recruitment n employee welfare measures

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Training of Recruitment and Employee Welfare Measures in SGJ Group of Companies,

Tirunelveli

IN-PLANT TRAINING ON RECRUITMENT AND EMPLOYEE

WELFARE MEASURES IN SGJ GROUP OF COMPANIES,

TIRUNELVELI

Submitted By,

Jerince Peter.J

Register No. 08BA128

Under the guidance of

Mr. PETER KUMAR,

ASST. PROFESSOR

Karunya School of Management

Submitted in partial fulfillment of the requirements of Karunya University

for the award of the degree in Master of Business Administration

KARUNYA SCHOOL OF MANAGEMENT

KARUNYA UNIVERSITY

COIMBATORE 641 114

JUNE 2009

Jerince Peter B.Tech, M.B.A 1 7/4/2009

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SCHOOL OF MANAGEMENT

KARUNYA UNIERSITY

IN-PLANT TRAINING REPORT CERTIFICATE

This is to certify that the In-Plant Training on Recruitment and Employee

Measures in SGJ Group of Companies is a bonafide work done by

Mr.Jerince Peter, 08BA128, and is submitted in partial fulfillment of the

requirements for the degree of Master of Business Administration of

Karunya University

Dr. Samuel Joseph Mr. Peter Kumar

(Administrative Coordinator) Asst. Professor

(Faculty Guide)

Place: Coimbatore

Date:

Viva-voice examination held on .

Internal Examiner External Examiner


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DECLARATION

I JERINCE PETER.J hereby declare, that the IN-PLANT TRAINING entitled

RECRUITMENT AND EMPLOYEE WELFARE MEASURES IN SGJ GROUP OF

COMPANIES, TIRUNELVELI for partial fulfillment of the requirements for the award

of the degree of MASTER OF BUSINESS ADMINISTRATION, as a record of

original work done by me under the supervision and guidance of Mr. PETER KUMAR,

Asst. Professor, Karunya school of management, Karunya university, COIMBATORE.

This has not formed the basis for the award of any Degree

/Diploma/Associateship/Fellowship of similar titles to any candidate of any university.

Place: Signature of the student


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Date:


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ACKNOWLEDGMENT

I am indebted to the one and only ALMIGHTY GOD for all the blessings

he showered on me and for being with me throughout the training.

I would like to express my sincere thanks to Dr.REVEES WESLY, HOS

Karunya School of management, who provided me an opportunity to do

this training.

I am deeply obliged to Mr. Jeyakumar Jeyaraj (MANAGING DIRECTOR) AND

Mrs. Ragini (HR-MANAGER) for their exemplary guidance and support without

whose help this training would not have been success.

I would like to place on record my sincere gratitude and appreciation to my

project guide Mr. Peter Kumar, Asst. Professor, Karunya School of

management, for his kind cooperation and guidance which enabled me to

complete my training successfully.


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I also take this opportunity to express my deed gratitude to my loving parents

and friendswho are a constant source of motivation and for their never ending

support and encouragement during this project.


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TABLE OF CONTENTS

CHAPTER NO PARTICULARS PAGE NO

EXECUTIVE SUMMARY

CHAPTER SCHEME

1 INTRODUCTION 1

1.1 INDUSTRY PROFILE 6

1.2 COMPANY PROFILE 8

2 REVIEW OF LITERATURE 13

3 OBJECTIVES OF TRAINING 17

4 METHODOLOGY OF TRAINING 19

4.1 METHODOLOGY USED 22

5 IMPLICATIONS OF TRAINING 24

6 MERITS AND DEMERITS OF TRAINING 42

6.1 MERITS OF TRAINING 43

6.2 DEMERITS OF TRAINING 44

BIBLIOGRAPHYAPPENDICES


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CHAPTER SCHEME

In the Report for the In-Plant training at SGJ Group of Companies, Tirunelveli, under the

topic of Recruitment and Employee welfare Measures the following Chapters are

included.1. INTRODUCTION

2. REVIEW OF LITERATURE

3. OBJECTIVES OF TRAINING

4. METHODOLOGY OF TRAINING

5. IMPLICATIONS OF TRAINING


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6. MERITS AND DEMERITS OF TRAINING


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EXECUTIVE SUMMARY


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EXECUTIVE SUMMARY

The only vital value an enterprise has is the experience, skills, innovativeness and

insights of its people

Human resource is the pillar for any organization. In order to survive in the current

competitive environment it is mandatory for every company to recruit people with

requisite skill, qualifications and experience. Beyond recruitment, retaining the

employees in the organization is a major issue. For retention of the employees for a

perpetual growth of the company the company needs to meet the various needs of the

employees. The company must ensure a healthy and a beneficial environment to the

employees. The welfare of the employees in various perspectives have to given priorities

to satisfy them.


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As a HR student merely learning about the Recruitment and Employee welfare measure

is insufficient. A full fledged training on these topics would give a pragmatic knowledge

to the student. It also reveals the various hurdles in the company that serious affect these

important functions of a HR manager and the various internal and external factors that

affect the HR policies of any company.


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1. INTRODUCTION


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1. INTRODUCTION

Human Resource Management is the design of formal systems in an organization to

ensure the effective and efficient use of human talent to accomplish the organizational

goals

The policies and practices involved incurring out the people or human resource

aspects of a management position, including recruiting, screening, training, rewarding,

and appraising.

The following are the brief description about the functions of the human resource

department in any company.

PLANNING:

Establishing goals and standards, developing rules and procedures, developing plans and

forecasting.

ORGANIZING:

Giving each subordinate a specific task, establishing department, establishing channels of

authority and communication, coordinating the work of subordinates.

STAFFING:

Determining what type of people should be hired, recruiting prospective employees,

selecting employees, setting performance standards, compensating employees, evaluatingperformance counseling employees, training and developing employees.

LEADING:

Getting other to get job done, maintaining morale, motivating

subordinates.

CONTROLLING:

Setting standards such as sales quotas, quality standards or production level, checking to

see how actual performance compares with these standards taking corrective action as

needed.


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All these functions are interlinked and mandatory for effective running of any kind of

business. The fore coming chapters deals with the Recruitment process of the company


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and the Welfare measures inculcated by the corporate players with the sample of HR

practices followed in these functions.

RECRUITMENT

Definition

Recruitment is the process id locating and encouraging potential applicants to apply for

existing or anticipated job openings. It is actually a linking function, joining together

those with jobs to fill and those seeking jobs. Recruitment, logically, aims at (i) attracting

a large number of qualified applicants who are ready to take up the job it its offered and

(ii) offering enough information for unqualified persons to self-select themselves out.

Constraints and Challenges

In actual practice, it is always not easy to find and select a suitable candidate for a job

opening. The recruiters choice of a communication medium may not be appropriate.

Some of the bright candidates may bein to view the vacancy as not in line with their

current expectations.

The most suitable ones may not have been motivated to apply due to several other

constraints

Poor Image: If the image of a firm is perceived to be low, the likelihood

of attracting a large number of qualified applicants is reduced

Unattractive Job: If the job to be filled is not very attractive, most

prospective candidates may turn indifferent and may not even apply.

Conservative internal Policies: A policy of filling vacancies through

internal promotions based on seniority, experience, job knowledge etc.

may often come in the way of searching for qualified hands in the broader

job market in an unbiased way.


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Limited budgetary support: Recruiting efforts require money,,

sometimes because of limited resources, organizations may not carry on

the recruiting effectively for long periods on time.


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Restrictive policies of government: Government policies often come in

the way of recruiting people as per the rules for the company on the basis

of merit/seniority etc.

Sources of recruitment

The sources of recruitment are broadly classified into two categories: internal and

external sources.

INTERNAL SOURCES

Persons who are already working in an organization constitute the internal sources.

Retrenched employees, retired employees, dependents of deceased employees may also

constitute the internal sources. Whenever any vacancy arises, someone from within the

organization is upgraded, transferred, promoted or even demoted

EXTERNAL SOURCES

External sources lie outside the organization. Here the organization can have the services

of (a) Employees working in other organizations (b) Job aspirants registered with the

employment exchange (c) Students fro reputed educational institutions (d) Candidates

referred by unions. Friends, relatives and existing employees (e) Candidates forwarded

by search firms and contractors (f) Candidates responding to the advertisements, issued

by the organization and (g) Unsolicited applications/Walk-ins.

EMPLOYEE WELFARE

Labour welfare work is undertaken by various groups within and outside an organization

to improve the living of workers. The objective is to make the employees happy, healthy,

committed and loyal.

Employee or labour welfare is a comprehensive term including various services, benefits

and facilities offered to the employees by the employers. Through such generous fringe

benefits the employer makes life worth living for the employees. The welfare amenities

are extended in addition to normal wages and other economic rewards available toemployees as per the legal provisions.


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Importance


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The significance of welfare measures was accepted as early as 1931, when the Royal

Commission on labour stated: The benefits are great importance to the worker which he

is unable to secure by him. The schemes of labour welfare may be regarded as a wise

investment because these would bring a profitable return in the form of greater efficiency.

Labour welfare thus serves the following purposes:

Enables workers to have a richer and more satisfying life

Raises the standard of living of the employees by indirectly reducing the

burden on their pocket.

Absorbs the shocks injected by industrialization and urbanization on

workers.


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Promotes a sense of belonging among the workers, preventing them from

resorting to unhealthy practices like absenteeism, labour turnover, strike

etc.


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1.1INDUSTRY PROFILE

DEALERSHIP BUSINESS

Dealership Business Model

Automobile dealerships of today are capital intensive business and no less than that of a

level of a big or medium corporate house. Look at the following few factors and you will

realize why they are considered big;

Initial cost of setting up dealership

Number of people employed

Promotions and advertisement costs you incur

Statutory obligations you that need to be fulfilled (employee benefits,

Taxes)

Importance of your identity in market place Goodwill and Image in the

market

Wide Customer base you have

Policies and Processes you follow

Inventory Levels you carry

Your Gross turnovers

Social or community obligations


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All of the above are comparable or at times higher than various professional companieslisted in your local stock exchanges! For that matter there are few automobile groups

whose shares are traded in the stock exchange. It is therefore very important that

automobile dealerships are run professionally befitting to the size of establishment and

turnovers. The fundamental premise when running an automobile dealership is to quickly

create a huge database (both demographic & phsycographic) of current and potential new

segment customers in a cost-effective manner. A comprehensive database would be very

useful both for sales and service department of dealerships, as all activities of customer

relationships would revolve around it. The second key strategy is to establish what is

considered as the dealerships fixed expense (not including direct sales expenses i.e.

discounts, incentives, scheme adverts, specific field visit expenses, inventory holding cost


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etc) per month and calculate how quickly it can be covered by workshop gross profits of

a work shop.

This is the concept of Service Absorption and the dealership should very quickly

write down a strategy to get 100% Service Absorption.

A dealership with 100% Service Absorption would not be unduly bothered by

cyclic nature of new vehicle sales and can always keep sales teams focus to work

towards expanding the pond.

Dealerships who are strong in the areas of generating "Prospect Data" and have ensured

100% "Service Absorption" will continue delivering high performances when compared

to dealerships that lag behind in these two areas.

The third key strategy for a dealership is to capitalize on various allied revenue

generation channels that are linked to automobile sales:

Insurance on new vehicle sales

Insurance renewals

Financing of new vehicles

Accessory sale

Sub contracting body shop

Towing services

Used vehicles sales

Annual maintenance etc


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This complex nature of business offers plenty of opportunities to generate revenue

provided if one is able to create a loyal customer base of people who not only repeatedly

use dealer services, but also is a strong advocate of the dealership to his / her friends and

relatives.


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1.2COMPANY PROFILE

S.G.J Group of companies is a set of dealership companies which is one of the pioneers

in this business in the southern districts of Tamil Nadu. The company is established in the

year 1971 by Mr. Jeyaraj Nadar in tirunelveli district. Now this company has expanded

its business in Tirunelveli, Tuticorin and Nagercoil districts with diversified dealerships.

VISION

SERVE THE PEOPLE OF TIRUNELVELI, TUTICORIN & KANYAKUMARI

DISTRICTS BY PROVIDING THEM WORLD-CLASS AUTOMOBILES AND

RELATED PRODUCTS, PROVIDING TRAINING AND EMPLOYMENT TO LOCAL

YOUTH WHEREBY CONTRIBUTING TO THE ECONOMIC GROWTH AND WELL

BEING OF THE PEOPLE OF TIRUNELVELI, TUTICORIN & KANYAKUMARI

DISTRICTS.

TO BE A PROCESS CENTRIC, PROFIT ORIENTED ORGANIZATION TUNED TO

THE CONCEPT OF CUSTOMER DELIGHT.

MISSION

HUMAN RESOURCE IS SGJs MOST IMPORTANT AND VALUED RESOURCE.

SGJ IS COMMITTED TO PROVIDE AN UNBIASED WORK ENVIRONMENT

THAT IS CONDUCIVE TO MENTAL, SPIRITUAL AND FINANCIAL WELL BEING

OF THE EMPLOYEES.

SGJ IS COMMITTED TO ENHANCING THE SKILLS OF THE EMPLOYEES BY

ENCOURAGING EMPLOYEES TO TRAIN AND STUDY, IRRESPECTIVE OF THE

DESIGNATION AND AGE, IN BETTER MANAGEMENT TECHNIQUES AND

INNOVATIVE INITIATIVES COMMITTED TO


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GROUP COMPANIES OF S.G.J GROUP OF COMPANIES

Table


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Sl.No

Name of Company

&

Established Year

Authorised Dealership for

1

SG Jayaraj Nadar & Son

Tirunelveli

Partnership

Estd 1971

STATUS: Registered Partnership

Firm

Hindustan Motors Ltd

(Ambassador Cars)

TAFE Ltd

(Tractors)

Tide Water Oil Co (India) Ltd

(Veedol Oil)

2

JR Enterprises

Tirunelveli

Sole Proprietorship

Estd 1971

Indian Oil Corporation Ltd

3

Kodai Automobiles Ltd

Madurai & Tirunelveli

Estd 1985Deemed public limited company

Mahindra & Mahindra Ltd

Mahindra International Ltd

(LCVs)

4

Kodai Cars (P) Ltd.

Tirunelveli

Estd 2008

Mahindra & Mahindra Ltd

(Personal Segment: Scorpio &

Logan)

Prosper Segment

5

SGJ Auto Care (P) Ltd

Madurai & Tirunelveli

Estd 1993

private limited company

Wheel Alignment

Branch Operations:

Martandam, Sipcot & Tuticorin

TASS


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6

SGJ Bikes (P) Ltd

Tuticorin

Estd 2007

Honda Motorcycle & Scooter

India Private Ltd

Objectives of the Human Resource Department

The Objectives of the Human Resource Department in SGJ group Companies are.

1. To make a significant contribution in the development of our region

through successful business activities.

2. To provide such support service as are possible to upgrade our region.

3. To be committed to the customer through our employees.

4. To achieve excellence in all our activities.

5. To make our organization one that will provide opportunities to our

employees to realize their full potential.

6. To develop and sustain a participative style of management.

7. To create a friendly yet competitive working atmosphere.

8. To support social causes and help in uplifting the needy.

9. To maintain financial propriety and discipline.

S G Js Personnel Beliefs

People are S G Js most important resource. S G J tries to create the type of

organizational climate in which the staff may make the fullest use of their capabilities.

Apart from its salary structure and working conditions S G J tries to promote

achievement, recognize the achievement; encourage advancement and increased

responsibility and thereby help the employee attain his full potential.


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Training opportunities for furthering professional development are provided by

SGJ. It also tries to accommodate efforts by staff members to complete part-time

courses.


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Aware that better people make better employees, S G J is committed to build an

atmosphere of trust and harmony for the employees.

Achievements and awards of the group

The clients form a database of around 50,000 satisfied customers spread over 35 years

and the whole of South Tamil Nadu testifying to our constant and consistent growth and

expansion from 1971 till today.

Since 1971, the company have achieved several targets and received acknowledgements

from Hindustan Motors Ltd, including awards for Best Dealer for promotion of Trekkers,

growth in spare parts and sale of vehicles.

The company have received awards from TAFE Ltd for the best tractor, trailer and

implements sales ratio.

Kodai Automobiles Ltd has been awarded the Best All-India Service Facility Award and

has received also the All-Rounder Award.

Kodai Automobiles Ltd was awarded CSI Number One in All-India level for F-03 and

again for F-04. Kodai Automobiles were also awarded MDEP Award for Sustenance and

Process for F-04.

Largest seller ofMahindra LCV (passenger) in India for more than 10

years. Tamil Nadu No.1 inMahindraPick-ups andMahindraCab king &Load

king sales.

Recipient of Award from TAFE Ltd for the Best Tractor, Trailer and

Implements Sale Ratio in the year 1988.

Recipient ofPerformance Award from Tide Water Oil Co India Ltd.

Recipient ofAward from Hindustan Motors Ltd for selling 444 vehicles

in the year 1996.

Recipient ofBest Market Performance Award fromHindustan Motors

Ltd in the year 2003.


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Recipient ofBest Dealer in Load Carrier Sales category fromMahindra

& Mahindra Ltd in the year 2003.


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Recipient of Best All India Service Facility Award and also All-

Rounder Award and recipient ofCustomer Satisfaction Index Award

fromMahindra & Mahindra Ltd in the years 2003 & 2004.


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2. REVIEW OF LITERATURE


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2.REVIEW OF LITERATURE

Since a developing country like India is still growing through the process of economic

development, it is of great consequence and somewhat easier for here to counteract

effectively the baneful effects of the industrial revolution which have adversely affected

the people all over the world. The need or labour welfare was strongly felt by the

community of royal commission on labour as far back as in 1931, primarily because of

lack of commitment to industrial work among factory workers and also the harsh

treatment they received from employers. This need was emphasized by the constitution of

India in the chapter on the directive principles of stat policy.

Importance of labour welfare measures

Employee welfare is in the interest of the employee, the employer and the society as a

whole. For the employee, welfare measures help to counteract the negative effects of the

factory system. These measures enable the employee and his family to lead a good life.

For the employer, welfare measures lead to higher productivity of labour. Employee

welfare is also in the interest if the larger society because the health, happiness and

efficiency of each individual represent the well being of all, thus, employee welfare

provides the following benefits.

1. Welfare activities influence the sentiment of the workers. When workers feel that

the employer and the state are interested in their happiness, the tendency to grouseand grumble by the employee will steadily disappear. The development of such a

feeling paves the way for industrial peace.

2. The provisions of various welfare measures such as good housing, canteen,

medical and sickness benefits etc. makes them realize that they have also some

stake in the undertaking in which they are engaged and so they think thrice before

taking any reckless action which might prejudice the interest of undertaking.


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3. Welfare measures, such as cheap food in the canteen, free or concessional medical

and educational facilities, also various allowances for travel, education of their

children etc. indirectly increase the real income of the workers. Hence, they will


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try to avoid industrial disputes as far as possible and do not go on strike on flimsy

grounds.

4. Welfare activities will reduce labour turnover and absenteeism and create

permanent settled labour force by making service attractive to the labour.

5. Welfare activities will go a long way to better the mental and moral health of

workers by reducing the incidences of vices of industrialization.

6. Welfare measures will improve the physique, intelligence, morality and standard

of living of the workers which in turn, will improve their efficiency and

productivity.

7. Welfare measures help to improve recruitment. As the job becomes more

attractive, more efficient workers can be recruited.

8. Improvement in material, intellectual and cultural conditions of life protects

workers from social evils like smoking, drinking, gambling, prostitution etc.

9. Welfare measured help to improve the goodwill and public image of the

enterprise. Voluntary efforts for the welfare of workers reduce the threat of

further intervention.

Legal framework of labour welfare in INDIA

The origin of labour welfare activity in India goes back to 1837, following th abolition of

slavery in 1833, the British colonies started improving Indian labour. Labour welfare

activity largely controlled by legislation, the earliest act being the Apprentices act of

1850. The Fatal Accident act of 1853, which aimed at providing compensation to the

families of workmen who lost their lives as a result of any actionable wrong. Then

came the Merchant shipping act of 1859, which regulated the employment of seaman and

provided for their health, accommodation and protection.


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A review of all these enactments shows that they were drawn up with specific objectives

and that they do not indicate any planned policy or approach to labour welfare. And they


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were aattempts at regulating employment rather than improving the working condition of

the worker.

There was a rapid increase in industrial activity during the First World War, leading to an

increase in the number of industrial workers. The wear also had a tremendous impact on

the attitudes of government and society towards labour. The international labour

organization (ILO) was set up in 1919. For the first time, the importance of labour in the

economic and social reconstruction of the world was recognized

Hiring by private firms may shrink further

India may see a further dip in recruitment in the organized private sector, while salary

hikes given to employees will also be affected due to the economic crisis.

The next three to five months will be tougher period for companies in terms of

recruitment HR services provider Ma Foi Group and randstat India Managing director

K. Pandiarajan

Participating in a colloquium on HR trends, global employment environment and the

impact of the current economic crisis on the Indian job market, he said there would be a

further dip in recruitment in the organized private sector in the country

The salary hikes given to employees by private companies are also going to be

affected, he said

A Ma Foi survey had found that the estimated 8.8% increase in salary hike was expected

to come down by 4% this year.


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3. OBJECTIVES OF TRAINING


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3. OBJECTIVES OF THE TRAINING

The main objective of the training is to get a practical knowledge about the various

functions of a Human Resource manager in a company. Mainly the recruitment process

of the company and the various methods of welfare measures of the company are

observed.

The objectives of the training are to learn about the following matters.

Manpower planning in the company

Identification of the potentiality expected from employees for different

jobs in the company

Identification of the potential workforce

Screening of the candidates for the job

Post Placement training

Salary and other allowances fixation

Meeting the welfare of the employees working in the company

The various government regulations and their implementations in the

companies in real time


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4. METHODOLOGY OF TRAINING


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4.METHODOLOGY

There are many different ways to train. The method by which training is delivered often

varies based on the needs of the company, the trainee, and on the task being performed.The method should suit the audience, the content, the business environment, and the

learning objective. Common group training methods include:

Lecture

A lecture is the method learners often most commonly associate with college and

secondary education. Yet, it is also considered one of the least effective methods to use

for adult learners. In this method, one person (the trainer) does all of the talking. He orshe may use handouts, visual aids, question/answer, or posters to support the lecture.

Communication is primarily one-way: from the instructor to the learner.

Demonstration

Demonstration is very effective for basic skills training. The trainer shows trainees how

to do something. The trainer may provide an opportunity for trainees to perform the task

being demonstrated.

Seminar

Seminars often combine several group methods: lectures, discussions, conferences,

demonstrations.

Conference

The conference training method is a good problem-solving approach. A group considers a

specific problem or issue and they work to reach agreement on statements or solutions.

Panel

A panel provides several points of view on a topic to seek alternatives to a situation.

Panel members may have differing views but they must also have objective concerns for

the purpose of the training. This is an excellent method for using outside resource people.

Role Playing

During a role play, the trainees assume roles and act out situations connected to the

learning concepts. It is good for customer service and sales training.


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Case Studies

A case study is a description of a real or imagined situation which contains information

that trainees can use to analyze what has occurred and why. The trainees recommendsolutions based on the content provided.

Simulations

Trainees participate in a reality-based, interactive activity where they imitate actions

required on the job. It is a useful technique for skills development.

Projects

Projects require the trainees to do something on the job which improves the business as

well as helps them learn about the topic of training. It might involve participation on ateam, the creation of a database, or the forming of a new process. The type of project will

vary by business and the skill level of the trainee.

Common individual training methods include:

Self-discovery

Trainees discover the competencies on their own using such techniques as guided

exercises, books, and research.

Movies/videos/computer-based training

Content for the training experience comes primarily from a videotape or computer-based

program.

On-the-job training

This is the most common method of training. The trainee is placed on the job and the

manager or mentor shows the trainee how to do the job. To be successful, the training

should be done according to a structured program that uses task lists, job breakdowns,

and performance standards as a lesson plan.

Mentoring


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A mentor can tutor others in their learning. Mentors help employees solve problems both

through training them in skills and through modeling effective attitudes and behaviors.

This system is sometimes known as a buddy system.
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4.1 METHODOLOGY USED

As the training provided by the company is not for an employee it consisted of mixed

methods of training. To point out the methods of training the company has given were

1. Demonstration

2. Projects and

3. On the job Traning

DEMONSTRATION

In this method the HR managers from the company gave demonstrations about the

various processes of HR practices. They explained with samples the Recruitment process

and also the other functions of HR in the company.

They also explained the various employee welfare practices implemented by thecompany to ensure the welfare of the employees. The trainee was explained about the

various types of welfare measures that are facilitated to the employees. The trainer

explained about the Employee State insurance scheme and the percentage of contribution

by the employees and the company.

Also the Provident fund scheme was explained to the trainee. The various allowances like

allowances for shoes, uniforms, bike for the sales executives, laptop and education were

also explained clearly with details that have been included in the implications part of the

report.

PROJECTS

The company trained the trainee by providing a short project. Employee Pulse Survey

is the project which is used by the company to asses the satisfactory level of the

employees in the company. The company has allowed the trainee to do that survey by

interviewing employees with a set of Pre-defined questions. This helped the trainee to

understand the level of satisfaction of employees for working in the company.


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The Employee Pulse Survey is a survey that is made among the employees of the

dealership firms under Mahindra and Mahindra. The survey questionnaire has been

formed by the Mahindra company itself and provided the dealership firms. The company

has to do the survey and send the analysis to Mahindra and Mahindra.


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The trainee has allowed to collect the information from the employees regarding the

survey and was also allowed to do analysis of the responses. The trainee was assisted

with various details required for the assessment and the benchmark has been given. The

analysis was then submitted to the company.

ON THE JOB TRAINING

This is the most interesting and easy method of training. This was very helpful for me to

understand the process of the company, and to watch the process closely.

The trainee was allowed to participate in the recruitment process of the firm. The trainee

was permitted to be a part of the recruitment panel along two other managers. Thus the

trainee was explained the recruitment process of the company and how to deal the

candidates appearing for the interview.


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The interview process starts with the manpower planning that has to be done by the

respective managers of departments. Then as per the manpower requirement the resumes

that has already came to the company are sorted and the right candidates are called for the

interview. In the interview initially a psychometric test has to be conducted and then start

the normal HR interview. On this stage id over the correspondent manager will test the

candidate for his technical competency and finally the selection is done.Also the trainee

was allowed to shoot out questions to the candidate appearing for the interview for

various categories of job.


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5. IMPLICATIONS OF TRAINING


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5. IMPLICATIONS OF THE TRAINING

During this in-plant training for studying the recruitment process and employee welfare

measures, the following procedures have been observed.

RECRUITMENT PROCESS

Process to be followed for the inflow of applications

All the applications received at any end by any means shall be collected by the

HRD.

Applications received with vast experience should be filed separately

(Function wise)

Applications received without experience should be filed separately

(Qualification wise)

Data Bank files should be labeled suitably

Streamlining recruitment process

The following are the general policies that the company is following to the recruitment

policies.

Interviews should be held only on Wednesday or on Thursday in order to

streamline the interview process & to avoid erratic time schedules of HR

Department & Interviewers.

Candidates who approach directly for employment should also be asked to attend

the interview on Wednesday unless it is an exceptional case

Based on the intensive requirements, interviews may be conducted once in a

week. Later on it may be tapered into once in 2 weeks and subsequently once in a

month and at that point the date of joining should be decided (probably 1st

working day of the relevant month) so that it is constant


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Till that point all selected candidates should be asked to join duty on Mondays.


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Getting started to recruit

Manpower planning is the initial step for recruitment. The managers of individual

departments will assess the performance of their respective departments and if any lack in

service of inadequacy of manpower is identified then the correspondent manager will

request the HR department for recruiting people for that particular department.

Importance of correct hiring

o Over hire

HR department must be very careful with the number of candidates selected for a

particular job. If in the case the number of candidates selected are too high than

the required number then it may lead to

Loss in productivity

Idle employees

o Under hire

If in the case the number are employees are less than the required number then it

may cause

Loss in business opportunity


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FLOW CHART- RECRUITMENT PROCESS


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Flow chart that explains the Recruitment Process in SGJ group of Companies

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Identification of vacancies

Types of hires

a. Permanent

b. Temporary

c. contract

Source of candidates

a. Referenceb. Resume database

c. News a er ads

Short Listing the resumes

Conducting the interview

Making an offer/

appointment letter

Induction

rocess

Joining formalities


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Recruitment process

Recruitment process is a series of steps. It starts with the manpower planning by the

company. As the company is a dealership company with sales and servicing as the major

part of business, it is always necessary to have enough manpower to meet the

requirements of the customers.

There are different divisions in the company like

Mahindra Sales division

Mahindra service division

Hindustan motors sales division

Service division

Accounts department

Tafe Tractors Sales and Service division

Veedol oil sales division

Each division is having its own manager. The manager of each division is responsible for

identification of the manpower. When there is a need of employee in any of the divisions

then the respective manager prepares a requirement list and gives it to the HR

department. And along with that the specification of the qualifications of the employee to

be selected is also sent.

Then the HR manager will consult with the Managing Director and then finalizes whether

the employee to be selected is a

Permanent

Temporary or

Contract worker.

For selecting a candidate first priority is given to the references given by the employees.


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The HR department is maintaining a huge database of the resumes that has been colledted

in different times. The resumes are arranged as per the qualification of the candidates.


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The qualified resumes as per the specification of the manager are taken and the

candidates are called for the interview.

If the HR manager cannot able to find a right resume as per the specification then paper

ads are given in the local newspapers. And candidates are asked to attend a walk in on a

specific date.

The next important step is to screen the resumes. Among the various candidates

participating in the interview the necessary resumes with the expected qualification are

selected. After that the selected candidates are conducted a psychometric test, which is

helpful to analyze whether the person is a extrovert, hesitator and also other traits of the

candidate.

The selected candidates from the test will be conducted a personal interview by the HR

panel. The selected candidates from the HR personal interview will be conducted a

Technical interview by the manager of the correspondent division.

Once the candidate clears all the levels of the interview appointment order is given to the

employee. Three days of induction is given to the employee about various functions of

the job. Also Indian Bank, ATM, Account is opened for the new employee also an

employee code is provided to the person.

EMPLOYEE WELFARE MEASURES

The following are the major welfare measures followed in the company

EPF SCHEME 1952


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The Employees' Provident Fund Act, 1952 is an important piece of Labour

Welfare legislation enacted by the Parliament to provide social security benefits

to the Employees.


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Benefits of the EPF scheme

oContributory Provident Fund.

oPensionary benefits to the employees as well as the family members.

oInsurance cover to the members of the Provident Fund

Employee Contribution :

For the EPF the employee and employer have to contribute from the monthly

wages of the employee. The rate of contribution of the employee is 12% of emoluments.

Emoluments is equal to addition of Basic wages, dearness allowance, cash value of food

concession and retaining allowances if any.,

Apart from the normal contribution an employee can contribute statutorily over and

above the prescribed rate.

For the contribution of the employee administrative charges are levied. Those charges are

A/c No-2 : 1.10 %

Ac No-22 : 0.01 %

This makes Total Contribution to 13.61% on emoluments.

Employees can withdraw advance from the Provident Fund for the following purposes by

submitting Form 31 to EPF office through the Employer.

Marriage / Education

Medical Treatment

Purchase or construction of Dwelling house

Repayment of Housing Loan

Purchase of Plot


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Addition/Alteration of House


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ESIC SCHEME

ESI Scheme is a unique multidimensional self financing social security scheme

This integrated scheme of health insurance provides comprehensive medical

cover & cash benefits to the employees those covered under the scheme.

The Act, in the first instance, applies to all manufacturing units and

establishments employing 20 or more persons for wages and falling within the

scope of an implemented geographical area. As of now, employees of factories/

establishments, that fall within the ambit of coverage, and earning wages not

exceeding Rs.10,000/- per month are covered under the ESI Scheme.

Contribution is the amount payable to the Corporation by the Principal Employer

in respect of an employee and comprises the amount payable by the employee and

the employer.

Employees share 1.75 % of total Emoluments.

Employers share 4.75 % of total Emoluments.


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If the employee is drawing up to Rs.70/- as daily average wage, he is

exempt from the payment of his share of contribution. The employer is

however to pay employer's share of 4.75% of the salary

received/receivable by the employee.


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ESIC BENEFITS

The Scheme provides full range of medical care to Insured person and family,

through a network of ESI Dispensaries & Panel clinics, diagnostic centers and

ESI Hospitals etc.

All Insured Persons and members of their family are entitled to free, full and

comprehensive medical care under the Scheme

Sickness Benefit :

Sickness Benefit represents periodical cash payments made to an IP during the

period of certified sickness occurring in a benefit period when IP requires medical

treatment and attendance with abstention from work on medical grounds.

The maximum duration of Sickness Benefit is 91 days in two consecutive benefit

periods. The sickness benefit rate is roughly equivalent to 50% of the average daily

wages of the insured person.

Maternity benefit :

Maternity benefit consists of periodical cash payments in case of confinement or

miscarriage or sickness arising out of pregnancy, confinement, premature birth of child or

miscarriage, to an insured woman as certified by a duly appointed medical officer or mid

wife.

Insured women are entitled to receive maternity benefit for confinement for a

period of 12 weeks for all the days on which she does not work for remuneration.

Disablement benefit :

Disablement benefit is admissible for disablement caused by employment injury.

At the first instance, temporary disablement benefit is payable as long as the temporary

disability lasts. If the employment injury results in partial or total/permanent

disability, permanentdisablement benefit is payable till the death of the insured person.


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http://esicoimbatore.org/benefits/esic_pdb.htmhttp://esicoimbatore.org/benefits/esic_pdb.htm


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Employees Pension Scheme:

Out of 12% employers share, 8.33% is diverted to Pension Fund and 3.67% to

Provident Fund.

The annual account slip when sent from Sub Regional Office will be distributed

by HRD to individuals.

Annual account slip is only for Provident Fund and not for pension fund.

New members coverage has to get approved from the Managing Partner.

According to PF Act all employees should be covered from the date of joining.

Eligible employees have to give their details in the Nomination/Declaration forms

and the same has to be got signed by the Managing Partner. New PF number will be

allotted by the HRD and the forms will sent to PF office along with monthly PF

returns. Before sending to PF office, a Xerox copy will be taken and filed in the PF

new recruits file.

MEDICAL ALLOWANCES

All the Managers/Asst. Managers/In-charges are entitled for an annual medical allowance

subject to a maximum of one-month salary (Basic + DA) for the financial year (April to

March) as per the rules given below. Senior supervisor are also fixed a certain amount

Medical Allowance every year.

For instance to a person who is joining during the month of January in an accounting

year, the allowances will be credited during February and march respectively. From April

onwards (next accounting year) eligible amount will be credited for the year.

However, only, the amount on credit will be reimbursed at the time of availing the

facility on the basic of the service in our company.

Rules

1. The medical claim will be supported by the actual Bills/Hospitalisation Charges in

original. For the medical claim, family in relation to an individual means

a. The spouse and children of individual


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b. Parents, brothers and sisters of the individual who are wholly or mainly

dependent of the individual


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2. Any direct payment or reimbursement of medical expenses regarding the medical

treatment of the employee or member of his family by the employer.

a. In a hospital maintained or approved by the Government of any local authority.

b. In respect of prescribed medical expenses regarding he medical treatment of theemployee or any member of his family by the employer.

3. Any payment made for the purpose of Group Medical Insurance of the employee or

reimbursement of Medical Insurance Premium paid by the employee on his health or on

the health of any member of his family.

4. The unavailed portion of the medical allowance pertaining to the financial year will be

carried to the next year and added with next year medical allowance.

Below in-charge level medical attention needed as a result of injury etc. during working

hours may be compensated for.

SHOE / ATTIRE SUBSIDY (Annual Basis)

Managers, Asst. Managers, Senior Supervisors, In-charges are eligible for shoe allowance

once in a year (or) actual cost of the shoe whichever is less.

For claiming shoe allowance the original bill should be submitted subject to the

maximum allowable limit of Rs. 650.00


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UNIFORMS

Color and style of the uniforms will be selected by the company for all the mechanics. 1

set will be given for the mechanics those who are having less than 2 years experience in

the company and 2 sets for those who have completed 2 years.

Uniform will be issued on the month of June every year to the newly joined employees

- Get employees list from HRD.

- Materials, Sr. Supervisor / Workshop Godown

- Samples & Rates

- Forward to Managing Partner

- Managing Partner Selects

EDUCATIONAL SCHOLARSHIP ON A CONCESSIONAL BASIS (Annual)

Managers, Asst. Managers, In-charges those who have completed 2 years of service are

eligible for the educational scholarships scheme once in a year for their children (per

child per family) or self for higher studies both in diplomas or professional.(only for

themselves and their own children).

KG to 10 Std Rs. 1000.00 per annum per child or self

+2 (Hr. Sec) Rs. 1500.00per annum per child or self

Diploma and College Studies Rs. 2500.00 per annum per child or self

Professional Course Supported by bills

Records for this are maintained by Accounts Dept.

(Applicable for those who do not have Education Allowance)

For those lower In-charge level and have completed 3 years in the company, can also

avail of these allowance. Their application are forwarded by their Department heads and

examined by HRD and scrutinized by a committee. Recommendation forwarded to

Managing Partner. He fixes amount for that year. While recommending the educational

allowance, the following conditions are to be followed.

1. Those who have completed minimum three years of continuous service.


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2. There should not be any absenteeism or LLP during previous accounting

year.


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3. Those who availed more than 24 days leave during the previous

accounting year need not to be considered.

4. There should be no disciplinary proceedings pending and punishment.

5. The explanation not exceeding more than three per annum.

6. There should be no customer complaint.

7. Very good subordination to superiors.

8. Very good coordination with teamwork.

9. Cleanness with neat uniform.

10.House keeping and tools maintenance.

11.Not exceeding four-repeated job per annum.

12.Work efficiency and work performance.

13.Those who covered under educational allowance in their salary structure

need not be considered.

VEHICLE ALLOWANCE

Only for field sales personnel, Managerial cadre company two wheelers can be allotted

with request of the individual in writing along with Driving License Xerox copy and the

same has to be approved and forwarded to the managing partner by the Department head

through HRD.

a. Own your bike scheme (OYBS)

The eligibility, condition, allowances and repayment as per the norms laid down in our

company own Your Bike Scheme rules and regulations.

b. For Company Vehicles

This vehicle allowance can be given only for official (companies) work. Requisition by

indent to company vehicles department.


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Petrol Bills, repair charges will be submitted along with log sheet verification for

kilometers covered and then only approved by the concerned manager and entered into

the register maintained for the purpose.


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Two wheelers provided by the company is for official purpose only. All persons who are

given company bike have to park the vehicle in the company after completion of field

work. Out station persons are asked to park their two wheelers in their respective

branches No one is allowed to take company two wheeler to his house under any

circumstances.

CONVEYANCE ALLOWANCE

According to Batta circular,TA & DA Should be supported by bus ticket and for

outstation field staff bus ticket can be claimed weekly once from their home for their

office reporting day. (up & down bus fare)

Field Allowance

i.. TA & DA

ii. Reimbursement of local transport expenses (Public Vehicles)

iii. Reimbursement of local transport expenses (Personal Vehicles)

iv. Business travel within India

Managers have to submit monthly tour program for next month by last week of current

month. Salesman ED for next fortnight should be submitted countersigned by Manager.

Last minute changes such as due to principals visit or sales /services campaigns cannot

be avoided.

Reimbursement of Kit expenses


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We provide tool kit for service engineers,. Briefcases are given to field staff.

Service engineers and sales staff. Managers are given superior briefcase. If clerical staff

need calculator, they have to submit requisition in its format, signed by superior staff and

then authorized by Internal audit .A copy of the company things given to the individual

for carrying the day to day operations has to be given to HR for his personnel file. The

individual when leaves from the company have to surrender all the company items given

to him.


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As a safety measure wearing HELMET is compulsory for both company and

own two wheelers.

Transfer & Travel Expenses

i. Entitlements during transfers

ii. Travel Expenses

iii. Leave Travel Expenses

iv. Claims for use of Private Vehicles

v. Leave (Vacation) Travel allowance.

Deputation Allowance:

While being shifted to a branch for a short term (1 or 2 months) the batta rules

apply to them up to fixation of revised salary.

THE LITTLE EXTRAS

If a member gets married while with SGJ, the company will provide you with a vehicle

for 12 hours on wedding day. The Taxi/Car should be used only within Tirunelveli

limits.

Senior Management staff may avail of this facility on the wedding day of their children.

Credit facility offered with Pothys, textile shop in tirunelveli, for the purchase of textiles

and with the Diocese Store for provision. Repayment installment amount (Pothys) and

provision full bill amount deducted from monthly wages.

In order to foster good relation among employees, supervisory, in-charges and above are

greeted by their colleagues with sweets etc., on the day before the festival-Christmas /

Deepavali. Colleagues visit their colleagues and so on.

Deepavali Sweets are given to all employee and contract workers.

On New Year Day, the employees who are given tea, snacks and company calendar greet

the Partner. The managers and above will greet the Partner on this occasion along with

sweets and fruits. The Managing Partner will address all staff members extending his

New Year Greetings.


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On New Year, sales and supervisory staffs are given diary for their official purpose.


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M A R R I A G E G I F T

Guidelines for marriage gift for the employee from the Company

Criteria:

Employee who has completed minimum one year of service may be considered

for the above said benefit

Procedure:

Employees may be given a gift at the time of their marriage. HRD should check the

marriage invitation card and verify. After the process, HRD should request the Accounts

department for the gift cheque and it shall be presented to the employee by the higher

authority of the department

Marriage gift should be calculated based on the following norms

Above one year of service - Upto 25 % of the salary may be given

Above two years of service - Upto 50 % of the salary may be given

Above three years of service - Upto 75 % of the salary may be given

Above four years of service - Upto 100 % of the salary may be given

Guidelines for marriage gift for the children of the employees

Criteria:Employee who has completed minimum 7 years of service may be considered for the

above said benefit restricted to 2 nos of children.

Procedure:

HRD should verify the marriage invitation. After the process, HRD should request the

Accounts department for the gift cheque and it shall be presented to the employee by the

higher authority of the department

Marriage gift should be calculated based on the following norms

Above seven year of service - Upto 50 % of the salary may be given

Above nine years of service - Upto 75 % of the salary may be given

Above 10 years of service - Upto 100 % of the salary may be given


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This guideline comes into immediate effect


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BOARDING & LODGING EXPENSE

Whenever an employee from the company is sent to other cities or places for the

company purposes then travel allowance would be provided to them. When a sales person

is sent to other areas which are not under his coverage, or any employee from the

company is sent to any other company for training purposes, or managers of the company

are sent for any meeting in different places, the travel allowance is applicable for them.

The allowance is based on the designation of the employee and the place where the

employee is being sent.

The details of travel allowance for the managerial and other administrative officers of the

company are given in the Annexure I


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The details of travel allowance for the workmen and staffs are given in the Annexure II


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6. MERITS AND DEMERITS OF

TRAINING


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6.1 MERITS OF TRAINING

The timing for the training was 9 am to 5 pm everyday including Saturdays, this

was a very good experience and made the trainee to understand the corporate

working hours

The mangers of all the divisions of the company are so much co-operative and

also taught the trainee a lot and helped in clearing lots of doubts in various

aspects.

The HR department gave the trainee a full permission to visit all the work areas

and also to converse with any person who is working there. This gave the trainee

a very good experience of knowing the experience of different employees from

various departments.

The trainee was allowed to make survey on the cleanliness of the premises of the

company and to submit reports on that. This emphasizes the importance of

cleanliness of work environment

The trainee was allowed to sort out the resumes that were collected in recent

years. This was very useful in understanding the importance of arranging the

collected resumes.

Regarding recruitment the trainee was allowed to participate in the interview

panel to observe the interview process. The trainee was also allowed to shoot out

questions to the candidates appearing for the interview.

Induction schedule was allowed to prepare by the trainee. Many times during the

training period the trainee was asked to read out the rules and policies of the

company to the newly joined recruits.


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Opportunity was given to explain the regulations of the company to the new

recruits and also the take around and introduce them to various department

managers.


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In certain times the trainee was even allowed to listen to the grievances of various

employees of different levels and asked to submit report to the management. This

was indeed a very good experience that helps in knowing the mind set of the

employees and their grievances.

The HR manager also conducted class room sessions for the trainee and discussed

various procedures and functions. The trainee was also allowed to share his views

and thoughts freely under various issues.

The trainee was also allowed to take part in the panel that dealt with employee

disputes.

The trainee was allowed to observe the working of the employees in different

departments like sales division and service division. Also the trainee was asked to

submit reports on the observation. This was very much helpful to look over the

working of the employees very closely.

The accounts division head of the company explained clearly about various

benefits and allowances that are given to the employees.

The various employee welfare measures that are taken in the company are clearly

explained.

The EPF, ESI and other schemes are explained clearly with relevant figures.

All the employees in the company interacted freely with the trainee.

The trainee was treated as an employee of the company itself that gave a lot of

hope and experience.

6.2 DEMERITS OF TRAINING

Since the company allowed the trainee to interact with anyone in the company

and made comfortable and also allowed in various functions of the HR manager no

demerits were found in the training process.


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BIBLIOGRAPHY


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BIBLIOGRAPHYText books

C.B.Mamoria. Personnel Management, 2nd edition, Himalaya Publishing House,

New Delhi, 2008

L.M. Prasad. Organizational Behaviour, 4th

Revised Edition, Sultan Chanda &sons, New Delhi, 2008

V.S.P Rao. Human Resource Management, 2nd Edition, Excel Books, 2008,

Journal Articles

Ma Foi survey, News Roundup, HRM Review, May 2009

S. Krishnamoorthy, Organization restructuring and downsizing in Hard times,

HRM Review, may 2009

Websites

http://www.wordreference.com/definition/labourwelfare.html

http://citehr.com/welfarearticle

http://wikipedia.com/labourwelfare.html


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http://www.search.epnet.com
http://www.wordreference.com/definition/labourwelfare.htmlhttp://www.wordreference.com/definition/labourwelfare.htmlhttp://citehr.com/welfarearticlehttp://citehr.com/welfarearticlehttp://wikipedia.com/labourwelfare.htmlhttp://wikipedia.com/labourwelfare.htmlhttp://www.search.epnet.com/http://www.search.epnet.com/http://www.search.epnet.com/http://wikipedia.com/labourwelfare.htmlhttp://citehr.com/welfarearticlehttp://www.wordreference.com/definition/labourwelfare.html


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APPENDICES


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Appendix I

Managerial GM & Above

Place Boarding

Rs.

Lodging

Rs.

Inner City

Travel

Boarding

Rs.

Lodging

Rs.

Inner City

Travel

Category 1

Metropolitan Cities

(Mumbai, Calcutta,

Delhi, Chennai,

Bangalore,&

Hyderabad

300

750

Auto

400 1500

Auto/ Taxi

Category 2 All State

Capital, District Head

Quarters in North

India.

250 500 Auto 350 1000 Auto/ Taxi

Category 3 District

Head Quarters of

Karnataka, Kerala &

Andhra Pradesh

200 400 Auto 300 900 Auto/ Taxi

Category 4 Other

Towns in Karnataka,

Kerala and Andhra

Pradesh.

175 300 Auto 250 750 Auto/ Taxi

Category 5 All

Towns in Tamil Nadu

except Chennai.

150 250 Auto 250 500 Auto/ Taxi


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Appendix II

Workmen Staff

Place Boarding

Rs.

Lodging

Rs.

Inner City

Travel

Boarding

Rs.

Lodging

Rs.

Inner City

Travel

Category 1 Metropolitan

Cities (Mumbai, Calcutta,

Delhi, Chennai,

Bangalore,& Hyderabad

Bus/Train 125 275 Bus/Train

Category 2 All State

Capital, District Head

Quarters in North India.

100 175 Bus/Train 125 200 Bus/Train

Category 3 District Head

Quarters of Karnataka,

Kerala & Andhra Pradesh


Category 4 Other Towns

in Karnataka, Kerala and

Andhra Pradesh.


Category 5 All Towns in

Tamil Nadu except

Chennai.

As per existing system Bus/Train As per existing system Bus/Train


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Appendix III

Date : 21-05-2009

INDUCTION PROGRAM SCHEDULE

TOAll HODs / Managers

This is to inform that MR. MOHAMMED ALI has joined on 14-05-2009 as MF-SALES EXECUTIVEYou are requested to brief him about the general functions of your department.

Signature of HRD Signature of Employee

Time Department ContactPerson

Signature

21-05-2009 MORNINGSESSION

Introducing to alldivisions


Reading of Companymanual with HR

21-05-2009 afternoonsession

PERSONALSERVICE


XYLO/ LOGAN/SCORPIO SALES


BOLERO/ PICKUPSALES

22-05-2009 AFTERNOONSESSION

SPARE PARTS

22-05-2009 AFTERNOON

SESSION

VISITING OTHER

DEALERSHIPS

23-05-2009 MORNING

SESSIONLCV SALES


SESSIONMF/HM WORKSHOP


SESSIONLCV WORKSHOP


SESSIONVEEDOL


SESSION

MAJOR

SECTION/ACCIDENTREPAIR DIVISION

recruitment n employee welfare measures

Documents