APROJECT REPORT On

Study of HR Practices & Process of Performance Appraisal

With special reference to MY MONEY MANTRA,

New Delhi

Submitted To

SCDL, PUNE

Submitted by

KARISHMA P SINGH

MMBA-BA- H.H.RR

Page 1

Table of Contents

CHAPTER NO. TITLES PAGE NO.

1 Acknowledgement 3

2 Executive Summary 8

3 Corporate Overview 9

4 Organizational Chart 16

5 Introduction 18

6 About the project

Recruitment

Selection

Performance Appraisal

Training & Development

Talent Management

Job Analysis

Organisation Structure

20

22

25

28

34

40

7 Learnings 65

8 Observations & Findings 66

9 Recommendations 67

10 Nomenclatures and Abbreviations 68

11 Limitations & Bibliography 69

12 Annexure 71

Page 2

A ck no wled g ement

It is not possible to prepare a project report without the assistance & encouragement of other

people. This one is certainly no exception.

On the very outset of this report, I would like to extend my sincere & heartfelt obligation

towards all the personages. Without their active guidance, help, cooperation & encouragement, I

would not have made headway in the project.

I would like to express my sincere thanks to Ms. Preety Pruthi (Director- My Money Mantra)

who gave me the opportunity to work with such an esteemed organization.

I owe profound sense of regards & gratitude towards Ms. Poonam Makhija (AVP- HR) who

has continuously guided me & supported in all the tasks by giving me valuable insight into

issues like the meaning of HR practices, its uses, objectives and tools as well as steps to be

considered in developing and studying an organizational structure.

I owe debt of gratitude to Ms (Executive-HR) who has given me enough support

& cooperation to me by finding time from her hectic schedule. I also thank her for guiding me,

clearing the doubts & advising me in the right time to make this project a real learning

experience.

I am thankful to the entire employee at Grasim Industries (RMC Div.) for their cooperation

during the internship.

Thanking you,

Karishma P. Singh

Page 3

C ER TIF ICATE F R OM TH E F ACU LTY GU ID E

This is to certify that the project work entitled “S t u d y o f H R P r a c t i c e s & P r o c e s s o f

P e r f o r m a nce A p p rai s a l ” , worked under My Money Mantra is a bonafide work carried out by

Ms. Karishma P. Singh ,a candidate of PGDHRM of SCDL, Pune under my guidance and

direction.

Signature of the Guide.

Name : Ms. Poonam Makhija

Designation : AVP-HR

Address : My Money Mantra

Date :

Place :

Executive Summary

The importance of personnel management is being increasingly realized in industrial and non-

industrial organization both in India and abroad. The realization has come about because of

increasing complexity of the task of managers and administrators. In most organizations

the problems of getting the competent and relevant people, retaining them, keeping up their

motivation and morale, and helping them to both continuously grow and contribute their best to

the organizations, are now viewed as the most critical problems.

So with this reference the project titled Study of Study of HR practices & process

of Performance Appraisal has been conducted, based on the primary research in My Money

mantra, to get a better insight into the management practices adopted with reference to HR

Policies prepared by the HR department in organization. It emphasizes on the importance of a

clear cut organization structure and culture to avoid any confusion in order to achieve maximum

result with minimum resources.

The project is aimed to cover maximum knowledge of the HR practices followed in the

organization and how the performance is evaluated of employees, what primary factors

are considered , how data is maintained and finally the evaluation done. Here the HR practices

of the company have been explained to understand how the company follows these practices

and the performance appraisal process adopted. The practical knowledge has been gained

mainly by observing all the activities taking place in the H.R. department. This is a brief study

done to have understanding of the subject H.R., how it is practically implemented, why it is

necessary, its implications & the benefits.

With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle

functions, Selection done, Training Calendar prepared, what does compensation & cost

to company means and the steps of performance appraisal.

Corporate Overview

My Money Mantra is powered by Raaj khosla & Company Private Limited (“RKPL”).

It is India’s only integrated sales & marketing company providing the entire spectrum of

financial Products & services. Understanding customer needs intimately, providing a complete

product range for their clients and total commitment to service delivery is their hallmark

distilled over the last 20yrs.

MMM is partners with some of the best known Indian Banks & MNC banks, as also with leading

NBFC’s and Insurance companies. Other than sales and origination activities, they provide

complete end-to-end services including credit appraisal, customer retention, collection and

recoveries.

They commenced operations in 1989 about the same time Citibank launched its retail banking

franchise in India. Over the last 2 decades, they have grown strategically to be a 1500+ employee

company with presence across 6 locations.

Mantra:

Customer Mantra: Quintessentially customer-centric, provide most suitable product as per

Each client’s needs and develop long term relationship with customers.

Partner Mantra : Integrity and delivery of results across an all-encompassing range of

Disciplines i.e. marketing, operations, customer retention, collections and recoveries.

Products & Services

Origination of Home Loans, Loans against property, credit cards, Personal loans, business

Loans, Life Insurance, Auto insurance, Fixed lines, Broadband connections.

Credit appraisal, & processing for secured and unsecured loans.

Collections & recoveries for loans, credit cards, and telecom.

Customer Service & retention.

Orga n i za ti o n a l Ch a rt

MANAGING DIRECTOR

SR. MGR TELESALE

VICE PRESIDENT

SR. VICE PRESIDENT

VP

FIN

AN

CE

CHIEF OPERATING OFFICER

ASST. VICE PRESIDENT

BUSINESS MANAGER

AREA MANAGER SR. MGR CREDIT

ASST. MGR TELESALES

SR. TELESERVICE OFFICER

TELESERVICE OFFICER

MANAGER

UNIT MANAGER

RELATIONSHIP MANAGER

RELATIONSHIP OFFICER

MGR. - CREDIT

ASST. MGR - CREDIT

SENIOR CREDIT OFFICER

CREDIT OFFICER

DIRECTORS

HR / ADMNFINANCE

VP FINANCE EXE. VICE PESIDENT

MANAGER TELESALES

MANAGING DIRECTOR

HR

Head HR

Recruitment

specialist

Org.

Development

Zonal Coordinators

North/East/West/South

AssistantPoornat

a/MISMS/PM

S

TrainingSchool

City HR/IR

& Safety

In tro du cti o n

H R P R AC T IC E S

The success of any business depends as much on appropriate, effective, well-communicated, HR

and business practices as it depends on meeting the requirements of mandated laws and

regulations. In fact, good planning and the development of effective practices make regulatory

compliance much easier.

HR practices helps in increasing the productivity and quality, and to gain the competitive

advantage of a workforce strategically aligned with the organization’s goals and objectives.

K PI' s For H R PR ACT ICE S

Some of the key performance indicators for Human Resources include but are not limited to the

following.

• Employees’ clarity on HR policies

• Employees’ clarity on roles, responsibilities and expectations

• Development of qualitative staff

• Number of HR issues arising for which there are no clear policies and guidelines

• Competitiveness of compensation structure relative to industry benchmark

• Usefulness and accuracy of compensation survey

• Lead time to respond to staff welfare issues

• Employees’ assessment of promotion criteria and process (clarity, fairness)

• Measurement of HR policy violation

• Average time required to fill vacancies

• Proportion of training programs resulting in productivity improvement

• Staff attrition rate

• Understanding / Clarity of the Organizational philosophy

Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects

Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the

organizational strategy

Develop KPI's for each of the strategic objectives.

Track and measure performance

Human Resources Best Practices

The best practices in the management of human resources are the ones which optimize a workforce

so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and

quality as it accomplishes increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these benefits and

pay scales meet the company’s budget while remaining attractive and competitive enough to pull

in the very best talent possible. We should know that these figures put the company in a good light

while also presenting themselves as engaging and competitive for company’s recruitment efforts.

OB JE CT IVE O F H R PRACT ICES :-

The main objective of HR Practices is to differentiate the organization from its competitors by

effective and efficient HR Practices. By following this, the organization does its whole work

process. The objective of HR Practices is to increase productivity and quality, and to gain the

competitive advantage of a workforce strategically aligned with the organization’s goals and

objectives.

As The Transparent HR practices can reduce attrition, Because-

Transparent HR practices ensure continuous business growth in every organization.

• It gives the suitable working environment to the employees.

• The success of company motivates the employees of organization to continue relationship with

it. As all the employees Perks chart has been mentioned according to their designation in the HR

practices, it helps the employees to know what their perks charts are. So it creates a transparency.

OB J E C T IV E o f th e P ROJ E CT

As we know the whole function of HR department depends upon the HR Practices of the

organization. The HR management is done according to the HR Practices of the company. Which

things to be done and which things should not be done depend upon this only. It also helps the

organization to achieve the target of the organization.

The HR policies of the organization have been mentioned in the HR Practices. All the rules &

regulations for the employees have been also mentioned in this. All the welfare of the employees’

processes is also mentioned in this.

So the study of the HR Practices means basically the brief study of all HR functions in the

organization. I believe the HR Practices is a vital part of an organization, which helps the

organization to achieve the goal of the organization.

All companies are having their HR Practices but the company who is having the best, is the most

successful company among its competitors. So the company can get success within its competitors

by applying best, effective HR Practices.

The main objective of the project is

• To understand the HR practices followed & Process of Performance Appraisal.

• To know what are the uses of HR practices for any organization.

• How these HR Practices help any organization to know its stand in the market and to be

competitive by implementing good HR Practices for their employees.

• To understand how the organization would achieve its goals by implementing good HR

Practices.

• To understand the work culture of the organization.

HR function is very important in every organization. It helps the organization to manage not only

the people of the organization but to manage all the working processes in it also. HR is

management function that helps managers to recruit, select, train and develop members for an

organization. Obviously HR is concerned with the people’s dimensions in organizations. HR refers

to set of programs, functions, and activities designed and carried out.

H R P r a c t i ce s of My Money Mantra

Effective and Efficient HR practices are very much important for every organization. So, MMM

has also its HR Practices, which helps it a lot to achieve the targets.

Human Resource Management initiatives in any Organization endeavor to change, redefine,

revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is effectively

done with the help of alignment & integration of HR policies & strategies with business goal &

objectives.

Definition of HRM-

HRM is concerned with the people dimensions in management. Since every organization is made

up of people, acquiring their services, developing their skills, motivating them to higher levels of

performance and ensuring that they continue to maintain their commitment to the organization are

essential for achieving organizational objectives.

HRM is planning, organizing, directing and controlling of the procurement, development,

compensation, integration, maintenance and separation of human resources to the end so that

individual, organizational and social objectives are accomplished.

The HR practices of My Money Mantra are as follows:

Page 20

1. Rec rui tm en t a n d S el ecti o n :

RECRUITMENT-

It is a process to discover the sources of manpower to meet the requirements of the staffing

schedules and to employ the effective measures for attracting that manpower in adequate numbers

to facilitate effective selection of an efficient workforce.

Edwin B. Flippo has defined it as “ the process of searching for prospective employees and

stimulating them to apply for jobs in the organization. “

OB JE CT IVE S of RE CRUIT ME NT

To attract people with multi-dimensional skills and experiences that suti the present and

future organizational strategies,

To infuse fresh blood at all levels of the organization,

To develop an organisational culture that attracts competent people to the company,

To search for talent globally and not just within the company,

To design entry pay that competes on quality but not on quantum,

To anticipate and find people for positions that do not exists yet.

PROCESS

Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees needed.

Developing suitable techniques to attract suitable candidates.

Stimulating as many candidates as possible.

FACTORS affecting RECRUITMENT

IN TE RNAL F AC TO R S E X TE RNAL F AC T O RS

Employer’s brand Socio-economic factors

Company’s pay package Supply & Demand factors

Quality of work life Employment Rate

Organisation culture Labour market conditions

Career planning & growth Political, Legal, Governmental factors

Company’s size

Company’s products, services

Role of trade unions

Cost of recruitment

Company’s name & fame.

S O URC ES o f R ECRU ITMEN T

IN TE RNAL SO URC E S E X TE RNAL SO URC E S

Present employees Campus Recruitment

Retired employees Private employment consultant

Dependent of present Data Banks

Employee Referrals Casual Applicants

Trade Unions

Walk-ins

Head Hunting

Mergers & Acquisitions

E-Recruitment

It helps in translating Business Strategy into people requirements. A combination of internal

recruitment, campus recruitment, and executive search is leveraged to meet up to the changing

needs of the organization

In today’s rapidly changing business environment, organizations have to respond quickly to

requirements for people. Hence, it is important to have a well-defined recruitment policy in place,

which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong

candidate or rejecting the right candidate could turn out to be costly mistakes for the organization.

S el ecti o n

It is one area where the interference of external factors is minimal. Hence the HR department can

use its discretion in framing its selection policy and using various selection tools for the best result.

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine

their essential factors) written into a job description so that the selectors know what physical and

mental characteristics applicants must possess, what qualities and attitudes are desirable and what

characteristics are a decided disadvantage.

Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by

probable years of service) hence bad buys can be very expensive. For that reason some firms (and

some firms for particular jobs) use external expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from

existing employers to the recruiting employer. However, the 'cost' of poor selection is such that,

even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge

the suitability of applicants.

Outsourcing is also done through consultancies by mentioning the requirement, number and time.

Where the organization does its own printed advertising it is useful if it has some identifying logo

as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc.

antidiscrimination legislation either directly or indirectly. The form on which the applicant is to

apply (personal appearance, letter of application, completion of a form) will vary according to the

posts vacant and numbers to be recruited.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by

panels of interviewers or in the form of sequential interviews by different experts and can vary

from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are

probably the most important.

Training in interviewing and in appraising candidates is clearly essential to good recruitment.

Largely the former consists of teaching interviewers how to draw out the interviewee and the latter

how to rate the candidates. For consistency (and as an aid to checking that) rating often consists of

scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels,

motivation, prospective potential, leadership abilities etc. (according to the needs of the post).

Application of the normal curve of distribution to scoring eliminates freak judgments

Th e R ecr u i t m e n t P r o ce ss of MMM-

The recruitment process of MMM starts from the requirement of different departments as per to

the org chart. Then they tell to the HR Department. HR Department takes the candidates

from Data bank of company, then does the short-listing, then does the scheduling for the

interview. After this the selection and negotiation process occurs. Then offer letter is been

given to the selected candidate. The employee then joins in the organization. Then the company

arranges the Induction Program for the employee. After this the recruitment process ends with this.

The Chart of Recruitment & Selection Process has been given here.

HOD

Requisition for Vacancy to be as per Org Chart

1. Data bankHR 2. Req Agency

3. Poornata

Short Listing

END

Induction

Scheduling the interview

JoiningOffer Letter Selection &

Negotiation

2. P erfo rma n ce Ma n ag em en t S y stem

It is a structured method of formally and objectively evaluating employees’ performance with

respect to their objectives. It addresses the issue of an employee’s development by providing them

with structured and in-depth analysis of strengths and areas of improvement. It provides with input

for annual increments, training and development.

For an organization the aim should not be just to have the best people, but also to retain them and

get best out of them.

Employee Performance management includes planning work and setting expectations, developing

the capacity to perform, continuously monitoring performance and evaluating it.

Most organizations focus on an annual evaluation process for employees and call that Performance

Management. However, annual evaluations are often subjective and can lack specific

measurements and supportive data to help the employee truly improve their behavior.

Simply putting, a Performance Management System is essential to the success of any organization

because it influences the effort expended by employees, which in turn, drives bottom-line business

results. Furthermore, the Performance Management System helps an organization identify, recruit,

motivate, and retain key employees.

An effective Performance Management System should achieve the following:

• Review the employment cycle of every employee,

• Beginning with the recruiting process,

• Employee development,

• Ending with effective exit interviews.

• Employee’s knowledge, skills, and abilities with the organization's human capital needs and

business objectives.

• Provide managers and employees with the tools necessary to focus on short-term and long-term

goals that contribute to both career and organizational success.

• Support the organization in developing and sustaining a culture that recognizes and rewards

individual contributions and team performance.

• Promote a work climate that requires employees to remain flexibly focused. For instance,

employees can manage current tasks and unit goals while keeping pace with, and adapting to,

change in the work environment.

HR Performance Management System can be performed in three steps:

Needs Analysis

Identifying Competencies

Development of effective Performance Management System.

PURPOSE

For Administration-

Document HR decisions with regards to performance & its related issues.

Determine promotion of employees.

Determine increment in pay of employees.

Determine transfer & change in job assignments.

Determine retention or termination.

Decide on layoffs.

Decide need for training

Decide salary & related issues.

For Development-

Provide performance feedback to all concerned.

Identify individual skills, core competencies, strength & weaknesses.

Assist employees in setting goals.

Identify training needs.

Improve communication.

Method employed -

Ra t i n g & Co n tr ibu t i on

Ma n ag e m e n t b y Ob j ec t i v e s ( M BO )-

Advanced by Peter F. Drucker, way back in 1954. During last decade about 50 organisations have

adopted MBO in work settings.

MBO is a process whereby superior & subordinate managers of an organization jointly identify its

common goals, define each individual’s major areas of responsibilities in terms of results expected

of him & use these measures of guides for operating the unit & assessing the contribution of its

members.

The MBO focuses attention on participatively set goals that are tangible, verifiable

& measurable.

The superior & subordinates jointly determine goals to be considered during appraisal period &

what level of performance is necessary for subordinates to satisfactorily achieve specific goals.

During performance appraisal period the superior & subordinates update & alter goals as necessary

due to changes in business environment.

If not achieved identify reasons for deviation.

SYSTEM of Performance Appraisal –

a) Establish Performance Standard.

b) Communicate standard & expectation to employees.

c) Measure actual performance, by following instructions.

d) Adjust actual performance due to environment influence.

e) Compare actual performance with set standards & find out deviations.

f) Suggest changes in job analysis & standards if necessary.

g) Follow up.

PROBLEMS-

Rating biases-

Halo effect

Error of central tendency.

Personal Prejudice.

Recency effect.

Mainly the performance management of UTCL is done by online system includes the following

basic processes

1. Annual goal setting

2. Mid year review

3. Annual performance review

1.Annu al go al s ettin g –

• In the month of April/May every year, after the annual planning and budgeting rounds, all teams

identify their KRA’s and goals for the forthcoming financial year. This process occurs by offline.

• Then the employees fill their goal setting document in the Poornata system, listing the KRA’s,

Goals, Measurement Criteria, Assigning Weightage and due date for completion of specific goals

as already discussed offline.

• Then they notify the same to their manager/immediate supervisor and await approval.

• The manager recommends any changes if required or else approves the goals set in the

document.

• The approval of the goals set by the managers completes the goal setting process.

• The approved documents will be then available to the employees as well as their managers for

the reference throughout the year. These documents can also be viewed by manager’s manager

(Reviewer) for their indirect subordinates.

2. Mi d Year Revi ew :

• Mid year review of goals set at the beginning of the financial year held on the months of

October/November every year.

• The mid year review generally initiated by the manager.

• The main focus of the mid year review is to check if the goals set at the beginning of the year are

relevant or if they need to be revised or updated.

• The mid year review is also an opportunity for the manager and his team members to identify

and discuss about any performance issues and initiate corrective action for the same.

• The mid year review does not entail any ratings.

3. Annu al Perf or man ce revi ew :

• The annual performance reviews against goals set and achieved held during the months of April-

May every year.

• The employee completes his self-review /appraisal against goals set, online in the Poornata

system and submits the same to his manager for review.

• The manager then discuss the performance of the employee with him/her off-line, give him

feedback on his performance and capture his own comments and performance ratings against goals

and overall ratings in the manager’s evaluation form.

• The manager also discusses the employee’s performance as well as rating with the manager’s

manager (reviewer) and sends the document to the HR department for further processing.

3. Tra in in g and D ev elop ment

The needs of individual are objectively identified & necessary interventions are planned for

identified groups, which get rolled out in a phased manner through training calendar.

The training and development program is charted out to cover the number of trainees, existing staff

etc. The programs also cover the identification of resource personnel for conducting development

program, frequency of training and development programs and budget allocation. Training and

development programs can also be designed depending upon job requirement and analysis.

Selection of trainees is also facilitated by job analysis.

The company has a strong focus on manpower training according to their requirements. The

internal training department aims at improving the skill sets relevant to the work profile of

employees.

This includes improving communication

Different skills

E-mail programming

Operation systems.

The design of the training program can be undertaken only when a clear training objective has

been produced. The training objective clears what goal has to be achieved by the end of training

program i.e. what the trainees are expected to be able to do at the end of their training. Training

objectives assist trainers to design the training program.

T r a ining De s i g n-

The trainer – Before starting a training program, a trainer analyzes his technical,

interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their

profiles. Age, experience, needs and expectations of the trainees are some of the important

factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings, positive

perception for training program, etc.

Trainees’ learning style – The learning style, age, experience, educational background of

trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it

into specific training areas and modules. The trainer prepares the priority list of about what must

be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be

delivered. Trainers break the content into headings, topics and ad modules. These topics and

modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex

• Topics are arranged in terms of their relative importance

• From known to unknown

• From specific to general

• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear,

trainer comes in the position to select most appropriate tactics or methods or techniques. The

method selection depends on the following factors:

• Trainees’ background

• Time allocated

• Style preference of trainer

• Level of competence of trainer

• Availability of facilities and resources, etc

Im prov e per form an ce

“Training & Development is any attempt to improve current or future employee performance by

increasing an employee’s ability to perform through learning, usually by changing the employee’s

attitude or increasing his or her skills and knowledge.”

Meaning of Training & Development according to MMM

The need for Training and Development is determined by the employee’s performance deficiency,

computed as follows.

Training & Development Need = Standard Performance – Actual Performance

Training: Training refers to the process of imparting specific skills. An employee undergoing

training is presumed to have had some formal education. No training program is complete without

an element of education. Hence we can say that Training is offered to operatives.

Development: Development means those learning opportunities designed to help employees to

grow. Development is not primarily skills oriented. Instead it provides the general knowledge and

attitudes, which will be helpful to employers in higher positions. Efforts towards development

often depend on personal drive and ambition. Development activities such as those supplied by

management development programs are generally voluntary in nature. Development provides

knowledge about business environment, management principles and techniques, human relations,

specific industry analysis and the like is useful for better management of a company.

The Training Inputs are

Skills

Education

Development

Ethics

Problem Solving Skills

Decision Making

Attitudinal

Changes

Importance of Training & Development

Helps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an organization

Accidents, scraps and damages to machinery can be avoided

Serves as effective source of recruitment

It is an investment in HR with a promise of better returns in future

Reduces dissatisfaction, absenteeism, complaints and turnover of employees

Needs of Training

Individual level

Diagnosis of present problems and future challenges

Improve individual performance or fix up performance deficiency

Improve skills or knowledge or any other problem

To anticipate future skill-needs and prepare employee to handle more challenging tasks

To prepare for possible job transfers

Training given on

Safety aspects

Behavorial aspects

Technical aspects

Communication skills

I denti ficatio n of Trai ni ng Needs (Methods )

Individual Training Needs Identification

1. Performance Appraisals

2. Interviews

3. Questionnaires

4. Attitude Surveys

5. Training Progress Feedback

6. Work Sampling

7. Rating Scales

G r o up L e v e l T r a i n i ng N eeds I den t i f i c a t i o n

1. Organizational Goals and Objectives

2. Personnel / Skills Inventories

3. Organizational Climate Indices

4. Efficiency Indices

5. Exit Interviews

6. MBO / Work Planning Systems

7. Quality Circles

8. Customer Satisfaction Survey

9. Analysis of Current and Anticipated Changes

Benef i ts o f T r a i n i n g N eeds I d e nt i f i c a t i o n

1. Trainers can be informed about the broader needs in advance

2. Trainers Perception Gaps can be reduced between employees and their supervisors

3. Trainers can design course inputs closer to the specific needs of the participants

4. Diagnosis of causes of performance deficiencies can be done.

5. Ta len t Ma nag ement

It is a holistic and systematic process, across the group. It is built on the work done so far on

people processes, and has a Talent Identification and Talent Development Strategy for all the 3

levels of management i.e. Senior, Middle & Junior Management. This is facilitated by

Development Assessment Center followed by Individual Development Plan, enabling planned

succession and career management.

The talent management process includes HR process for

Recruitment,

Performance,

Compensation,

Succession planning,

Learning and other capabilities around self-service,

Analytics

Reporting.

With businesses going global and competition becoming intense, there is mounting pressure on

organizations to deliver more and better than before. Organizations therefore need to be able to

develop and deploy people who can articulate the passion and vision of the organization and make

teams with the energy to perform at much higher levels.

Talent management is a key business process and like any business process takes inputs and

generates output.

Talent management is a professional term that gained popularity in the late 1990s. It refers to the

process of developing and fostering new workers through onboarding, developing and keeping

current workers and attracting highly skilled workers to work for your company. Talent

management in this context does not refer to the management of entertainers.

Companies that are engaged in talent management (human capital management) are strategic and

deliberate in how they source, attract, select, train, develop, promote, and move employees through

the organization. This term also incorporates how companies drive performance at the individual

level (performance management).

The term talent management means different things to different people.

To some it is about the management of high-worth individuals or “the talented”.

To others it is about how talent is managed generally - i.e. on the assumption that all people

have talent which should be identified and liberated.

Talent management decisions are often driven by a set of organizational core competencies as well

as position-specific competencies. The competency set may include knowledge, skills, experience,

and personal traits (demonstrated through defined behaviors)

5. J ob A na ly sis & Eva lua t ion

It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and

disaggregate the activities, competencies and accountabilities associated with the job. It defines

and clusters the task required to perform the job. It also clarifies boundaries between jobs. The

output of Job Analysis exercise is referred to as job description.

.

STE PS

• ( P r o c e s s o f C o l l e c t i n g I n f o r m a t i o n )

“Job Analysis is a process of studying and collecting information relating to operations and

responsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and

‘Job Specifications’.”

• ( S ys t e m a t i c E x p l o r a t i o n o f A c t i v i t i e s )

“Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure

that is used to define duties and responsibilities and accountabilities of the job.”

• ( I d e n t i f yi n g J o b R e q u i r e m e n t s )

“Job is a collection of tasks that can be performed by a single employee to contribute to the

production of some product or service, provided by the organization. Each job has certain ability

requirements (as well as certain rewards) associated with it. Job Analysis is a process used to

identify these requirements.”

Each job is a unique description of a role that a person can hold in an organization or required to

be performed for the business benefit of that organization. When jobs are created, their tasks and

requirements are taken into consideration.

Jobs are used in the following components:

Job and Position Description

Shift Planning

Personnel Cost Planning

Career and Succession Planning

Note:

Job descriptions should be as general as possible and as detailed as necessary.

JO B S

Jobs

Jobs are general classifications of tasks performed by employees

Examples :

I Head of DepartmentI BuyerI Secretary

Secretary Buyer

Head of Department

P o sit io n s

Positions

Positions are the concrete representation of jobs. They are heldby individuals at your enterprise.

Job: Head of

Dept.

I Positions are specific to your enterprise

I More than one position can be based on the same job

I Each position typically represents one employee, but may be partially filled by more than one

Position: HOD : Purchasing Position:

HOD : Sales

Position: HOD : HR

• Once you have created a job, define the number of positions required the enterprise.

• Jobs are not staffed by employees. That is the role of positions. If more than one person

must perform jobs, more than one position must be created to meet this requirement.

• A position inherits the job’s tasks, and can also be assigned its own additional tasks.

• Positions can be 100% staffed, partially staffed, or vacant.

• When we define a position as vacant, the system prompts us to define the period for which

the position will be vacant There will be a central authority that will be designated to declare

vacancies and make them available for Recruitment (both internal and external). Positions can

fall vacant due to reassignment or Separation as well. Such positions become unoccupied and

not vacant. Vacancy is thus a declared feature for a position.

• A chief position is a position designated as the leader of a particular organizational unit.

• By matching the requirements of a position and the qualifications of the employees, we will

be able to do career planning for employees and succession planning for positions.

• A profile matching reports can also be run to review the results of how an existing employee or

an applicant fares against the requirements of a position.

6. O rga n iza t io n a l S t ru ctu re

Using the basic object types – constructs of relationships is built to mirror the business edifices and

processes. By assigning object characteristics, validations, requirements etc, we can capture

complex organizational realities with relative ease.

Pro cess Fl ow :

Before creating all of the other necessary objects and relationships, the user must first create a

root organizational unit. Once one organizational unit has been created, it is recommended to

create the appropriate organizational units below it.

Jobs may be created after an organizational unit exists in the model.

You can assign cost centers to organizational units and Positions.

Inputs:

Organization chart

Root org unit

Additional Org units

Jobs if Required

Positions

Details to where the positions need to be mapped.

Position Details like Position Type, Position Sub Type, Department, and Sub department.

Every organization has its organizational structure. According to this every employee has some

specific work. The work also depends upon their levels. As per their levels in different departments

they will have to do their work.

In RMC business, there are different departments so as to organize the work efficiently and

effectively. These are:

HR

Marketing

Technical

Commercial and Accounts

IT

Key Accounts

CRM

Quality

As for different departments different works has been specified for the different levels of people. It

helps them to perform their work, which has been specified to him. For similar jobs also the work

of the employees’ has been structured properly, to avoid the repetition of the work with the other

employees. It helps in decrease the overlapping of the work.

To manage the different levels of work the employees have been separated in to different

designations and different depts. According to their area of specialization. The designations which

have been given to the employees are based on the skills they have, grades, knowledge, varying

experiences. These designations have been specified as per the standard HR Practices of the

organizations, so as to make the organization different from other organizations.

In this way the organization stands in a better position than its competitors in the competitive

business.

The different designations given to the employees in MMM are given in the

following table.

Designation (s)

Director

Associate Director

Sr. Vice President

Vice President

Asst. Vice President

Sr. General Manager / General Manager

Dy. General Manager

Sr. Manager

Manager

Dy. Manager

Asst. Manager

Support Staff

7. H u ma n R eso u rce In fo rma t io n Sy st em

MMM’s People Soft Enterprise Performance Management (EPM) enables it to achieve world-class

performance by aligning the right information and resources to strategic objectives. People Soft

EPM offers performance management solutions for every budget and every phase of the

management cycle, helping its managers to formulate strategies for profitable growth, align

strategies with operational plans, and actively monitor day-to-day operations.

It helps a lot in the different works of the organization. It helps in the following ways

It helps in entry of all the database of all the employees.

It reduces time to note all the databases of the employees.

It reduces different mistakes or errors while maintaining the databases

It helps in doing performance appraisal of the employees.

It also helps in doing the data updation of the employees.

It helps in recruitment and selection of the employees

It reduces the time of the work

It also reduces the no of employees for maintaining the database.

It helps in maintaining the job description of employees.

It records the compensation details for the employee.

It also helps the employees in this way,

Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata ID,

which helps the employees to know about the different policies of Organization.

> They can know these policies directly from the ERP system.

> As it done only through Online, there is no delay in getting different infomations.

> It also helps them to do the reporting to the concerned person.

> They can also fill their problems which they face during their work and send to their

departments.

In this way Poornata helps not only the managers but the employees also.

Poornata (ERP) helps UTCL in the following ways

Poornata helps in performing day to day roles.

Introduction – Poornata helps in creating and updating of the positions of the employees.

Each position will correspond to specific vacancy in the organization, have a specific headcount

defined for it and is also tied to the following specific attributes:

Business unit

Department

Company

Job code

Location

Regulatory Region

Job Function

Reporting to position (The position to which this particular position reports to)

Career stages

Every time one or more of the above attributes change, the same have to be updated for the

position, or a new position may need to be created corresponding to the new combination of the

attributes.

Any individual who occupies a position will inherit the above-mentioned attributes of the position.

A position is thus specific and particular opening in the organization, as opposed to job codes,

which are more generic in nature. Job codes reflect the job points of the jobs across the

organization, whereas a position number reflects a specific job description in the organization.

It helps and gives hints and warns the user the important information he must know about the

Poornata system.

It provides the additional information to assist the user & provide key information.

It also tells the frequently asked questions with respect to hiring employees.

It also shows the common error and warning messages that the user may get at the time of

hiring. It needs the information about regarding these:

Employee ID, Position Number, Job code (the job points of the employee), Company (The legal

entity to which an employee /department is attached.), The Business unit to which the employee

belongs to, Location (i.e. where the employee works), Department etc.

Following are the steps that will be used to maintain positions and department budgets

Creating new positions

Updating the information for existing positions as and when required

1. Creating a new position

A position corresponds to a specific vacancy in the organization. Hence a position should be

created , only when a new vacancy has arisen in the organization, and the approval for the same

has been obtained offline.

Only after the offline approval has been obtained, should the position be created in the system, i.e.

only pre-approved positions should be entered in to the system.

2. Updating The information for existing positions

From time to time the user should update the information for an existing position.

Typical situations are when:

The position attributes or the approved max headcount for the position has changed.

The position no longer exists.

Organizational Restructuring.

Direct Hire Process

Introduction: The direct hiring process involves an employee being directly added to the MMM

ERP system that is the situation where his information doesn’t exits as applicant in the system.

An employee on joining the group would fill up the joining check list and the related forms as per

the unit policy. The HR administrator would then hire him into the system by capturing his

relevant information with respect to his personal job compensation, qualifications and dependents’

information.

The hire action will be used to capture the event of the employee’s joining the organization. There

can be either of two reasons for hire:

Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG

group directly.

Joining the acquired company: This will reflect the situation where an employee had joined

an organization, which was subsequently acquired by ABG.

Going forward the action of joining the acquired company will be used to enter the data of those

employees from the non-management cadre moving into the management cadre who had

originally joined a company that was acquired by ABG.

The following information would be captured at the time of hiring the employee.

Personal information – Name, address, NIN, DOB, gender marital status, religion / caste.

Job related information related to hiring, his position a related details.

Compensation information with respect to the break of his

CTC Recording personal actions for an employee

Introduction: Post hiring as the employee moves through the organization, there would be various

kinds of updation in the employee data. Broadly the processes that an employee could move

through in the course of his life cycle in the organization comprise:

Probation, followed by confirmation.

Promotion

Pay rate change

Transfer

Resignation

Termination

Separation /Retirement

8. Co mp ensat io n Ph ilo so p hy o f th e co mpan y -

It is an outcome of what the Organization would like to pay for, which is determined by external

and internal factors. All the processes are aligned to reinforce the philosophy. The company views

compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company)

but also they are concerned about overall employee well being though they may not put any

monetary value on items like Scholarships, Club membership, Retirement benefit, Health and

Accident coverage.

The Group’s approach towards various aspects of compensation focuses on:

• Pay for performance (Variable Pay)

> Rewards stretch performance which is linked to business, team and individual results

• Compensation increase

> Pay for the job

> Internal equity based on contribution to the organization

• External benchmarking

> Relevant industry segment and people market

> Parameters beyond compensation: head count/ level/ reporting

> Individual profile and performance

> To be market aware, not blindly follow market practices

• Compensation structure

> Tax efficient but compliant

> Common perk structure but varying amount

Three major terms used in the company’s compensation:

1. F i x e d Cos t : It is the fixed component of the salary that is committed to an employee and is paid

on monthly / annual basis. This includes base salary, all perks and reimbursements and retrials

such as PF, Gratuity and Superannuation.

2. Va r i a b l e P ay : This is the variable component, payout of which is contingent on Business,

Unit/Zone and Individual performance. Targets for the year will be fixed and communicated at the

beginning of every performance year

3. Cost t o C o m p a n y : This is a sum of Fixed Cost and Variable Pay.

CTC is decided based on designation, qualification and experience. Basic is around 42% of fixed

cost without housing. Perks and allowances are fixed as per the designations. Variable pay based

on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance amount is

paid as special allowance.

9. EX IT IN TERV IEWS

An exit interview is simply a conversation between a departing employee (who is leaving the

company either voluntarily or involuntarily) and a representative from the organization. The

interview can follow a structured format or be conducted on an informal basis; written

questionnaires can even be used in place of a face-to-face meeting. Whichever format is used, exit

interviews are generally documented.

Traditionally, exit interviews are conducted with employees leaving an organization. The purpose

of the interview is to provide feedback on why employees are leaving, what they liked or didn’t

like about their employment and what areas of the organization they feel need improvement. Exit

interviews are one of the most widely used methods of gathering employee feedback, along with

employee satisfaction surveys.

B en ef i ts of E xi t In tervi ew

Exit interviews can be a win-win situation for both the organization and the leaver. The

organization gets to retain a portion of the leaver’s knowledge and make it available to others,

while the leaver gets to articulate their unique contributions to the organization and to ‘leave their

mark’.

Exit interviews offer a fleeting opportunity to find out information that otherwise might be more

difficult or impossible to obtain. The exit interview is an important learning tool for employers.

When properly conducted, the interview provides the employer with the opportunity to:

Discuss and clarify the reasons for the termination

Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused

vacation, conversion or continuation of benefits, terms of a severance package, unemployment

insurance, etc.)

Explain company policies relating to departing employees (e.g., trade secret confidentiality,

restrictive covenants or non-compete agreements, the possibility of future re-employment,

freelance or contract work, the provision of references to prospective employers, etc.)

Ensure the return of keys, security cards, and company property

Obtain information about improper or questionable management practices connected with

the employee's termination

Obtain information about a supervisor's management skills

Obtain information about how effectively a department operates

Obtain feedback about employees' opinions and attitudes about the company

Resolve or defuse any remaining disputes with the exiting employee

Protect itself against subsequent charges that the employee was forced to resign

(i.e., constructive discharge)

UTCL is doing this interview. Because it knows “Learn of potential changes in policies and

practices that may make the company more competitive (e.g., compensation and benefits

packages,

flexible work arrangements).

EX PO SUR E TO O TH ER K EY HR O PERA TION S

Approval of loans.

Expense related issues.

Clearance certificates.

Local conveyance.

Exit interview form.

Application form.

Joining formalities.

Making joining letters.

Maintaining personal files with updated details.

Verifying Mediclaims.

Co mp ari son of H R Pra cti ces W i th th e MASLOW ’S th eory-

SelfI Actualization

Self-Esteem

Belongingness & Love

Safety Needs

Physiological Needs

MASLOW’S NEED HIERACHY THEORY

E xpl an ati on :-

According to Maslow “Human beings have wants & desires which can influence their behavior.

Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators. Since

needs are many, they are arranged in the order of their importance, or hierarchy from the basic to

complex.”

Ph ysi ol ogi cal Nee d s -

The most basic, powerful & obvious of all human needs is the need for physical survival. Included

in this group are the needs for food, drink, sleep, protection from extreme temperature etc. That

means the basic needs.

In UTCL physiological needs are represented by

• Employees’ concern for salary

• Basic working conditions.

• E.g.-In workers level it is providing the basic needs (e.g. through wages), which are required for

them.

• It gives all hygienic factors to the workers (better working environment). It’s also providing

uniforms & shoes, so that they will get satisfied at their working place and get motivated to work

efficiently.

• It’s not only providing the physiological needs at working level but at employees’ level also.

S a f et y N ee d s-

Once physiological needs are met, another set of motives, called safety or security needs, become

motivators. The primary motivating force here is to ensure a reasonable degree of continuity,

order, structure, & predictability in one’s environment.

In UTCL security needs means the factors like

• Job security,

• Salary increments,

• Safe working conditions etc.

It also satisfy the safety needs of employees include

> Group insurance,

> Provident fund, gratuity,

> Safe working conditions,

> Grievance procedure,

> System of seniority to govern lay-off etc.

It’s definitely provides job securities to its employees because once employee get in to the

organization, the chances of retrenchment is very less till the employee has not done any thing

misconduct. Because of these reasons employees can satisfy their safety needs. That is the reason

for low attrition in the organization.

B e l o n g i n g & L ove N ee d s -

The belonging & Love needs constitute the third level in the hierarchy of needs. These needs arise

when physiological & safety needs are satisfied.

In MMM the work groups are very co-operative.

> There present the peer acceptance,

> Professional friendship &

> Friendly supervision in the organization.

> Here the managers also encourage informal group.

So there is completely a friendly working environment.

That’s why employees are very friendly.

S e l f - E s tee m N ee d s-

Next in Maslow’s hierarchy is esteem or egoistic needs.

In the work place of MMM, self-esteem needs are;

• Job title, merit pay,

• Peer/supervisory recognition,

• Challenging works,

• Responsibility etc.

The Group fulfils these needs by giving

> Challenging work assignments,

> Performance appraisals,

> Performance recognition,

> Involving employees in goal setting & decision making.

In this way UTCL satisfies the self-esteem needs of employees.

S e l f - A ct u a li z a t i on N ee d s-

Finally if all the above four levels’ needs are satisfied, the needs for self-actualization comes. The

employees who are in the highest position in MMM are comes under these needs like:

1.V.P.,

2.President,

3.GM etc.

4.All top level employees.

They are getting all types of facilities like mobile, medical, education, conveyance allowances

etc.So they are in the position that they are satisfied with all the needs. Now they are helping their

juniors for the betterment of the organization. All the five needs of Maslow’s hierarchy are

fulfilled by MMM. So the employees are getting motivated and performing efficiently in the

organization, which impacts directly on the success of MMM group. That’s why the attrition rate

is

less in the organization, which is one of the reason for the success of the companies.

K EY LEARNI NG S F RO M TH E P RO JECT

Firstly it was a very good experience to work and learn with a world class for two months as it

was my first step into the corporate world.

When I saw my senior people doing each & every kind of work I came to know how much

important is each & every work. Maintaining files in systematic manner with each & every detail

is very important, if not done it hinders the work whenever these are required for reference in

medical claim formalities, appraisal etc.

As I worked with the employees of HR department in the organization during the project they

shared their experience and learnings with me, which was a very good opportunity I got during my

project.

I learned different HR Policies of the organization which were unknown to me before entering

to the corporate world.

I also learned how much the values and culture of the organization impacts the employees

productivity. Like here the Seniors were approachable in nature, I felt an open culture.

Many a times I felt people are not open to new ideas and they are resistant to change.

I have gained some learning from every individual working here; it might be in terms of

knowledge, skills, behavior or personal traits etc.

I have learned many small, minute things by observations, being in the HR department for 2

months, which could not be learnt simply by reading books theoretically. The practical experience

was totally different.

I have also learnt that a HR person should be very polite, soft spoken & good in handling people.

Co-ordination with all departments is very necessary especially with Finance Department.

O BS ERVATIO N S AND F IND IN GS

> During the study of the project I observed different functions of the HR Department. I got

the knowledge about the different types of HR Policies functioning in the organization. I

also got knowledge about how the organization is following their values in a very sincere

way.

> I learnt how and what types of facilities are being provided to the employees .

> I also observed how they are doing the Performance Appraisal on basis of the

achievement of the targets by the employees in the time given to them through

ERP.

> I got the knowledge about different departments in a manufacturing company and idea

about the challenges what the employees are facing while performing their work.

> As I worked on the ERP system of the organization, I came to know that how they are

maintaining the database of the employees for all departments region-wise & its

importance.

> They emphasis on providing proper working environment to their employees, so that the

employees can work efficiently & smoothly .

R EC OMM EN DA TION S

The company should give the compensation as per to the skills, so that the employees could

do the efficient work.

Organizations must enhance work force motivation to improve productivity. Workers must

be encouraged and motivated to develop a customer satisfaction mind set.

Organizations need to empower their workers by allowing them greater autonomy and

control and to design jobs that are more stimulating. This will enhance the personal

productivity.

Interdependency of different departments should be well studied, co-ordinated for effective

output.

Training schedule is worked out well here with proper planning schedule.

Recruitment proper planned, structured according to openings in plant, new vacancies.

Goal Setting programs undertaken with schedule to find potential prospective employees

for higher posts, giving training, discussing the on job responsibilities.

The employee goals are well studied and structured. The Key Related Areas are properly

designed & clearly mentioned to employees.

N OM ENC LATUR E A ND A BBR IV IA TIO N

1. MMM: - My Money Mantra

2. KPI: - Key Performance Indicator.

3. EPM: - Enterprise Performance Management.

4. ERP: - Enterprise Resource Planning.

5. HRA: - House Rent Allowance.

6. LTA: - Leave Travel Assistance

LIM ITATIO N S

During the project there were various constraints, which were faced.

• The review is done in retrospect and is an average of six months old, so recollection of events is poor .

• The opinions of staff and manager are often in opposition, causing de-motivation .• The process is usually Manager driven and the staff member is expected to be compliant

in the interview .• The process usually involves the Manager giving their opinion and the staff member

having to defend the position, rather than a positive discussion .• The process is usually done in a rushed manner to meet a budget development process

and therefore loses its relevance to performance .• Results of merit rating are not accurate unless factors in the assessment are relevant.• Sometimes,proper weightage may not be given to different qualities to be rated.• Actual rating of subjective factors like initiative & personality of employees may not be

on scientific lines.• Superior may be biased.• Method of Appraisal unreliable.•

B I B I L I OG RAP H Y :

Ref eren ces :

Websites:

w ww . a di t ya bi r l a. c om

w ww . bi z h r g u i d e . c o m

www .grasi m.co m

Text Books:

STEPHENS ROBBINS

C.B.MAMORIA & S.V.GANKAR

Personnel Management

Himalaya Publication

A N N E X U R E - 1

P ro cess of P erf o rma n ce Ap pra isa l

Employee Evaluation at Managerial Level

Mr.X , Div., Desig.

ABG Performance Doc.:07/01/2009 – 06/31/2011

S ecti on -1 –JO B PUR P OS E

RMC (Zonal Head,Karnataka)

Description:

To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.

Ensure achievement of both sales & credit targets, optimizing of resources.

Develop/ harmonize team operations of plant / marketing for achieving customer satisfaction &

maximum output.

Focus on future commercial / dedicated expansions.

S ecti on –2 –KRA

KRA No.1 SALES & MARKET SHARE

Description: To achieve the Sales Targets as per Budget with increase in market

share. KRA No.2 CREDIT CONTROL

Description: Reduction of critical o/s , Reducing no. of days.

KRA No.3 OPTIMIZATION OF RESOURCES

Description: Optimising Manpower resources to generate maximum

output. KRA No.4 CUSTOMER SATISFACTION

Description: Ensuring customer satisfaction

KRA No.5 MARKET EXPANSION

Description: Market expansion for commercial & dedicated

plants. KRA No.6- STATUTORY COMPLIANCES

Description: Ensuring operation of plants with all legal compliances.

S ecti on -3- E M PL O YE E GO AL S

Goal 1: Supports KRA No.1 Weight-20%

1.Description: To achieve the Sales Targets as per Budget.

2.Measurement: Actual sales achieved every month compared with targeted volumes.

3.Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, loss

due to strike.

Rating: Exceeds-110-117%

Goal 2 : Supports KRA No.1 Weight-5%

1.Description: Achieve & retain market share as per sales target.

2.Measurement: To be monitored monthly via-a-vis budget.

3.Comments: Market share improved from last year 19% to this year 23% despite construction

industry showing trends of slow down.

Rating: Far exceeds Expectation>120%

Goal 3: Supports KRA No.2 Weight : 10%

1.Description: Credit control

2.Measurement: Monitor the same every month for number of days & reduction in critical.

Outstanding as compared to the budget.

3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major accounts

reconciled.

Rating: Exceeds Expectation>120%

Goal 4: Supports KRA No.3 Weight:20%

1.Description: Optimising manpower resources, maximizing output forpumps/plant.

2.Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum ;output &

harmonious operations etc.

3.Comments: Harmonius operation was ensured by timely requirement

& in house training.

Rating: Exceeds>110-117%

Goal 5: Supports KRA No.4. Weight:10%

1.Description: Ensure Customer Satisfaction

2.Measurement: Feedback from Customers.

3.Comments: Mobile testing facility started at Banglore.

Feedback from customers obtained & periodically analysed.

Rating: Far Exceeds Expectation>120%

Goal 6: Supports KRA No.5. Weight:10%

1.Description: Market expansion for commercial & dedicated plants.

2.Measurement: As per expansion plans based on market potential.

3.Comments: Market expansion in Manglore and Mysore achieved with in two months of

commercial production achieved market share of 25%.

Rating: Far Exceeds Expectation>120%

Goal 7: Supports KRA No.6. Weight: 15%

1.Description: Ensure operation of plants with all legal compliances.

Safety norms followed in all plants.

2.Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff & workers.

3.Comments: Training programs/Demos conducted in all plants.

Rating: Far Exceeds Expectation>120%

S ecti on 4 – E mp l oyee Mi d Year Revi ew Commen ts-

Description:

To achieve sales target as per budget : Against budgeted target of 282000 cu.m achieved

263000 cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.

Achieve & Retain market share: Market share of 22% achieved. Improvement of 3% onYOY

basis.

Credit Control: No. of days o/s reduced from 38days to 27days.

Optimisation of Resources: with in 2 months of operation.

Ensure customer satisfaction: Mobile concrete Training facility introduced.

Market Expansion through dedicated plants: 1captive plant started & successfully running.

Ensuring legal compliances: All legal compliances are

met. Major Challenges:

Creating differentiation in product & services to enhance brand premium.

Man ager’s CO M ME N T S –

Sales target impacted due to 18 days strike, otherwise would have achieved.

BLK project plant, a good initiative.

Cr control has significantly improved but still more needs to be done & focused into.

New products to be pushed & new plants have been well established.

S ect i on 5- VA L U E S

Values

Commitment

Passion

Seamlessness

Speed

S ecti on 6- E M PLO YE E CO MME NT S

S ecti on 7- T rai n i n g Need s

S ect i on 8- Ca r e e r As p i r a t i on

ANN EX UR E-2

A NN E X UR E- 3

EMPLOYEE REFERRAL APPLICATION FORM

E Code No:

Employee Name:

Department:

Location:

Contact Details:

Position Referred For: Location:

Referred Candidate’s Name:

I hereby declare that I know the above candidate personally/professionally and he is willing

to join RMC business of ABG if found suitable and offer given to him as per his satisfaction.

Signature of the Employee Signature of HR

Date:

A nn ex u re- 4

T RANS FE R RE Q UES T FO RM

NAME OF TRANSFEREE

POSITION

DESIGNATION / JOB BAND

EMPLOYEE CODE

PRESENT LOCATION

PRESENT DEPARTMENT

PRESENT SUPERIOR

(NAME & POSITION)

FUNCTIONAL HEAD

LOCATION ON TRANSFER

NEW POSITION

NEW DEPARTMENT

DATE OF TRANSFER

NEW SUPERIOR (NAME & POSITION)

NEW FUNCTIONAL HEAD

NEW ZONE

Zonal / Functional Head(Transferor)

Zonal / Functional Head (Transferee)