Tube I)@e*tme)t* +8 I)di( Limited Mu,u.(::( G,+u:

TII He,it(.e

the 6roup traces its oriins to >DD/ when 2ewan "ahadur an ! !uruappa -hettiar went as an

apprentice to "urma (now !yanmar) =uick to learn financial skills and "urmese/ he reali1ed he

was destined to reater achie'ementsM he founded a firm in !oulmein/ a lare port.city in 0ower

"urma This rew into a prosperous family.owned business/ with interests in "ankin/ %ubber

and Trade/ co'erin !alaya (!alaysia)/ -eylon (,ri 0anka)/ *ndonesia and 5ietnam The

outbreak of the World War ** and subse+uent political uphea'als in the reion cut short the firm;s

rowth While a ood portion of its hard earned fortunes were lost/ the family had the foresiht

to mo'e sinificant assets to *ndiaM this financial prudence ensured that the business would

rebound after the disaster and rebound it

"ack home in *ndia/ the 6roup had enaed in businesses like %ubber/ ,teel cabinets/ Harn and

other traded oods "ut the real major industrial opportunity came soon after *ndependence

Political *ndependence spawned Economic *ndependence: and #!! !uruappa -hettiar/

2ewan "ahadur;s eldest son (and by then/ head of the family) was +uick to reali1e it $is 'ision

was to start a business that would manufacture a product for the common man which they could

sell in lare numbers Thus/ in >4/ T* -ycles of *ndia (T*-*) was born in collaboration with T*

of &I *t was the 6roup;s first of many successful Goint 5entures and also its first foray into

lare scale manufacturin 0ater/ as a measure of backward interation two more companies

were formed: Tube Products of *ndia (TP*) in >@@/ to make steel tubes for bicycle frames and T*

2iamond -hain (T*2-) in >AF to make bicycle chains 7'er a period of time these two

businesses ha'e mo'ed up the 'alue chain from bicycle parts to hiher technoloy products

http://www.murugappa.com/companies/tube_investment/index.htmhttp://www.murugappa.com/companies/tube_investment/index.htm


29/97

*n >@/ Tube *n'estments of *ndia (T**) was formed by merin T* -ycles of *ndia and Tube

Products of *ndia T* 2iamond -hain was mered with the parent company/ in ?FF4 *n >A?/ the

company saw a potential to le'erae its enineerin skills to address the market for roll formed

metal products ,o a new unit called T* !etal 8ormin was created to reali1e this potentialM to

this day it is reconi1ed as the pioneer in this business

2urin the >Fs T** made many bold ac+uisitions to enhance its presence in its core

businesses The most notable/ was the case of ,ata'ahana chains/ a sick "*8% company that was

turned round to a hihly profitable unit 7ther success stories were the ac+uisition of a Gapanese

Tube plant and a 6erman -hains plant which were re.erected in -hennai to address the rowineport markets # successful 62% issue in >4 increased its financial muscle and accelerated

both ac+uisitions and epansions -apacities were increased in all its units to meet the rowin

customer demands *n the si decades of its eistence/ T** has built sinificant skills in

enineerin and metallury/ which is fully supported by a central %


30/97

BOARD OF DIRECTORS

General Manager (Corporate Affairs)

Service Department

or! Manager

Dep"t# $o!s Manager (Floor Inc%arge)

Bo ' aint Dept Spares Department R* Acco"nts 'Tr"e +al"e Dept,

Service Coor&inator S"pporting Section

Manager Manager

Manager

S"pervisor C"stomer care* Front Office*-o..# ostess* Service M!tg)

S"pervisors Sr, E/ec"tive

Sr, E/ec"tive

Asst , Serv ice A&visorsSenoir E/ec"tives

Asst , S"pervisor Officiers

E/ec"tiveOfficiers

Service A&visorsE/ec"tives

Tec%nicians Asst,Officiers

Asst, Officiers

Tec%nicians

Tec%nicians

Asst Officiers

Tec%niciansOfficers

Tec%nicians

TII Ltd . B+(,d +8 Di,e-t+, M()(.eme)t

M,9 L9 R(mum(, /!anain 2irector)

M,9 (6y() um(, P(u6 /President)

M,9 P9 R(m(-7()d,() /President T* 2iamond -hain *ndia)


31/97

M,9 A,u) A6(.(::() /President T* -ycle)

M,9 9 R9 S,i)i@(*() /,r 5ice President.T* !etal 8ormin)

M,9 A,?u) A)()t7 /,r 5ice President and -87)

M,9 R9 N(t(,(?() /,r 5ice President. -orporate Technoloy -entre)

M,9 N9 P,(*(d /,r 5ice President Q $%)

#9' TII Ltd9 u(6ity F+-u*

T** journey towards ecellence bean with introduction of basic T=! which focuses on

-ustomer/ -ontinuous impro'ement/ Employee in'ol'ement/ Employee empowerment/ and

buildin a learnin orani1ation

The outcomes of the abo'e initiati'es were de'elopment of documented manaement systems

for =uality/ ,$E (,afety $ealth and En'ironment)/ TE* (Total Employee *n'ol'ement)/ and


32/97

related metrics of measures includin that for customer satisfaction and Employee satisfaction

Enaement

2e'elopment of 'ision/ mission/ strateic plans/ Process focus and interation of all the earlier abo'e initiati'es in a robust manner was supported by the introduction of the E8=! !odel for

"usiness Ecellence ,imilarly concept of 7EE/ autonomous maintenance and related matrices

of measures for success are from the TP! introduction

Thouh they were benefited from many of these initiati'es and mo'ed closer to the bench mark

le'els/ the dri'e needs to continue #s an enineerin company/ they belie'e that the need now is

to focus and ecel in !anufacturin 7perations without losin any of the ains we had from

the pre'ious initiati'es

,trenthenin the oranisational structure and alinin them appropriately includin formation

of a new function for !anufacturin Enineerin Technoloy (!ET) are the new initiati'es in

this direction To create more focus for this dri'e/ we ha'e de'eloped a !odel for 7perational

Ecellence/ and launched the same durin ,ept ?F>?

*n this $ouse of Ecellence/ the two pillars represent our commitment to deliht customers by

meetin and eceedin their epectations in terms of =uality/ 2eli'ery and other ser'ices/ and

our intent to partner suppliers 5endors in this process The base steps show our approach to

create shop floor ecellence leadin to 0E#N !anufacturin

#93 C+m:()y P,+8i6e

Tube *n'estments of *ndia 0imited is an *ndia.based company enaed in the production of

bicyclescomponentselectric scooters/ enineerin and metal formed products *t operates in three

sements: -ycles-omponents E ,cooters/ Enineerin and !etal 8ormed Products The


33/97

"icycles-omponentsElectric scooters di'ision of the -ompany consists of bicycles of the standard and

special 'ariety/ includin alloy bikes and specialty performance bikes/ bicycle components sold as spares/

fitness e+uipment and electric scooters The Enineerin di'ision of it consists of cold rolled steel strips

and precision steel tubes/ cold drawn welded tubes (-2W)/ electric resistance welded tubes (E%W) and,tainless ,teel tubes *t has presence in automoti'e and industrial chains/ fine blanked products/ roll.

formed car doorframes and cold rolled formed sections for railway waons < passener coaches

TI Cy-6e* +8 I)di(

# pioneer in the -ycles market/ T* -ycles/ formed in >4/ has constantly come up with new trends in

line with e'ol'in consumer needs T* -ycles; 'ision is “To be the most preferred brand in fitness/

recreation < personal mobility solutions9 *t stri'es to i'e its customers not only a bicycle but a lifetime

eperience

T* -ycles ha'e introduced fun and

entertainin stores across the lenth and

breadth of *ndia The company has been

proacti'e and was first "icycle -ompany to chane the cycle retail landscape/ both in urban and

rural areas With the first urban store in ?FFB/ $ercules is sold in o'er ?FF eclusi'e urban stores

known as L",# $ercules Eclusi'e ,toresL which ha'e re'olutioni1ed the way people buy

bicycles in *ndia These stores are a one.stop premium shop for all $ercules/ ",# < !ontra

products and ha'e a customer friendly ambience which ser'es as a model for other bicycleoutlets in the country *n ?F>F/ the company started “$ercules ",# -ycles9 to pro'ide the urban

retail buyin eperience in smaller towns *n just o'er a year;s time/ there are o'er ?FF of these

rural stores 8or its retail inno'ation/ the company recently recei'ed the certificate of

appreciation for LEcellence in %ural %etailinL at the ET %etail #wards ?F>>


34/97

T* -ycles has plants at -hennai/ Nasik and Noida/ major Warehouses at 6uwahati/ 2urapur/

Patna and -uttack and reional offices/ throuh which it ser'es it nationwide ?@FF plus dealer network -ertified with *,7 FF>:?FFF/ 7,$#, >DFF>.?FFB and *,7 >4FF>.?FF4/ T* -ycles is

a +uality and customer centric orani1ation

",# stands for style/ fun and comfort There are se'eral models caterin to consumer sements

ranin from kids/ ladies and other premium end customers ",# 0adybird/ ",# ,0%/ ",#

-hamp/ ",# !ach are trendsetters and icons in their respecti'e cateories *t sinifies the joy of

cyclin Ecitement and comfort o hand in hand with ",# Today/ ",# is an intrinsic part of

the *ndian family

,ource: ;;;9b*(7e,-u6e*9-+m

our first brand is still as youn as e'er/ sinifyin strenth and passion *t is rued/ robust and is

for the rouh and touh $ercules stands for a uni+ue pride of possession The rane of $ercules

%oadeo and $ercules !T" Turbodri'e has been pioneers in the bicycles cateory caterin to the

youth The rane of $ercules %yders is for urban adults for them to ride towards a healthier/

happier self The $ercules Popular brand of JstandardJ bicycle is a market leader in the sement

http://www.bsahercules.com/http://www.bsahercules.com/


35/97

,ource: ;;;98(-eb++9-+mHe,-u6e*R+(de+

Track and Trail is the ultimate destination for e'erythin in cycles . from the best of international

bicycles and world.class accessories to a network of people with epertise on technoloy/

performance and the intricacies of cyclin 8or mountain/ road and hybrid bikes/ you can choose

from -annondale/ "ianchi or ,chwinn Q world.class brands known for incomparable desins/

superior comfort and ease of ridin We also ha'e an ecitin rane of "!C and !T" cycles

from 6T and !onoose for those who like a bit of ad'enture in their li'es

,ource: ;;;9t,(-()dt,(i69i)

8aster/ lihter and stroner than any cycle e'er created in *ndia/ !ontra brins international

standard carbon frame bike for the first time in *ndia *t is desined and manufactured

ineniously and is a part of the flaship rane of T* cycles under Track and Trail !ontra/

meanin “!y Track9 is the bike that lets you ride our aspirations/ that lets you choose your own

path

http://www.facebook.com/HerculesRoadeohttp://www.trackandtrail.in/http://www.facebook.com/HerculesRoadeohttp://www.trackandtrail.in/


36/97

,ource: ;;;9m+)t,(9i)

#9 BSA MOTORS /Bi,mi).7(m Sm(66 A,m*0

",# !otors is the younest di'ision of T** which made their 'enture into the Electric scooters

sement in ?FFD *t pro'ides the *ndian customers con'enient personal mobility options which

are cost effecti'e and en'ironmentally responsible

",# !otors has the widest product rane in the electric scooter industry specially desined and

de'eloped to suit customer needs of the taret sements like school collee irls < boys and

workin women The models ranes from ?@F Watts and lower end models do not re+uire license

or reistration The ",# !otors plant at Amb(ttu, has the best %@/ Tube *n'estments of *ndia (T**) was

formed by merin T* -ycles of *ndia and Tube Products of *ndia

Today/ TP* is the preferred supplier of precision tubes/ Electric %esistance Welded (E%W) and

-old 2rawn Welded (-2W)/ to major automoti'e companies in *ndia and abroad TP* is *ndiaLs

undisputed market leader in -2W tubes to the automoti'e industry *t has also sinificant market

presence in power plants/ boiler/ tetile machinery/ eneral enineerin *t is the !arket leader inTelescopic 8ront 8ork *nner tubes and -ylinder bore tubes for shock absorber and as sprin

applications/ Propeller shaft tubes for #utomoti'e sement 7ther ,pecialty products include

%ear #le Tubes/ ,ide *mpact "eams/ and Tie %ods/ 2ra links/ $ea'y thick steerin shafts and

$ydraulic -ylinder tubes

http://www.montra.in/http://en.wikipedia.org/wiki/Birmingham_Small_Arms_Companyhttp://www.montra.in/http://en.wikipedia.org/wiki/Birmingham_Small_Arms_Company


37/97

The *nternational "usiness 2i'ision (*"2) was formed to focus on international markets/ earin

TP* to compete with lobal tube manufacturers The most recent addition to TP* is the Tubular

-omponents 2i'ision (T-2)/ which manufactures hih strenth tubular auto components/

pro'idin the ad'antae of weiht reduction/ hiher component efficiency and cost reduction

TP* produces a wide rane of -%-# strips includin special etra deep drawin/ hih tensile/

medium carbon/ hih carbon findin application in industries such as "earins/ #utomobile/

#uto #ncillaries/ white oods/ fine blankin and 6eneral Enineerin

TP* has been supplyin to customers such as "ajaj #uto #ncillaries/ T5, !otors #ncillaries/$ero $onda #ncillaries/ Tata !otors/ Toyota *ndia/ 2elphi/ 6abriel/ Escorts/ and Endurance *ts

success stems from market dri'en/ customer oriented approach coupled with superior process

desin/ short product de'elopment cycle/ deli'erin hih +uality products and efficient customer

ser'ice ensurin total customer satisfactionTP* has interated manufacturin facilities at

-hennai (Two tubes plants and one strips plant at #'adi and one at #mbattur)/ ,hirwal <

!ohaliThese plants conform to international standards and achie'e operational ecellence

throuh TP! TP* has distribution centers across *ndia/ which ensures timely ser'ice to the

customer;s daily re+uirements

TP* has recei'ed *,7.T, >A4 for all plants/ *,7 FF>: ?FFF for all plants/ *,7 >4FF>:?FF4 for

#'adi < *"2 Plants/ ,elf.certification for boiler tubes by the central boiler board TP* is the

Winner of the ,word of honor for outstandin safety performance from the "ritish ,afetycouncil Tubular -omponents 2i'ision (T-2)/ a plant of TP*/ has won ,upplier Performance

#ward ?FFB.?FFD Timely deli'ery/ top notch +uality and ecellent ser'ice ha'e been key for the

di'ision for winnin this award


38/97

Tube I)@e*tme)t Di(m+)d!

T*2- applies a collaborati'e approach with customers in de'elopin new products that pro'ide

'alue to customers 8or this/ T*2- relies on etensi'e in.house %4/ in collaboration with Tube *n'estments of *ndia ltd/ &I The first $ercules bicycle

rolled out in >@>Today/ T* -ycles is the leader in the specials; sement The enery of the

company can be felt nationwide/ thanks to a network of around >/@FF primary dealers and >F/FFF

*e-+)d(,y de(6e,*9

T* -ycles has the capacity to manufacture 4 million cycles a year at 3 plants across *ndia .-hennai in the ,outh/ Nasik in the West and Noida in the North This is supported by 4 1onal

offices and 4 warehouses across the country * -ycles offer consumers a rane of bicycles/ e.

scooters/ fitness e+uipment and infant mobility solutions

C7+6(m()d(6(m MS Ge)e,(6 I)*u,()-e C+m:()y Ltd

-holamandalam !, 6eneral *nsurance -ompany 0td is a Goint 5enture between the &,2 3F3

billion !uruappa 6roup/ one of *ndia;s leadin business conlomerates and !itsui ,umitomo

*nsurance -ompany 0imited/ which is part of the !itsui ,umitomo *nsurance 6roup of Gapan/


39/97

the larest 6eneral *nsurance -ompany in Gapan and @th larest insurance roup lobally

-hola !, offers a wide rane of products that include #ccident/ Enineerin/ $ealth/ 0iability

and !arine/ !otor/ Property/ Tra'el and %ural insurance for indi'iduals/ ,!E;s and the

corporate sector

The company has achie'ed %s BD@ crores 6ross Written Premium (6WP) mark for ?FF.>F

$a'in posted a remarkable rowth of >@K year.on.year/ the company has been one of the

fastest rowin 6eneral *nsurance companies for the pre'ious many +uarters The company has a

network of >FD branches across the country The company offer well.interated operational

capabilities to ensure the smooth performance of deli'ery like stron underwritin/ tie.ups with

lobal reinsurers/ fast.track claims settlement and cash.free settlement for $ealth *nsuranceWith eposure to 'arious industry sectors and ser'ices/ -hola !, is fully e+uipped to pro'ide

world class customer ser'ice such as centrali1ed policy issuance/ renewal manaement throuh

-%! -ell # toll free helpline number accessible ?4 C B and a completely interacti'e and user.

friendly website which makes -hola accessible from anywhere in the world

C7+6(m()d(6(m I)@e*tme)t Fi)()-e C+m:()y Ltd

-holamandalam *n'estment < 8inance -ompany 0imited (-*8-0) was incorporated in >BD as

the financial ser'ices arm of the !uruappa 6roup The -ompany that commenced business as

an e+uipment financin company has now emered as a comprehensi'e financial ser'ices

solution pro'ider that offers 'ehicle finance/ business finance/ home e+uity loans/ stock brokin

and distribution of financial products to its customers The -ompany operates from o'er ?FF


40/97

branches across *ndia with an asset under manaement o'er %sFFF -rores The subsidiaries of

-holamandalam include -holamandalam ,ecurities 0imited (-,ec) and -holamandalam

2istribution 0imited (-2,0) -*8-0 is a subsidiary of T** which holds AF4DK of -*8-0;s

,hare -apital

Sedi*,edis is a leadin manufacturer of *ndustrial and Enineerin -lass -hains in 8rance and

possesses a product rane co'erin the re+uirements of a whole rane of industries includin the

hih rowth infrastructure sector

T7e b,()d “Sedi*” 7(* *t,+). b,()d eKuity ()d t7e -6ie)t 6i*t i)-6ude* )(me* *u-7 (*!

0afare/ -harles 2e 6aulle airport/ "## $eathrow/ !etro net/ -airo !etro/ Ione/ 7tis/

,chindler etc ,edis has a presence in almost >FF countries throuh its 'ast distribution and sales

network *t has two plants in 8rance and a marketin company in the &nited Iindom This

6roup is a subsidiary of T*/ which holds BB>3K ,edis possesses superior technoloy for

manufacture of special and enineerin class chains

#9 C+m:()y P,+du-t*

Fe,ti6i*e,* Pe*ti-ide*


41/97

P6()t(ti+)* Su.(, ()d Bi+P,+du-t*

Nut,(-euti-(6*

Tube Aut+m+bi6e

http://en.wikipedia.org/wiki/Nutraceuticalshttp://en.wikipedia.org/wiki/Nutraceuticals


42/97

Be(,i).* St(m:i).* Aut+ Aut+ A)-i66(,ie*

T,()*mi**i+) C7(i) Fi)e B6()i). C6ut-7

Tube B+i6e,


43/97

> ,elf -ertification for "oiler tubes

? Well Inown Tube !aker -ertification

3 2irect for J&J "end usae


44/97

Bi-y-6e* Tube Ge)e,(6

Met(6 8+,m*

Tube P,+-e**

> "riht 8inished tubes for platin application

? 8ull 8lattenin of tubes

3 $ih ,trenth tubes


45/97


46/97

C7(:te, %! Re@ie; +8 Lite,(tu,e

%9$ Re@ie; +8 Lite,(tu,e!


47/97

Rete)ti+) m()(.eme)t 1S T,(diti+)(6 HR (::,+(-7

T,(diti+)(6 HR! ,ystems approach people de'elopment from the perspecti'e of de'elopin

competencies in the orani1ation This can actually be a risk.prone approach/ especially forcompanies operatin in fast e'ol'in industries/ since competencies become redundant with time

and new competencies need to be de'eloped Thus/ o'er time/ the entire approach to

de'elopment of people miht be rendered obsolete callin for rethinkin the entire de'elopment

initiati'e

Rete)ti+) M()(.eme)t! on the other hand focuses on enhancin the potential of people by

de'elopin capacities -apacities are the basic 2N# of an orani1ation and also of indi'idual

potential

D

P+i)t +8 De:(,tu,e

NN(@i.(ti+)

AP+i)t +8 A,,i@(6

%9# R+6e +8 Rete)ti+) M()(.eme)t!


48/97

> Translatin orani1ational 'ision into oals and mappin the re+uired le'el of capacities

and competencies to achie'e oals alinin indi'idual 'alues and 'ision with

orani1ational 'alues and 'ision

? -lear understandin of the 'aried roles within the orani1ation and appreciation of the'alue.addition from self and others leadin to buildin a culture of trust/ sharin and

team orientation

3 #ssessment of talent to profile the le'el of capacities and set of competencies possessed

within the orani1ation Enhancin capacities to learn/ think relate and act throuh

de'elopment initiati'es *ndi'idual rowth to meet and accept 'aried incremental and

transformational roles in an o'erall scenario of acknowleded need for chane

4 6ap analysis and identification of de'elopment path helpin indi'iduals reali1e their full

potential throuh learnin < de'elopment

%9% U)de,*t()di). T(6e)t

The idea of de'elopin talent is not a new concept in any business *n fact e'ery successful

company that has Lstood the test of timeL has done so/ because of their ability to attract/ retain and

et the best out of their talent

This has emered/ not because companies ha'e forotten about talent/ or allowed it drop off of

the radar but/ because in some fundamental ways/ the talent has chaned We ha'e a new kind of

youn person enterin the business world/ with a 'ery different world 'iew/ set of 'alues/

priorities and oals

F+-u* $! Att,(-ti). ()d ,e-,uiti). T(6e)t!

*n order to effecti'ely attract and recruit talented employees


49/97

> We need to understand what talent is lookin for in a career2. $ow they will 'iew your business in terms of fittin in with their needs

"y eaminin this throuh the perspecti'es of the different enerations/ we are able to look at

their attitudes to work:

• what kind of career/ orani1ation and benefits they are lookin for

• What kind of techni+ues will ensure that your recruitment process is successful in each

enerational contetR

T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!

• #ttitudes to work

• -areer oals

• 5iews on orani1ations and how they are currently run

• What benefits each eneration is lookin for

• Techni+ues to attract the different enerations: what will make your orani1ation stand

outR

• Techni+ues to recruit the different enerations: how should the job offer be presentedR

F+-u* #! Ret(i)i). ()d de@e6+:i). T(6e)t


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*n order to retain and de'elop talent we need to understand what the enerations are lookin in a

future career and in an orani1ation 7ur approach to each one of our employees needs to be

altered to fit indi'idual oals and personal needs

T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!

• Work ethics and 'alues

• -areer plannin

• Work en'ironments and culture

• "enefits and reward systems

• Ways of moti'atin

F+-u* %! M()(.i). T(6e)t

I) de:t7* 6++!

• $ow the enerations internali1e authority will enable us to adjust our manaement style

to fit in with what they are

• We are able to look at the attitudes of the different enerations to the leadership and

manaementM

• What kind of manaement approaches will ensure that you ain maimum loyalty/

producti'ity and job satisfaction from each of your employeesR

T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!


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• #ttitudes to authority

• !anaement styles for the different enerations includin conflict manaement

• 0eadership styles used by the different enerations

• ,pecific techni+ues to help you manae different enerations includin communication

and feedback preferences

• -oachin and mentorin preferences includin

• The role of coach

• The coachin process

• $ow to plan for and create con'ersations


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C7(:te, 4! D(t( A)(6y*i* ()d I)te,:,et(ti+)

49$ I)t,+du-ti+) +8 D(t( A)(6y*i*9


53/97

The word #nalysis means the process of breakin down a -omple set of facts into simple element while

*nterpretation stands for the eplanations which analy1ed the statements and also make out or brin out

the meanin of creati'e work

#nalysis and *nterpretation are done accordin to department wise and accordin to +uestionnaire This

analysis and *nterpretation will definitely help to the company for the future strateies 8ollowin are the

analysis and *nterpretation of the results

These all analysis is imainin for eneral company *t is 'ery necessary to understand the psycholoical

tendency of employee "ecause it is a +uietly subjecti'e so it will slihtly de'iate the opinion of the

employee

The researched has done his study in the followin departments en'isaed below There are >FF

employees in each department Total employees are @FF

,upply chain and loistics support

Production7perations

Packin and dispatch

%esearch and 2e'elopment

8inance#ccounts

Rete)ti+) ue*ti+))(i,e*!


54/97

TABLE $! SHO=ING GENDER

P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6

!ale BD BD

8emale ?? 3?

TOTAL $"" $""

CHART SHO=ING GENDER

0

10

20

30

40

50

60

70

80

Male Female

I)8e,e)-e

8rom the abo'e table it is inferred that BDK of the respondents are male/ ??K of the respondents

8emale

TABLE #! SHO=ING AGE


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A.e Numbe, +8 Re*:+)de)t* T+t(6

?F.3F year;s ?3 ?3

3>.4F year;s @A @A

4>.@F years >@ >@

#bo'e @F years A A

TOTAL $"" $""

CHART SHO=ING AGE

2 0 - 3 0 y e a r ’ s

3 1 - 4 0 y e a r ’ s

4 1 - 5 0 y e a r s

A b o v e 5

0 y e a r s

0

10

20

30

40

50

60

I)8e,e)-e

8rom the abo'e table it is inferred that ?3K of the respondents are ?F.3F aed persons/

@AK of the respondents are 3>.4F aed persons/ >@K of the respondents are 4>.@F aed personsand AK of the respondents are abo'e @F aed persons

TABLE %! SHO=ING DESIGNATION


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Gunior eecuti'e 4D 4D

7perator ?> ?>

!anaer 3> 3>

TOTAL $"" $""

CHART SHO=ING DESIGNATION

J u n i o r

e x e c u t i v e

O p e r a

t o r

M a n a g e r a n d

a b o v e

0

10

20

30

40

50

60

I)8e,e)-e

8rom the abo'e table it is inferred that 4DK of the respondents are junior eecuti'e/ ?>K of the

respondents are 7perator/ and 3>K of the respondents are !anaer

TABLE 4! SHO=ING THE EDUCATIONAL UALIFICATION OF THE EMPLOYEES


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u(6i8i-(ti+) Numbe, +8 Em:6+yee* T+t(6

&6 AF AF

P6 ?F ?F

2iploma >F >F

$,- >F >FTOTAL $"" $""

CHART SHO=ING THE EDUCATIONAL UALIFICATION OF THE EMPLOYEES

!

# !

$ i p % o & a '

( )0

10

20

30

40

50

60

*0

I)8e,e)-e

8rom the abo'e table it is inferred that AFK of the respondents are &6/ ?FK of the respondents

are P6/ >FK of the respondents are diploma/ and >FK of the respondents are $,-

TABLE '! SHO=ING THE E>PRIENCE OF THE EMPLOYEES

P(,ti-u6(,* Numbe, +8 Em:6+yee* Pe,-e)t(.e

"elow @Hrs @@ @@

A.>F yrs >@ >@

>>.>@ yrs >F >F

>A.?Fyrs >@ >@


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#bo'e ?F Hrs

@ @

TOTAL $"" $""

CHART SHO=ING THE E>PRIENCE OF THE EMPLOYEES

+e%o, 5rs 6-10 yrs 11-15 yrs 16-20yrs

0

10

20

30

40

50

60

I)8e,e)-e

8rom the abo'e table it is inferred that @@K of the respondents are below @yrs/ >@K of

the respondents are A.>Fyrs/ >FK of the respondents are >>.>@yrs/ >@K of the respondents are

>A.?Fyrs and @K of the respondents are abo'e ?Fyrs

TABLE 3! SHO=ING THE MARITAL STATUS


!arried 44 44

,inle

@A @A


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TOTAL $"" $""

CHART SHO=ING MARITAL STATUS

Married (ing%e .O.A/0

20

40

60

0

100

120

44

56

100

Chart Title

u&ber o

espondents

.ota%

I)8e,e)-e


60/97

8rom the abo'e table it is inferred that 44K of the respondents !arried and @AK of the

respondents are &nmarried

TABLE ! SHO=ING THE MONTHLY INCOME

A))u(6 i)-+me

R*

Numbe, +8 Re*:+)de)t* T+t(6

"elow >FFFF @4 @4

>FFFF.?FFFF >@ >@

?FFFF.3FFFF >A >A

#bo'e 3FFFF >@ >@TOTAL $"" $""

CHART SHO=ING MONTHLY INCOME

+ e % o , 1 0 0 0 0

1 0 0 0 0 - 2 0 0 0 0

2 0 0 0 0 - 3 0 0 0 0

A b o v

e 3 0 0 0 0

0

10

20

30

40

50

60


61/97

I)8e,e)-e! 8rom the abo'e table it is inferred that @4K of the respondents are below >FFFF/ >@K

of the respondents are >FFFF.?FFFF/ >AK of the respondents are ?FFFF.3FFFF/ and >@K of the

respondents are abo'e 3FFFF

TABLE ! SHO=ING THE RECRUITMENTS


-ampus %ecruitment @4 @4

-onsultancy >@ >@

2irect %ecruitment >A >A

%eference >@ >@

TOTAL $"" $""

CHART SHO=ING RECRUITMENTS

) a & p u s e c r

u i t & e

n t

) o n s u % t a n c y

$ i r e c t e c r

u i t & e n t

e e r e n c e

0

10

20

30

40

50

60


62/97

I)8e,e)-e! 8rom the abo'e table it is inferred that @4K of the respondents are -ampus

%ecruitment/ >@K of the respondents are -onsultancy/ >AK of the respondents are 2irect

%ecruitment/ and >@K of the respondents are %eference

TABLE &! BELO= SHO=S THE JOB SECURITY OF THE EMPLOYEES

RE=ARDS

ACHIE1EMENT

NUMBER OF

EMPLOYEES

PERCENTAGE

Hes 4 4

No A A

TOTAL $"" $""

GRAPH BELO= SHO=S THE JOB SECURITY OF THE EMPLOYEES

PERCENTAGE OF JOB SECURITY OF THE EMPLOYEES

-es

o

I)8e,e)-e

8rom the abo'e table it is inferred that 4K of the respondents are Hes/ and 3K of the

respondents are No


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TABLE $"! SHO=ING THE DIRECT BENEFITS


0ea'e Encashment ?D ?D

$oliday pay benefits >? >?

5ocation pay benefits ?@ ?@

Worker;s compensation benefits >3 >3

0ife *nsurance benefits ?? ??

TOTAL $"" $""

CHART SHO=ING DIRECT BENEFITS


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0

5

10

15

20

25

30

3540

45

50

Leave Encashment Holida !a "ene#ts

$ocation !a "ene#ts %or&er's com!ensation "ene#ts

Li(e )ns*rance "ene#ts

I)8e,e)-e! F,+m the abo'e table it is inferred that ?DK of the respondents are 0ea'e

Encashment/ >?K of the respondents are $oliday pay benefits/ ?@K of the respondents are

5ocation pay benefits/ >3K of the respondents are Worker;s compensation benefits and ??K of

the respondents are 0ife *nsurance benefits

TABLE $$! SHO=ING THE INDIRECT BENEFITS


8leible timins 4D 4D

$oliday homes >? >?

$ospitali1ation ?4 ?4

Workplace 8leibility >A >A

TOTAL $"" $""

CHART SHO=ING INDIRECT BENEFITS


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% e x i b % e t i & i n g

s

' o % i d a y

o & e s

' o s p i t a % i 6 a t i o n

7 o r 8 p % a c

e % e x i b i % i t y

. O . A /

4

12 24 16

100

4

12 24 16

100

Chart Title

u&ber o espondents .ota%

I)8e,e)-e

8rom the abo'e table it is inferred that 4DK of the respondents are 8leible timins/ >?K of the

respondents are $oliday homes/ ?4K of the respondents are $ospitali1ation/ and >AK of the

respondents are 7'ertime

TABLE $#! SHO=ING THE REGULAR LEARNING PROGRAM OFFERED


Hes AD AD

No 3? 3?

TOTAL $"" $""

CHART SHO=ING REGULAR LEARNING PROGRAM OFFERED


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0

10

20

30

40

50

60

70

80

+es ,o

I)8e,e)-e

8rom the abo'e table it is inferred that ADK of the respondents are Hes/ and 3?K of the

respondents are No

TABLE $%! SHO=ING THE TRAINING PROGRAM


,tronly #ree 4? 4?

#ree >> >>

Neutral 4> 4>

2isaree 4 4

,tronly disaree ? ?

TOTAL $"" $""


67/97

CHART SHO=ING TRAINING PROGRAM

0

5

10

1520

25

30

35

40

45

-tron.l /.ree /.ree ,e*tral isa.ree

-tron.l disa.ree

I)8e,e)-e

8rom the abo'e table it is inferred that 4?K of the respondents are stronly aree/ >>K of the respondents are #ree/ 4>K of the respondents are Neutral/4K of the respondents are

disaree and ?K of the respondents are stronly disaree

TABLE $4! SHO=ING THE REGULAR APPRAISALS


Hes B B

No ?> ?>

TOTAL $"" $""

CHART SHO=ING REGULAR APPRAISALS


68/97

e s o

0

10

20

30

40

50

60

*0

0

90

I)8e,e)-e

8rom the abo'e table it is inferred that BK of the respondents are Hes/ and ?>K of the

respondents are No

TABLE $'! SHO=ING THE INTERNAL COMMUNICATION IN MURUGAPPA

GROUP OF COMPANY


6ood A4 A4

Needs impro'ement ?3 ?3

Not bad >3 >3

TOTAL $"" $""


69/97

CHART SHO=ING INTERNAL COMMUNICATION IN MURUGAPPA GROUP OF

COMPANY

! o o d

e e d s i & p r o v e & e n t

o t b a d

0

10

20

30

40

50

60

*0

I)8e,e)-e

8rom the abo'e table it is inferred that A4K of the respondents are ood/ ?3K of the respondents

are Needs impro'ement and >3K of the respondents are not bad

TABLE $3! SHO=ING THE GOOD RESPONSE FOR 1OCATIONAL TALENT


,tronly aree 3> 3>

#ree ?> ?>

Neutral 4F 4F

2isaree @ @

,tronly disaree 3 3


70/97

TOTAL $"" $""

CHART SHO=ING GOOD RESPONSE FOR 1OCATIONAL TALENT

0

5

10

15

20

25

30

35

40

-tron.l a.ree /.ree ,e*tral isa.ree

-tron.l disa.ree

I)8e,e)-e : 8rom the abo'e table it is inferred that 3>K of the respondents are stronly aree/

?>K of the respondents are #ree/ 4FK of the respondents are Neutral/@K of the respondents are

disaree and 3K of the respondents are stronly disaree

TABLE $! SHO=ING THE TALENT OF EMPLOYEE AFTER JOINED IN TO THE

COMPANY


6ood 4> 4>

Ecellent 3F 3F No impro'ement ?@ ?@


71/97


72/97

CHART SHO=ING TALENT RETENTION =ORSHOP

!ood eed ;&prove&ent .ota%0

20

40

60

0

100

120

Chart Title

u&ber o

espondents

.ota%

I)8e,e)-e

8rom the abo'e table it is inferred that 4AK of the respondents are ood/ @4K of the respondentsare Needs impro'ement

TABLE $&! SHO=ING FEEDBAC MECHANISM IN ORGANIATION


6ood 3D 3D

*ndifferent ?4 ?4

Needs *mpro'ement ?F ?F

Needs a lot impro'ement >D >D

Total >FF >FF


73/97

CHART SHO=ING FEEDBAC MECHANISM IN ORGANIATION

! o o d

e e d s ; & p r o v e

& e n t

. o t a %

0

20

40

60

0

100

120

u&ber o

espondents

.ota%

I)8e,e)-e

8rom the abo'e table it is inferred that 3DK of the respondents are ood/ ?4K of the respondents

are indifferent/ ?FK of the respondents are Needs impro'ement/ and >DK of the respondents are

needs a lot impro'ement

TABLE #"! SHO=ING SATISFIES AN EMPLOYEE IN AN ORGANIATION


,alary >D >D

2esination ?F ?F

"enefits >? >?

Psycholoical need

satisfaction

?D ?D

Trainin 6i'en >F >F


74/97

Employer relation >? >?

T+t(6 $"" $""

CHART SHO=ING SATISFIES AN EMPLOYEE IN AN ORGANIATION

( a % a r y

+ e n e ?K of the respondents are Employer relation

TABLE #$! SHO=ING NEEDS TO BE IMPRO1ED IN ORGANIATION


Work -ulture ?3 ?3

"enefits ?B ?B

-ommunication ?F ?F

8eedback !echanism 3F 3F

T+t(6 $"" $""


75/97

CHART SHO=ING NEEDS TO BE IMPRO1ED IN ORGANIATION

7 o r 8 ) u % t u r e

+ e n e


76/97

C7(,t *7+;i). Em:6+yee* :e,8+,m()-e (8te, Im:6eme)ti). T(6e)t M()(.eme)t I)iti(ti@e*

#urcase inance#roduction = $ $ispatc .ota%0

50

100

150

200

250

300

350

400

Chart Title

!ood

+ad

I)8e,e)-e! *n abo'e both diaram we can compare performance of all department/ before

implementin concept of %etention !anaement and after implementin concept of %etention

!anaement We can obser'e that/ performance of all departments is increase afterimplementin %etention !anaement concept

49# Pe,8+,m()-e (::,(i*(6* (* ( t++6 8+, Rete)ti+)!

* Performance appraisal is a method of e'aluatin the beha'ior of employees in the work spot/

normally includin both the +uantitati'e and +ualitati'e aspects of job performance Performance

here refers to the deree of accomplishment of the tasks that make up an indi'iduals job *t

indicates how well an indi'idual is fulfillin the job demands 7ften the term is confused with

effort/ but performance is always measured in terms of results and not efforts

II9 Need +8 Pe,8+,m()-e A::,(i*(6!

Performance appraisal is needed in order to:


77/97

• Pro'ides information about the performance ranks/ basin on which decision reardin salary

fiation/ confirmation/ promotion/ transfer and demotion are taken

• Pro'ide feedback information about the le'el of achie'ement and beha'ior of subordinate This

information helps to re'iew the performance of the subordinate/ rectifyin performance

deficiencies and to set new standards of work/ if necessary

• Pro'ide information/ which helps to counsel the subordinate

• Pro'ide information to dianose deficiency in employee reardin skill/ knowlede/ determine

trainin and de'elopmental needs and to prescribe the means for employee rowth pro'ides

information for correctin placement

• To pre'ent rie'ances and in disciplinary acti'ities

Pu,:+*e

Performance appraisal aims at attainin the different purpose They are:

• To create and maintain a satisfactory le'el of performance

• To contribute to the employee rowth and de'elopment throuh trainin self and manaement

de'elopment prorams

• To help the superiors to ha'e a proper understandin about their subordinates

• To uide the job chanes with the help to continuous rankin

• To facilitate fair and e+uitable compensation based on performance

Met7+d* +8 Pe,8+,m()-e A::,(i*(6!

The methods of performance #ppraisal are basically classified as Traditional !ethods/ !odern !ethods

and result Q 7riented #ppraisal: .

The Traditional !ethods consists of 6raphic %atin ,cales/ %ankin !ethod/ Paired comparison

!ethod/ 8orced 2istribution !ethod/ -hecklist method/ #PP%#*,#0/ 6roup #ppraisal and confidential

%eport


78/97

!odern !ethods of e'aluatin performance appraisal are "eha'iorally #nchored %atin ,cales

("#%,);/ "7,/ #ssessment -enter;/ $uman %esource #ccountin;/ !anaement by objecti'es;/

Psycholoy #ppraisal;

U*e* +8 Pe,8+,m()-e A::,(i*(6*:.

Pe,8+,m()-e Im:,+@eme)t! Performance feedback allows the employee/ manaer/ and personnel

specialists to inter'ene with appropriate actions to impro'e performance

P6(-eme)t De-i*i+)*! Promotions/ transfers/ and demotions are usually based on past or anticipated

performance 7ften promotions are a reward for past performance

T,(i)i). ()d De@e6+:me)tM Poor performance may indicate the need for retrainin 0ikewise/ ood

performance may indicate untapped potential that should be de'eloped

C(,ee, P6())i). ()d De@e6+:me)t: Performance feedback uides career decisions about specific career

paths one should in'estiate

St(88i). P,+-e** De8i-ie)-ie*! 6ood and "ad performance implies strenth or weakness in the personnel

departments staffin procedures

T,(diti+)(6 ()d m+de,) Met7+d* +8 Pe,8+,m()-e A::,(i*(6

METHODS OF PERFORMANCE APPRAISAL

T,(diti+)(6 met7+d* M+de,) Met7+d*

>) 6raphic ratin scales >) "eha'iorally anchored ratin scales

?) %ankin !ethod ?) #ssessment centers2e'elopment centers

3) Paired comparison method 3) $uman #sset accountin method

4) 8orced distribution method 4) !anaement by 7bjecti'es method

@) -hecklist methods @) 3AFS 8eedback

A) Essay from appraisal

B) 6roup appraisal

D) -onfidential reports


79/97

49% Le(,)i). ()d De@e6+:me)t - =7(t it me()* t+ Rete)ti+)

I)t,+du-ti+)

#fter an employee selected/ placed and introduced her or she must be pro'ided with trainin facilitiesTrainin is the act of increasin the knowlede and skills of an employee for doin a particular job

Trainin is a short.term educational process and utili1in a systematic and orani1ed procedure by which

employees learn technical knowlede and skills for a definite purpose 2ale , "each 2efine trainin/

“The orani1ed procedure by which people learn knowlede andor skill for a definite purpose9 *n other

words trainin impro'es/ chanes/ moulds the employee;s knowlede/ skill/ beha'ior/ aptitude/ and


80/97

attitude towards the re+uirements of the job and orani1ation Trainin refers to the teachin and learnin

acti'ity carried on for the primary purpose of helpin members on an orani1ation/ to ac+uire and apply

the knowlede/ skills/ abilities and attitudes needed by a particular job and orani1ation

Be)e8it* +8 t,(i)i). 8+, +,.()i(ti+)

• 0ead to pro'e profitability andor more positi'e attitudes towards profit orientation

• *mpro'es the job knowlede and skills at all le'el of the orani1ation

• *mpro'es the morale of workforce

• $elps people identify with orani1ational oal

• $elps create a better corporate imae

• #ids in orani1ational de'elopment

• 0earns from the trainee

• $elps to prepare uideline for work

• 7rani1ation ets more effecti'e decision makin and problem sol'in

• *t helps to impro'e labor.manaement relations

Be)e8it* t+ t7e i)di@idu(6 ;7i-7 i) tu,) u6tim(te6y *7+u6d be)e8it t7e +,.()i(ti+)

$elps the indi'idual in makin better decisions and effecti'e problem sol'in

Throuh trainin and de'elopment/ moti'ational 'ariables of achie'ement/ rowth/

responsibilities and ad'ancement are internali1ed and operationised

*t helps to an indi'idual to handle stress tension or conflicts

*t pro'ides information to impro'e leadership knowlede

2e'elops a sance of rowth in learnin

*mpro'es morale

*mpro'es impersonal skills


81/97

Te-7)+6+.i-(6 (d@()-e*!

E'ery orani1ation in order to sur'i'e and to be effecti'e should adopt the latest technoloy/ ie

mechani1ation/ computeri1ation/ automation #doption of the latest technoloy means and methods will

not be complete until they are manned by employees possessin skill to operate them ,o/ orani1ation

should train the employee to enrich them in the areas of chanin technical skills and knowlede from

time to time

Hum() ,e6(ti+)*!

Trends in approach towards personel manaement ha'e chane from the commodity approach to

partnership approach/ crossin the human relations approach ,o/ today/ manaement of most of the

orani1ation has to maintain human relations besides maintainin sound industrial relations althouh

hitherto the manaers are not accustomed to deal with workers accordinly ,o/ trainin in human

relations is necessary to deal with human problems and to maintain human relations

Met7+d* +8 T,(i)i).

The most widely used methods of trainin used by orani1ations are classified into two cateories: 7n.

the.Gob Trainin < 7ff.the.Gob Trainin

ONTHEJOB TRAINING

*t;s i'en at the work place by superior in relati'ely short period of time This type of trainin is

cheaper < less time.consumin This trainin can be impacted by basically four methods: .


82/97

J+b R+t(ti+)!

*n this method/ the trainees mo'e from one job to another/ so that heshe should be able to perform

all types of jobs E *n bankin industry/ employees are trained for both back.end < front.end jobs *n

case of emerency/ (absenteeism or resination)/ any employee would be able to perform any type of job

OFF THE JOB TRAINING!

Le-tu,e*C+)8e,e)-e*!

This approach is well adapted to con'ey specific information/ rules/ procedures or methods This method

is useful/ where the information is to be shared amon a lare number of trainees The cost per trainee is

low in this method

Fi6m*!

*t can pro'ide information < eplicitly demonstrate skills that are not easily presented by other

techni+ues !otion pictures are often used in conjunction with -onference/ discussions to clarify <

amplify those points that the film emphasi1ed

Simu6(ti+) Ee,-i*e! #ny trainin acti'ity that eplicitly places the trainee in an artificial en'ironment that closely mirrors

actual workin conditions can be considered a ,imulation ,imulation acti'ities include case eperiences/

eperiential eercises/ 'estibule trainin/ manaement ames < role.play

C(*e*!

Present an in depth description of a particular problem an employee miht encounter on the job The

employee attempts to find and analy1e the problem/ e'aluate alternati'e courses of action < decide what

course of action would be most satisfactory

1e*tibu6e T,(i)i).: .

Employees learn their jobs on the e+uipment they will be usin/ but the trainin is conducted away

from the actual work floor While epensi'e/ 5estibule trainin allows employees to et a full feel for


83/97

doin task without real world pressures #dditionally/ it minimi1es the problem of transferrin learnin to

the job

Se(,-7 8+, I)te,)(6 +, Ete,)(6 t,(i)e,!

I)te,)(6 T,(i)e,! #fter assessment of need of trainin/ they search for a trainer in theirs company

who can train there employee They search trainer amon their employees

Ete,)(6 t,(i)e,! *f they didn;t find internal trainer then they o for Eternal trainer They try to find

eternal professional trainer from their personnel contact/ by i'in ad'ertisement in news paper etc

De*i.) :,+.,(m 8+, t,(i)i).! $% manaer or head of the department present there need to trainer

They assess type of trainin and desin trainin proram by the help of trainer within the budet


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C7(:te, '! Fi)di).*5 Su..e*ti+) ()d

C+)-6u*i+)*

FINDINGS

8rom the abo'e sur'ey conducted it is inferred that BDK of the respondents are male/

??K of the respondents 8emale ?3K of the respondents are ?F.3F aed persons/ @AK of the respondents are 3>.4F aed

persons/ >@K of the respondents are 4>.@F aed persons and AK of the respondents are

abo'e @F aed persons 4DK of the respondents are junior eecuti'e/ ?>K of the respondents are 7perator/ and

3>K of the respondents are !anaer


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AFK of the respondents are &6/ ?FK of the respondents are P6/ >FK of the respondents

are diploma/ and >FK of the respondents are $,- @@K of the respondents are below @yrs/ >@K of the respondents are A.>Fyrs/ >FK of the

respondents are >>.>@yrs/ >@K of the respondents are >A.?Fyrs and @K of therespondents are abo'e ?Fyrs

44K of the respondents !arried and @AK of the respondents are &nmarried

@4K of the respondents are below >FFFF/ >@K of the respondents are >FFFF.?FFFF/ >AK

of the respondents are ?FFFF.3FFFF/ and >@K of the respondents are abo'e 3FFFF @4K of the respondents are -ampus %ecruitment/ >@K of the respondents are

-onsultancy/ >AK of the respondents are 2irect %ecruitment/ and >@K of the respondents

are %eference

4K of the respondents are Hes/ and 3K of the respondents are No

?DK of the respondents are 0ea'e Encashment/ >?K of the respondents are $oliday pay

benefits/ ?@K of the respondents are 5ocation pay benefits/ >3K of the respondents are

Worker;s compensation benefits and ??K of the respondents are 0ife *nsurance benefits 4DK of the respondents are 8leible timins/ >?K of the respondents are $oliday homes/

?4K of the respondents are $ospitali1ation/ and >AK of the respondents are 7'ertime 4?K of the respondents are stronly aree/ >>K of the respondents are #ree/ 4>K of the

respondents are Neutral/4K of the respondents are disaree and ?K of the respondents

are stronly disaree

3>K of the respondents are stronly aree/ ?>K of the respondents are #ree/ 4FK of the

respondents are Neutral/@K of the respondents are disaree and 3K of the respondents

are stronly disaree >DK of the respondents are ,alary/ ?FK of the respondents are "enefits/ ?4K of the

respondents are Needs *ncenti'es/ and 3DK of the respondents are Position >DK of the respondents are ,alary/ ?FK of the respondents are 2esination/ >?K of the

respondents are "enefits/ and ?DK of the respondents are Psycholoical need

satisfaction>FK of the respondents are Trainin 6i'en and >?K of the respondents are

Employer relation ?3K of the respondents are ,alary/ ?BK of the respondents are 2esination/ ?FK of the

respondents are "enefits/ and 3FK of the respondents are 8eedback !echanism


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Su..e*ti+) ()d Re-+mme)d(ti+)!

$% 2epartment should interact and epose inbound employee

Perform 'arious task to moti'ate employee for work/ because 'arious employee cannot work with

moti'ation they just do it/ because orani1ation pay for them

!ost of respondent feel that they are well taken care by their employer but still should ha'e

reular meetin with employees and ask about their feedback

New trainin session should be there to update employee;s skills

E+ual promotion opportunity should be i'en at correct inter'al


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%etainin %etention !anaement for the $% -ommunity is an opportunity for $% professionals to

de'elop in their areas of epertise and in their careers # stron $% -ommunity helps create a stron

public ser'ice The oal of %etention !anaement is to better understand our people in the $%

-ommunity so we can support professional and career de'

m bahr finance project

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