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Page 1: Vaishali Report

SUMMER TRAINING REPORT

Sumitted in partial

fulfillment for

MASTER OF BUSINESS ADMIMISTRATION

INDIAN TELEPHONE INDUSTRIES,

RAE BARELI

SUBMITTED TO –:

Ms.APOORVA MISHRA

(COURSE CO-ORDINATOR)

SUBMITTED BY-:

VAISHALI SINGH

MBA-IIIrd SEM,(2008-10)

SHERWOOD COLLEGE OF ENGINEERING, RESEARCH AND TECHNOLOGY, BARABANKI (U.P.)

Batch2008-20

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PREFACE

The business organization has been defined by some social scientist as a continuing

system of differentiated and coordinated human activities, welding together a specific set

of physical, human, capital, ideational, and natural resources into a problem solving,

whose objective is to serve the needs of its surrounding environment in interaction with

systems of human activity. The success of the organization would therefore seem to hinge

upon its ability to solve related problems in such a manner so as to serve society, maximize

its profits and by doing so, increase its basic resources.

In this context, this study tries to analyze career and succession planning of ITI Rae Bareli

unit, a telecom giant. It is important to note that at present this unit is facing various

problem related to career planning, promotion policies and recruitment. Career planning

implemented as Time Bound Promotion scheme (for non officers) has undergone changes

several times and now advanced TBP scheme.

Career plan for officers is also under study at present and it needs some changes for

proper functioning.

This report is divided into three parts, introduction part deals with concept and succession

planning and the existing system, research part deals with the opinion survey conducted to

ascertain views of employees union and management, suggestion part include

recommendation.

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ACKNOWLEDGEMENT

I Wish to express my appreciation especially to that of Industrial Relation, Personnel

& administrative and Human Resources department and all those with whom I

worked and whose thoughts and insight helped me in furthering my

knowledge, understanding of the subject and completing my Summer training

at this big organization.

I would like to thank my teacher Ms. APOORVA MISHRA, whose knowledge helped me by

all means to complete this training session and report.

I deem it my privileged to acknowledge the encouragement and facilities provided to

me by Mr. ASHUTOSH PANDEY [CM-HR(EP & SM)], Mr. D. R. Shukla AM ( Legal ), Mr.

VEERESH SRIVASTAVA (AM-ER) of ITI Rae Bareli without their guidance and

supported the completion of the project was not possible.

I would like to express my regard and good wishes for the staff at ER, EP & SM,

AM ( Legal ) & HRD for their love and support which made the eight weeks stay at

ITI a pleasant, enriching, fulfillment experience.

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DECLARATION

The summer project on CAREER DEVELOPMENT & SUCCESSION PLANNING is the original

work done by me. This is the property of institute & the use of this report without prior

permission of this institute will be considered illegal & actionable.

Place: - Rae Bareli MEHDI HASAN

Date: MBA-III SEM

BBDNITM, LUCKNOW

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CONTENTS

EXECUTIVE SUMMRY

1-CHAPTER IIntroductionLiterature ReviewScope and Limitation of StudyMethodology:- I-Source of Data II-Methods of Data CollectionResearch MethodologyHuman Resource Management2-CHAPTER II The Background of ITI LTD:-

I- ITI Plants and Office in IndiaII- Vision and missionIII- Board of directorsIV- Organization Chart

ITI LTD Rabareli:-I- HighlightsII- Swot Analysis FrameworkIII- Historical Back ground

IV- ISO Certification

V- Competitor of ITI limited

VI- Customers of ITI limited

VII- Location Advantage.

3-CHAPTER III

I-Career Plan for officers

II-Time bound Promotion Scheme for non-officers

III-Brief Analysis

IV-Conclusion

V-Questioner

VI-Suggestion

VII-Feedback & Evaluation

VIII-Assumption

REFERENCES

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EXECUTIVE SUMMARY

Career and succession planning is one of the most important Human Resource

Development System. This study is done keeping in mind twin objectives of understanding

the existing career system and the ascertain employees, union and management opinion

about it. The study is undertaken in ITI RBL during the period between 14/6/2010 and

08/8/2010.

For collecting information on the subject two methods were adopted.

1. Study and analysis of secondary data, which constituted personnel manual, general

reports, promotion policies, recruitment policies etc.

2. collection and analysis of primary data which constituted data generated

from discussion with various levels of employees, union and management and

responses of questionnaires from various levels of employees. Structured questionnaires

were distributed among employees to collect primary data. Questionnaires consisted of

questions which were related to employees’ perception about existing career system and

what changes they want in proposed system. A meaningful data was generated through

tabulation and summarization of results.

Thus a list of requirements, expectations and constraints was prepared by

the analysis of data. On the basis of this feedback few changes are

suggested in existing system. The main emphasis of these suggestions is to

increase transparency, interaction and generation of relevant information.

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INTRODUCTION

Career planning a brief theory:

Career planning for employees has become an important issue today both as a

strategy for developing core competencies within the organization and as a means

of retaining competent employee. One doesn’t wish to invest so much in recruiting

and developing employees only for someone else to poach them.

Career planning doesn’t mean predicting or envisaging what higher jobs will be

available for each person. It essentially helping the employee plan his career in

terms of his capabilities and career opportunities and development

opportunities chooses to develop himself in a direction that improve his chances of

being able to handle new responsibilities.

Need for career planning:

The ability of an organization to ensure optimum utilization of its human resources

depends on the extent to which it is able to meet the multiplicity of needs and

aspirations of its employees. Organizations have, however the own requirements and

constraints which limit their capacity to meet the unique individual expectations of

employees and limits imposed by organizational constraints usually create a situation

of conflict. If this conflict is not solved organization is not able to get the best out

of its employees. Career planning provides a set of tools and techniques for

productive resolution of this conflict between the individual and the organization.

The personal strategy should be designed to utilize strength and overcome

weaknesses in order to take advantage of career opportunities. Although there

are different approaches to career development, it is considered here as a

process of developing a personal strategy.

Individual needs to consciously and continuously examines what they themselves

thought to be doing for their own career development rather than wait for

something to happen.

Organizations on their part, should invest time and efforts to improve aspects

relating to job text and context and in planning and guiding people for

careers. Companies, which provide fair and reasonable opportunities for satisfying

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careers, will be able to attract, retain and motivate committed and industrious

workforce.

Some companies are accommodating the special needs of dual career couples by

having a flexible approach to transfers that involves reallocation, considering the

needs of both partners in career planning, helping to find employment for the

spouse either within the company or outside, and providing maternity leave and day

care services for children (crèche), With the large number of companies have

recognized the stressful situation of dual career couples and implemented more

flexible policies, career planning, personal selection, placement promotion.

CONCEPT OF CAREER_-:

Objective career:

Career as a sequence of positions occupied by a persons during the course of his

lifetime.

Subjective career:

Career may also viewed as an amalgam of change in values , attitudes and

motivation that occur as a person grows older.

In both perspectives the focus is on the individual. Career planning is important because it

would help the individual to explore, choose and strive to drive satisfaction with one’s

career objectives.

Career life planning intervention:

Organization development is aimed at shifting the organization climate to increase

the integration of organization and individual goals and the career development is

an on going process of change in activities, position and values. People often feel

caught in an organization trap because their personal goals and senses of meaning

become lost. Many of these individual career problems are actually symptoms of

larger organizational problems, such as a rigid bureaucratic structure or inter group

conflict.

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One recent from a career development is called career life planning. This involves the

application of laboratory-learning techniques to career development. Career life

planning is the process of choosing occupation, organization and career path.

Career life planning involves the following issues-:

1. Determining where you are now

2. Deciding where you want to be

3. Developing a plan for getting where you want to be .

Career anchors:

The urge to take up certain type of career is governed by the basic drives acquired

during the socialization process. These basic drives are called anchors, some of

which are as follows - :

1. Managerial competence: Career – providing opportunities for higher responsibility, decision making, control and influence.

2. Technical competence: providing for professional satisfaction, continues Learning and updating one’s expertise in a technical On functional area.

3. Security: ensuring security of career through compliance with organizational prescription.

4. Creativity: entrepreneurial and innovative opportunities.

5. Autonomy: a career that provides freedom of action and Independence.

Stage of growth and career:

Yet another factor that influences our career choice is the stage of growth and

development towards maturity and old age as can be seen from table below -:

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Stages of growth primary role definition career implication

1. Infancy dependent child growth

2. Adolescence assertion of independence exploratory

3. Adult establishing one’s family of establishment Procreation

4. Middle age concerned for children’s career maintenance

5. Old age personal security decline

While the stages of growth of an individual in general have implications for career

advancement needs, one on joining an organization passes through a series of

stages involving important career issues.

An interesting characteristic of the knowledge-based organization is one of career

issues of people in the organization. In these organizations the executives think of

their career as be in the same organization. Organization too are not able to

guarantee life long career to anyone even in the core areas of work. Job contract

become a way of life and these are for a specified period of year and are tied to

particular roles or jobs which would not guarantee further promotion. Career issue

can be broadly categorized as follows-:

a) Early career issues-:

Locations one’s area of contribution

Learning how to fit in the organization

Becoming productive

Seeing a desirable future for oneself in the career b) Mid career issues-:

Location one’s career anchor and building one’s career around it

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Specializing or generalizing

c) Late career issues-:

Becoming a mentor

Using one’s experience and wisdom

Letting go and retiring The issue confirmed by individual in various stages of their career must be

resolved by appropriate actions and decisions on the part of organization so as to

create conditions conducive to optimum utilization of the human potential.

Career system in organization:

Like individual organizations also have their own career paths and requirements.

For the organizations, individual career needs and aspiration usually become relevant

only to the extent they can be integrated into the requirements of the

organizations. Rarely, if ever, organization built activities around individual, the

organization’s own life circle and its position vis-à-vis business cycle effects

largely determine the extent and kind of career opportunities it can create and

sustain. Growing and diversifying firm may causes even the existing opportunity to

shrink or even dry up.

Personal policies, beliefs, and value system also limit or open up career opportunities

for people at different level. For example – some organizations do not encourage the

people who join as workers to move beyond supervisory level, while a few others

would take pride in making opportunities available to everyone repeated promotion

may bring a situation where no further advancement is possible for employees.

These employees have no more growth prospects might enter a plateau time in

career. They have no hopes of climbing the organization’s ladder. In some

organizations people reach plateau when they reach 40 to 45 years age, while in

other organizations career opportunities remain open virtually till day of

superannuating.

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Restructuring or redesigning a job might do the trick sometimes to make and

employee feel satisfied and happy.

LITERATURE REVIEW

Succession planning is a critical tool for ensuring lasting organizational improvement.

However, the biggest challenge for most organizations is how to affect a well designed

change of leadership without disrupting the organizational continuity.

This review contends that unless effective succession planning is urgently integrated into

organizational culture, most organizations in America are on the verge of leadership crisis.

The review examines the essence of challenges of succession planning. The key issue

surrounding it, and the kind of approaches that can cope with leadership succession

situation.

As reported by others, there is little new research on succession planning in the recent

years and an ongoing dearth of writing about succession planning as applied in higher

education. In order to understand the corporate policies and processes that are available

for possible adaptation in higher education, a literature review of corporate succession

planning is warranted.

The following ten core principles are used to describe corporations that are serious about

implementing and maintaining best practices in executive succession planning:-

1) They have strong, involved boards.

2) They continually expose their top management team to the board.

3) They encourage “next generation CEO’s” to gain exposure to outside board

services, to the media and to the investment community.

1) They form executive committees or operating committees to facilitate the

development of several executives who are aware of the challenges, business

plans, and strategies across the entire organization.

4) They view succession planning as an ongoing and real time process.

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5) They take as much of the human drama out of the succession process as

possible.

6) They link the CEO’s compensation to the development of succession plans.

7) They pay their directors increasingly in stock and require the directors to make a

Personal investment in the country.

8) They periodically calibrate likely internal candidates for CEO’s against

comparable outside leaders.

9) They develop a “SUCCESSION CULTURE”.

Based on their experiences with succession plans in the variety of organizations, MALHER

& DROTTER (Malher & Drotter, 1986) concluded that that a major requirement of the

succession planning is top management action; Top Management must make a

commitment to and actively participate in the succession planning process. Similarly, NAPA

(National Academy of Public Administration, 1992) conducted a comprehensive study of

succession planning practices in both the private and public sector and concluded that Top

Leadership involvement and commitment is a common characteristic of successful

Succession Plans.

Succession planning requirement will not be the same across organizations, such as

structure, size, wealth, growth rate, maturity, and management values are all factors that

must be taken into account when designing a plan (Carranza, 1982; Executive Knowledge

works, 1988; National Academy of Public Administration, 1992; Rhodes and Walker,

1984; Rothwell, 1994). For example, size and wealth related will be related to resources

available for succession planning and smaller, less complex companies will tend to have

less formal succession plans (Rhodes & Walker, 1984) and the succession planning needs

will be different for a company that a company is in a rapid growth mode versus one of that

is characterized by slow growth or decline (Eastman, 1995).

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Career system in an organization can be classified according to-:

1. Scope

2. Limitations on entrance

3. Orientation for reward and status

SCOPE

Some organizations limit the scope of movement of employees from one function to

another. While in others, movements of people among various functions,

departments and jurisdiction is encouraged. The former may be called specialist

career system while the letter organizational career system.

Limitations on entrance:

In some organizations, like the government and public sector units, recruitment of

new employee is restricted at the entry level only. Upper level position is filled in

entirely from within and lateral entry is discouraged. This is called closed career system. In

the open career system, entrance is permitted at any or all levels the private sectors

organizations usually prefer open career system.

Orientation to reward and status :

The career system can be job oriented or status oriented. In the job oriented career

system, employees are reward on the basis of their merit and performance. Job

assignment and promotion decision are taken strictly on the basis of proven

competence in the status oriented career system, on the other hand, it is

seniority and length of services that determine the reward and promote ability.

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Career paths:

Career paths represents logical and possible sequence of position that could be held

based on what and how to perform in an organization. Career path represent real

career progression possibilities both lateral and upward. This involves-:

a) Analyzing job to determining similarities and dissimilarities among them.

b) Grouping job with similar behavior requirements into job families.

c) Identifying career path within and among job families.

d) Integrating the overall network of career path into a single career

system.

Promotion policies:

Career planning, thus, will need to be balanced and detailed with the appropriate

criteria for promotional decision. There can be several permutations and

combinations of merit-seniority spectrum.

Career planning process:

It is obvious from the forgoing analysis that individuals differ a great deal an term

of their career orientation. A general approach to career planning would involve the

following steps-:

a) Analysis of characteristics of the rewards and incentives offered by

prevailing career system needs to be done and made known to employees.

b) Analysis of characteristics of the hopes and aspirations of different

categories of employees including identification of their career anchors must

be done through objective assessment.

c) Mechanism for identifying congruence between individual career aspirations and

organizational career system must be developed so as to enable the

organization to discuss cases of mismatch or incongruence.

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d) Alternatives strategies for dealing with mismatch will have to be

formulated. Some of the strategies adopted by several organizations include the

following-:

1) Changes in the career system by creating new career paths, new incentives,

new rewards, by providing challenges through job redesign opportunities for

lateral movement and the like.

2) Changes in the employee’s hope and aspirations by creating new needs,

new goals, new aspirations or by helping the employees to scale down

goals and aspirations that are unrealistic or unattainable for one reason or the

other.

Seek new basis of integration, compromise or other forms of mutual changes on the

part of both employees and organization through problem-solving, negotiations

or other devices.

SUCCESSION PLANNING

The continued existence of an organization over time requires a succession of

persons to fill key positions. The purpose of succession planning is to identify and

develop people to replace current incumbents in key positions for a variety of

reasons : superannuating, resignation, promotion, growth, diversification, creation of

new positions, realigning responsibilities, etc.

Succession can be from within and from without the organization. Succession by

people from within gives a shared feeling among employees that they can grow as

the organization growth. Therefore, organizations need to encourage the growth and

development of its employees. They should look inward to identify potential and

make efforts to groom people for higher and varied responsibilities. More so when

they are growing steadily and their future corporate plans do not differ significantly

from those in the past. In some professionally run large organizations ( be they in

public or private sector or subsidiaries of multinationals ) managers and supervisors

in every department are usually a complete asked to identify three or four best

candidates to replace them in their jobs should the need arise. However,

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organizations may find it necessary to search for outside talent in certain

circumstances such as following-:

When qualified and competent people, are not available

internally, when it is planning to launch major expansion or diversification

programs requiring new ideas, etc. complete dependence on outside talent may

cause stagnation in the career prospects of the individuals within the organization,

which may, in turn, generate a sense of frustration.

Individual career planning:

Succession planning would be effective when individual needs and aspirations are

integrated with organizational needs and opportunities, synthesizing personal planning

and career information and complementing individual development efforts with

formal training and development programs this requires development of individual

career plans.

Performance review and potential identification:

Performance review and analysis should result in constructive feedback, performance

recognition and appraisal. Potential, is usually not formally and explicitly

communicated mainly for the one reason : there may be a time gap between the

time employee potential is identified and harnessed in an organization. In an

intervening period there may be changes in an individual or the organization

situation whereby the potential may change. Also, the organizations would not like

individuals to grow complacent on being told about their potential. Nonetheless, to

help individuals know and understand for themselves who they are, how they can

best accomplish their goals is good organizational strategy. Discerning analysis of

the nature of assignments, placements, and recognition would help people to

gauge the implicit message.

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LIMITATIONS OF THE RESEARCH

Policy Sample size is not big enough to cover all sections of

employees, through every efforts is made to make sample as much

representatives as possible by covering each and every department.

Training period was not sufficient to go through this vast and challenging policy.

The study of particular employees was very tedious work as no

computerization has been done to maintain data and for every data file work

consulted, so it was very time consuming which was major obstacle

in research.

There was not much literature available on the topic for consulting and studying.

Recruitment and promotion policy has under gone change several times which also

hampered work.

Non-officers were not fully aware about the policy.

Every employee is not interested in giving responses.

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METHODOLOGY

A comprehensive empirical study was conducted during the period of 06/6/2009 to

27/7/2009 to understand the nature dimensions and practice of career planning in

ITI Ltd. Rae Bareli. The data were collected both from primary and secondary

sources. All the employee and management representatives have not been

considered due to similarities in experience as well as resource and time constraints.

Hence a random sample of 100 ( app. 2% of total no. of employees ) is taken for

the purpose of study.

Source of Data:

The data was collected from various information and documents provided by

various departments as mentioned below:

Employee Relation Personal Relation Legal Department (HR) Services Department (HR)

Methods of Data Collection:

Interview Method

Questionnaires

Literature Survey

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RESEARCH OBJECTIVE

The objectives of research are manifold and can be described under following heads-:

To critically analyze the prevailing (superior) career system at ITI Ltd.RaeBareli.

To study the pros and cons of the present system.

To analyze thoroughly all the options available.

To suggest suitable options for implementation to provide better

career prospects to the employees of the company and attain best possible

employee satisfaction on account of same.

To gauge the perception of employees regarding career system.

How the career system works to improve the performances of employees

To analyze the industrial relation in the organization.

How much the present career system is successfully working in the

organization?

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INTRODUCING HUMAN RESOURCE

HR Management is a process of bringing people and organization together. so that

the goal of each are met . it is that part of the management process which is

concerned with the management of HUMAN RESOURCES is an organization . it tries to

secure the best from people by wining their whole hearted cooperation. In short, it

may be defined as the art of procuring, development and maintaining component

work force to achieve the goals of an organization is an effective and efficient

manner.

According to FLIPPO:

Human Resource management is the planning , organizing directing and

controlling of the procurement , development , integration maintenance and

separation of human resource to the end that individual , organizational and social

objective are accomplished.

FEATURES OF HR

Pervasive Force

Action Oriented

Future Oriented

People Oriented

Development Oriented

Integration Mechanism

Comprehensive Function

Inter-disciplinary Function

Continuous Function

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THE BACKGROUND OF

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INDIAN TELEPHONE INDUSTRIES

India’s first Public Sector Unit (PSU) - ITI Ltd was established in 1948. Ever since, as a

pioneering venture in the field of telecommunications, it has contributed to 50% of the

present national telecom network. With state-of-the-art manufacturing facilities spread

across six locations and a countrywide network of marketing/service outlets, the company

offers a complete range of telecom products and total solutions covering the whole

spectrum of Switching, Transmission, Access and Subscriber Premises equipment.

ITI joined the league of world class vendors of Global System for Mobile (GSM) technology

with the inauguration of mobile equipment manufacturing facilities at its Mankapur and

Rae Bareli Plants in 2005-06. This ushered in a new era of indigenous mobile equipment

production in the country. These two facilities supply more than nine million lines per

annum to both domestic as well as export markets.

The company is consolidating its diversification into Information and Communication

Technology (ICT) to hone its competitive edge in the convergence market by deploying its

rich telecom expertise and vast infrastructure. Network Management Systems, Encryption

and Networking Solutions for Internet Connectivity are some of the major initiatives taken

by the company.

Secure communications is the company's forte with a proven record of engineering

strategic communication networks for India's Defense forces. Extensive in-house R&D work

is devoted towards specialized areas of Encryption, NMS, IT and Access products to provide

complete customized solutions to various customers.

The pioneer public sector undertaking, ITI Ltd, was set up in the year 1973-74 by the efforts

of Late Mrs. Indira Gandhi, Ex-Prime minister of the Republic of India, under the patronage

of ministry of communications.

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ORGANISATION’S VISION

To perceive by their customer as the leading business partners

for providing total network.

To offer innovative solution using leading technologies in co-

competitive manner, to help customer achieve their business objective.

To pursue new opportunities arising from the convergence of

information, communication and entertainment business.

In manufacturing business, organization will continuously drive down costs.

Organization will leverage its telecom domain knowledge to build

telecom software business in India catering to global requirements.

To transform I.T.I. into a creative, livewire entrepreneurial enterprise

with a quest for growth and shared values.

ORGANIZATION’S MISSION

Leader in domestic market.

Important global player.

Providing different solution to customers.

To build on core competencies to enter new business area.

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BOARD OF DIRECTORS

SHRI K.L.DHINGRA (Chairman & Managing Director)

SHRI K.K.GUPTA (Director- Production)

SHRI B.P.GUPTA (Director-Finance)

SHRI R.K.AGARWAL (Director- Marketing)

SHRI K. K. KHURANA (Director- Human Resource)

SHRI A. K. SRIVASTAVA (Director)

SHRI C. K. KOSHY, IAS (Retd.) (Special Director)

LT.GEN.P.MOHAPATRA (DIRECTOR)

SHRI A. K. JAIN (independent director)

SHRI V. H. RON (independent director)

SHRI A.S. BANSAL (independent director)

SHRI KESHAV SARAN (independent director)

SHRI M.BALAKRISHNAN (independent director)

SHRI T.S.NARAYANSWAMY (independent director)

SHRI S.K.CHAUDHRY (independent director)

SHRI K.T.MAYURNATHAN (company secretary)

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ORGANIZATIONAL CHART of ITI Ltd.

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INDIAN TELEPHONE INDUSTRIES LIMITED

RAEBARELI

Historical Back ground

ISO Certification

Competitor of ITI limited

Customers of ITI limited

Location Advantage.

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HIGHLIGHTS OF ITI LTD.

Infrastructure-:

Area – 250 acres

Covered area – 1,10,000 sq meter

Air contioned area – 2,2000 sq meter

5593 KVA captive power available for UN interrupted production

Activities

Township – 1800 Nos Houses

Manpower – 4050 Nos.

Product manufactured in present-:

SMPS (EPD)

HDSL (MPD)

IT Sector

Cordet

INSTL - & Commissioning of GSM

Mobile Showroom

G. PON

Three wings of ITI Rae Bareli-:

Administration building EPD

MPD

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SWOT ANALYSIS FRAMEWORK

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SWOT MATRIX

Strengths: A firm strengths are its resources and capabilities that can be used as a basis

for developing a competitive advantage. For example- good reputation among customers.

Weakness: The absence of certain strengths may be viewed as weakness. For example-

high cost structure.

Opportunities: The external environmental analysis may reveal certain new

opportunities for profit and growth. For example- arrival of new technologies.

Threats: Changes in the external environment may also present threats to the firm. For

example- Shifts in customer’s tastes away from the firm’s product/services.

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SWOT ANALYSIS FRAMEWORK

S W O T

1.Integrated Plant Absence of youth energy

Further plant expansion fo0r new machine/assembly

Upcoming new I industries.

2.Adequate space available

High manufacturing cost

Local supplier development Large number of international player

3.Remote Location

High attrition rate Favorable taxation policies of of government.

Union formation

4. Experienced man power

Talent crunch Technology changes

5.Optimum Capacity Utilization (3 Shifts operation)

Weak local supplier base

Private participation in industry

6.Lean Organization

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Services-

Turnkey projects including installation and commissioning of telecom equipment

Customized software development

Development of custom ASICs

Development of customized prototypes

Can offer technology transfers and setting up of joint-ventures

Corporate office -:

ITI Limited 45/1, McGrath road,

Bangalore – 560025

Manufacturing plant -: 7

Regional offices -: 6

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HISTORICAL BACKGROUND

The pioneer public sector undertaking, ITI Ltd, was set up in the year 1973-74 by the

efforts of Mrs. (Late) Indira Gandhi, Ex-Prime minister of the Republic of India, under the

patronage of ministry of communications.

ITI Ltd, Rae Bareli has expanded stronger division and crossbar division to the Electronic

Switching System (ESS), Digital Multi Excess Rural Radio (MARR) System, Electronic digital

system with C-DOT technology and 3- channel open wire transmission.

The ITI Ltd. Deals with diver’s technologies continuously phasing –out old technologies and

phasing in new technologies. Prominent foreign technologies under manufacturing

include:-

Digital Switching System OCB 283 (in collaboration with CIT-ALCATEL,

(France )

Digital Microwave System (in collaboration with NEC, Japan)

Optical Communication System (in collaboration with NRT, Denmark )

Digital Co- axial System (in collaboration with AT & T PHILIPS, Holland)

Switch Mode Power Supply (in collaboration with ASCOM, (Switzerland)

A part from these technologies, Center of Development of Telemetric (C-DOT) has also

provided indigenous technologies for manufacturing rural Automatic Exchange (RAX) and

Main Automatic Exchange (MAX. The company’s product range includes all that is required

to equip national and international telecommunications network, satellite communication

and optical communication system.

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THE VARIOUS DEPARTMENTS OF RAEBARELI UNIT

AND IT’S FUNCTION:-

The Rae Bareli Plant (RB plant) is headed by General Manger RB (GM- RB), who directs the

entire plant to commit for quality and customer satisfaction. Top most priority is given to

continuous improvement to ensure that Rae Bareli plant is always meeting the customer

expectations and needs. GM-RB defines the business activities and objectives of RB-Plant.

To effectively manage these activities and achieve the objectives, a well structured

organization is established.

The functions, responsibilities and authority of various departments are defined

below:-

1) Production divisional heads:-

AGM (ESL-I) and AGM (ESL-2) have the authority to manage, perform and verify the

complete production unction of their respective divisions. They are responsible for

translating all management plans into action and ensure that quality products and quality

services and provided to the customers.

2) Marketing:-

The marketing department was established very recently after the formation of business

group. The Sales Department which was handling the limited marketing activities is now

looked after by the marketing department.

Marketing department has the responsibility to identify Business opportunities and

generate business. The function of marketing department includes identification of new

market/ new product promotion, market surveys, tender processing etc. The chief of

marketing has the full authority for the above specified functions.

3) Engineering:-

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The Know-how or technology transfers of products like C-DOT system are handled by

engineering. This department interfaces external agencies and production departments of

RB- Plant. These departments also provide technical support and document support to

production department.

4) Sales and customer engineering:-

The Purchase orders received from various customers are reviewed for adequacy and

clarity of requirement. In case of requirements not defined clearly or purchase order is

incomplete, the same are identified and resolved with the customer. The work are

released to assembly shop and Manufacturing. After the inspection and dispatch, billing

and realization of payment activities are also carried out by this department.

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NATIONAL SAFETY AWARDS:-

S.N. YEAR SCHEME OF THE AWARDS

1 2009 Scheme-II

2 2007 Scheme I & II

3 2006 Scheme I

4 2005 Scheme I

5 2004 Scheme I & II

6 2003 Scheme I & II

7 1999 Scheme I

8 1998 Scheme I

9 1997 Scheme I

10 1996 Scheme I&II

11 1995 Scheme I

12 1994 Scheme II

13 1993 SchemeII

14 1992 Scheme II

15 1991 SchemeII

16 1990 Scheme I & II

17 1989 Scheme II

18 1988 Scheme II

19 1987 Scheme II

20 1986 Scheme I & II

21 1985 Scheme II

22 1984 Scheme II

SCHEME I:- Lowest Accident frequency Rate

SCHEME II:- Longest Accident Free Rate

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MILESTONES:-

1948; First public sector to be set up post independent India, with assembly of

25,000 telephone instrument and equal number of exchange line in technical

collaboration with automatic telephone and electric company of England .

1950: Corporate status as joins stock company. Diversification of

products range with the product of long distance equipment .

1964: Manufacture of cross bar automatic exchange equipment of

Bangalore in collaboration with bell Telephone Manufacture company,

Belgium

1971: Manufacture of multiplex and associated with transmission

equipment for Trunk services at Naini. Components manufacture plant at

Srinagar

1973: Telephone instruments plant at Naini

1974: Strowger switching equipment plant at Raebareli.

1976: Manufacture of electronics automatic exchange at Palakkad.

1980: Cross bar switching equipment plant at Raebareli.

1983: Manufacture of electronics exchange of E-10 B type for Mankapur in

Collaboration with ALCATEL, France. Manufacture of digital trunk automatic

exchange equipment at Palakkad. Manufacture at multi access Japan.

Rural Radio Equipment at Naini in collaboration with Kokusai, Agreement

with Nippon Electric Corpn.

1986: Established a network unit exclusively ton take care of installation &

maintenance work.

1987: Manufacture of small & rural electronic exchange of C-Dot

technology at electronic cit Bangalore. Manufacture of digital CO-Axial

systems at Bangalore with know – how from AT & T Network system

Netherlands

1991: Manufacture of IDR Modems at Bangalore with know –how

obtained from huge network system, USA

1992: Launched joint venture Company, ITI communication Pvt. Ltd. (ITI-C)

1993: OCB283/CSM in collaboration with ALCATEL France.

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1994: Manufacturing set at established at Delhi for SDH transmission

system through joint venture Company – FIBCOM & Naini plant.

1996: ITI entered into V-SAT services.

1997: Release of first. 40 k lines C-dot MAX-XL exchange to DOT. Launching of

MRTS.

1998: ITI’s turn - around after set back due to opening of economy. VLSI II,

one micron FAB facility inaugurated at Bangalore plant.

1999: ITI ALCATEL, new technology agreement signed. All time high

physical performance. Turnover crossed rate Rs - 1600 Cr (US $ 400 Mn.).

2000: Turnover crossed an all time high Rs – 2000 Cr.

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ISO CERTIFICATION

The International organization for Standardization (ISO) is the specialized international

agency for standardization, at present comprising the national standard bodies of 91

countries including India. ISO is made up of approximately 180 committees. Each technical

committee is responsible for one of the many area of specialization.

The object of the ISO is to promote the development of standardization and related world

activities with a view to facilitating International Exchange of goods and services and to

develop the co-operation in the sphere of intellectual, scientific technological and

economic activity.

The result of ISO work is published as International Standards. The standards

discussed here is result of this process.

ISO 9000 SERIES STANDARDS:-

Motivate exporters.

Set a base line.

Establishes reasonable standards for Government procurement.

Focuses training and professional development.

Set general market procedure for regulating health and safety.

Reduces time- consuming audit by customer and regulator.

Gives marketing advantages and EC 92 positioning.

Raises levels of motivation, co-operation, workmanship and quality

awareness.

Improve efficiency, reduces scrap and rework.

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EQUIVALENT QUALITY SYSTEM STANDARDS

ISO TITLE

9000 Quality management and Quality assurance

standards selection and use.

9001 Model flow quality assurance in design/

development, production, installation and

servicing

9002 Model for quality assurance in production and

installation

9003 Model for quality assurance in final inspection

9004 Guidelines on development on quality

management system to minimize cost and

maximize benefits.

PRODUCT AND ITS PRODUCT LINE

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BTS (BASE TRANS-RECIEVER STATION)

Base Trans-Receiver Station (BTS) “BTS A-9100”, is radio frequency mobile communication

product based on GSM technology. It is a set of equipments

that facilitates wireless communication between user

equipment (UE) and a network. A BTS in general consists of

Trans-receiver module, Antenna Network Combiner,

Controller (SUMA) & Alarm Extension System (XIBM). It is a

self contained unit for transmitting / receiving signal for

mobile communication.

Types of BTS:

Indoor BTS

Outdoor BTS

Dual Band BTS

Twin TRX BTS

BTS SHELTER

Shelter is a portable sealed cabin made up of sandwiched insulated panels with

polyurethane as filler material between galvanized pre-

coated steel sheets. Floor is made up of 19mm thick marine

plywood and is covered with PVC antistatic flooring. MS tube

is reinforced inside floor panel for higher floor load capacity.

Secondary slanting roof is provided to protect primary roof

from direct sunlight and rainwater. Door is fixed with heavy-

duty hinges. It is equipped with hydraulic closer & three way locking arrangement. Shelter

is installed on suitable base frame of galvanized I-beam supported on concrete pedestal. ITI

LIMITED Rae Bareli is manufacturing Prefabricated Shelter for housing of BTS & its

accessories used in Telecom Mobile Service.

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PRODUCT RANGE

Square Lattice Type of RTT (as per GR): - 10M, 15M, 20M Height.

Triangular Type RTT (SERC): - 9M, 12M, 15M & 18M Height.

TECHNICAL SPECIFICATION

Square Lattice types of RTT are manufactured as per GR No. GR/TWR-09 FEB. 2004 Design

of triangular type RTT is duly approved from Structural

Engineering Research Center (SERC), Chennai. All members

of RTT are made up of structural steel as per IS2062 Grade

A & hot dip Zinc galvanized as per IS 4759. It can carry 6

Nos. GSM/WLL Antenna & 3 Nos. 0.6M dia Microwave

Antenna. Basic design of RTT is for wind speed 200 Km/h. It

can survive wind velocity up to of 210 km/h for short

duration.

TRANSCEIVER

Alcatel's new Twin TRX radio transceiver doubles the

capacity of existing equipment, while occupying the same

space in the rack. The new Twin TRX is particularly adapted

for densely populated urban areas, with a maximum

capacity of 24 TRX per Base Station cabinet. Twin TRX

transceivers can be installed in the full range of Alcatel’s

indoor and outdoor BTS.

CDMA

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CDMA (Code Division Multiple Access) is a digital wireless technology to provide mobile

communication. CDMA works by converting speech into digital information, which is then

transmitted as a radio signal over a wireless network. CDMA uses a unique code to

distinguish each different call. The receiving device is

instructed to decipher only the data corresponding to a

particular code to reconstruct the signal. This enables many

subscribers to share the same frequency band and, at the

same time, without any cross talk or interference.

CDMA WLL technology provides option of limited as well as

full mobility to the customers. This helps to provide faster

last mile connectivity, where lying of cables is difficult.

DEFENSE PRODUCTS

OWS- ORDERWIRE SECRECY-

Order wire secrecy: (OWS) Order wire Secrecy encrypts and

Decrypts Voice calls between operators on Radio. During

alignment of Radio and setting up of the link the voice

information is secured by this encryptor. It uses state of the

art Components with Proprietary algorithm. It has additional

feature of working in repeater and Regenerator mode during long hop working. It can work

in Broadcast mode as well as Voice call mode. It can be customized to work with any type

of radio. The system design also use of this in static as well as Mobile application.

MIL PCM SECRECY-

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Mil PCM Secrecy: MIL PCM Secrecy is a rugged encryptor to encrypt and decrypt 2 Mbps /

E1 data of PCM Format. It can accept various types of Signaling format like CAS, CCS, PRI,

ADPCM, ATM etc., It can work from Internal, External or Recovered clock. It uses

Proprietary algorithm. It meets stringent Defense Environmental Specifications of JSS

55555 and EMI/EMC Specifications of MIL STD 461C. It works from 230V AC or -48v DC.

Normally works from AC and in case of failure automatically switches over to DC working.

DIVERSIFIED PRODUCTS

SMPS- SWITCHED MODE POWER SUPPLY-

FEATURES

Low cost & light weight

Controls up to three LVD

Hot plug-in rectifiers

Fan cooling

Temperature compensated battery charging

Intelligent battery health monitoring

Wide AC Input range

RS485 Compatible (Remote Monitoring)

CURRENCY COUNTING MACHINE

FEATURES

ITI's Note Counting Machine can be used for counting a wide variety of freshly issued,

soiled and old currency notes whether bundled or loose.

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MODELS

ITI's Note Counting Machines are available in two models

with functional features being the same in both the models.

Floor Model : ANCM-01

Desktop Model: ANCM-02

The machine has the following features which enable quick

and accurate counting:

Advanced solid-state electronics and precision tool

mechanical assembly, which provide highly accurate and

reliable performance. Silent and smooth operation at super

high counting speed. Vacuum suction is provided by a build-in

vacuum pump, which has a filter to keep out dust and fiber,

thus increasing the life of the machine. Maintains hygienic

condition for the operator. The machine automatically adds

the continuously counted notes on to the last counted in

FREE COUNT, BATCH AND CHECK MODE. The accumulated

count is stored in the memory and retained after power OFF and will display again on

power ON. The machine can count different denominations of Currency Notes and has a

capacity to insert up to 200 notes. The pip alarm will automatically sound a warning if the

counted number is not equal to the preset number in CHECK and Batch modes. Trivialized

Diagnostics with easy error codes for easy maintenance by quick fault detection.

MARKETING STRATEGIES

Marketing strategies of the ITI being a PSU is a bit complicated. The tenders are

passed and invited for the production of various products for the national and international

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companies like BSNL; ALCATEL etc. the tenders for particular orders are received and

passed through the websites of these companies so as to gain orders for production.

Minimum prices are quoted for the per unit production of various product like BTS,

BTS SHELTER, TRANSCEIVER etc. for various companies and companies open the bid for the

orders to be given to the production plants.

COMPETITORS OF ITI LTD

Arvind Micro System, Hyderabad.

HECL, Calcutta.

Dynahytac System, Hyderabed.

Sabmife, Hyderabad.

Afcoset, Mumbai.

Wolpower Telecom System, Mumbai.

UTL, Banagalore.

HTL, Chennai.

Alcatel Modi, France

NEC, Japan.

ITI MARKET- CUSTOMER PROFILE

ITI unique selling proposition for the global customer is a “one- stop-shop” for all his

present and emerging needs. This is solidly supported by its R&D, state-of-the art

manufacturing, Integrated Logistic Support (ILS) and strategic alliances.

ITI Can Offer Its Customers:-

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Solution for Telecom networks.

Telecom solution for Defense, Railways, Electricity Board etc.

Specialized networks for tropical countries.

Network management.

Customized country adaptation of the product.

Migration from legacy systems.

Indian Customer Profile:-

Department of telecommunication (DOT).

Mahanagar Telephone Nigam Limited (MTNL).

Videsh sanchar Nigam Limited (VSNL).

Defense

Parliamentary

Police and Integrated Security.

Railways.

Oil Sector.

Steel Sector.

Power Sector.

Banks.

Post Office.

Private Sector.

Indian Space Research organization.

Global Customer Profile:-

Botswana.

Comoros.

Sri Lanka.

Switzerland.

Uganda.

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Nepal

Zimbabwe.

Nigeria.

Bangladesh.

South Africa.

Ireland.

Mozambique.

Madagascar.

Yemen.

Malaysia.

Vietnam.

Algeria.

Costa Rica.

Rwanda.

INFRASTRUCTURES OF RAEBARELI

BUSINESS GROUP

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Total Area - 250 Acres

Converted Area - 1, 10,000 sq. Mts.

A/C area - 1500 Sq. Mts.

4400 K.V.A. Captive Power for uninterrupted power supply well

communicated all over world.

MANPOWER

Officers - 1054

Non-officers - 4221

Total - 5275

Contract Officers - 6

DISTRIBUTION OF MANPOWER

MALE FEMALE

Officers - 1026 28

Non-officers - 3056 105

Contract Officers - 3 3

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CAREER AND SUCCESSION PLANNING AT ITI LTD.RAE BARELI

ITI Rae Bareli like other public sector undertakings is bureaucratic and there are

many hierarchical levels. All employees are broadly classified into two parts-:

Officers (grade I to X)

Non-officers (category A to H)

CAREER PLAN FOR OFFICERS

1. Introduction:

Quality and growth being the guiding business strategies, company, is committed in

identifying, training and developing its human resources to fulfill the objectives of

the company as well as career accepts and recognizes that a fair and equitable

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performance oriented personal growth policy is a first desideratum to attract and

develop a well knit professional managerial cadre to lead a team of committed

engineers and professionals in different functional area of the company.

2. Objectives:

a) To integrate the growth opportunities of the officers with the fulfillment of

the company’s objectives through a transparent policy.

b) To identify, train and develop competent personnel with growth potential and to

provide an environment for high levels of performance.

c) To ensure continuity of the management by systematic succession planning for

senior/key positions in the company.

d) To seek and provide a continuous team of work for sustained high levels of

competences in the company.

e) To attract, build and retain functional and managerial cadre to occupy higher

managerial positions to increase organizational effectiveness and excellence in

managerial skill.

f) To take care of the aspirations of the officers and to ensure greater loyalty to

the company.

g) To achieve the aforesaid objectives the criteria of qualification, length of

service, work performance, potential for higher assignment of each individual officer

will be adjusted.

3. Coverage:

Career plans covers all officers of the company. Officers on deputation to the

company and those appointed on a consolidation pay or for a specific period shall

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not be covered. For the purposes of implementation of this plan, each of the

following shall constitute a unit-

a) Banglore plant

b) Naini plant

c) Mankapur plant

d) Rae Bareli plant

e) Palakkad plant

f) J & K plant

g) Electronic city unit (Bangalore plant)

h) Network system unit (Bangalore plant)

i) All regional offices, area offices , business coordination office at Delhi

and corporate office in Bangalore.

j) R & D division located in different units.

4. Definitions:

“Company” means ITI Ltd.

“CMD” means Chairman and Managing Director of ITI Ltd.

“Cluster” means grouping of grades.

“Qualifying Services” means the number of minimum completed year of

service, immediately preceding the cut of date, prescribed for promotion/ upgradation

from one grade to another.

“PGQ” mean officers possessing requisite Post Graduate Qualification.

“PQ” mean officers possessing requisite professional qualification

“DQ” mean officers possessing requisite diploma qualification.

“LQ” means officers not possessing any of the above qualification.

“Upgradation” means movement of an officer from one grade to

another in the same cluster.

“Promotion” means movement of an officer from one cluster to

another against vacancies based on selection process.

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“Unit Head” is the officer notified as much by the company.

5. Clusters:

For the purpose of determining reporting relationship and career advancement, the

10 Grades available in the company (existing Gr. 1 to gr. 10) are grouped into the

following cluster taking into account the homogeneous nature of and

responsibilities-:

Grade

Cluster

1

2, 3 & 4

5 & 6

7

8

9

10

C – 1

C – 2

C – 3

C – 4

C – 5

C – 6

C – 7

Officers of any grade in one cluster will report to the officer of any grade in the

next higher cluster. Exceptions to the above rule may be made with the approval of

Unit Head.

Career growth:

Career plan consist of two parts: PART – 1 covers up gradation scheme for officers from

Gr. 2 to 3, Gr. 3 to 4, Gr. 5 to 6.

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a) PART – 2 covers plan for promotion of officers from Gr. 1 to 2, Gr. 4 to 5 and

Gr. 6 to 7 and above.

Up gradation scheme for officers:-

Up gradation of officers is not linked to vacancies.

Officers will be considered for up gradation to the next higher grade,

within the same cluster.

Up gradation norms

Up gradation norms consist of following:

a) Eligibility in terms of qualifying services, qualification, attendance, conduct and

rating performance appraisal.

b) Qualifying service:

Table hereunder indicates minimum period to be completed in the existing

grade as on 30th June with corresponding qualification level:

For upgradationLQ DQ PQ PGQ

Gr. 2 to 3

Gr. 3 to 4

Gr. 5 to 6

8 : 6 : 4 : 3

* : 6 : 4 : 4

* : 6 : 4 : 4b) Attendance:

The officer should have a good record of attendance and free from

absenteeism / LWOP during the qualifying service.

1) In case of an officer who is absent, even for one day in the span period will be

considered in the upgradation process to be held in the year subsequent to the

completion of the span.

3) LWOP up to 30 days of non-medical grounds during the span period will be

condoned.

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4) LWOP beyond 30 days during the span period will result in the extension

of the span period proportioned to the period of LWOP availed.

Such cases will be considered for up gradation in the year subsequent to the year of

completion of span.

5) Leave without pay availed on medical ground during the qualifying:

During the qualifying serviceas applicable

No. of days of LWOP on medical ground to be condoned

3 years

4 years

5 years

6 years

7 years

8 years

60 days

75 days

90 days

105 days

120 days

150 days

Service shall be condoned subject to the following ceiling limits-:

5 : In case the LWOP availed on medical grounds exceeds the above limit,

the eligibility period will be extended by the number of days of LWOP so availed

and considered for up gradation in the [up gradation process to be held in the year

subsequent to the year of] completion of span.

d) Conduct:

The officer should have a clear record of services, effective date for up gradation of

officers punished under the provisions of the CDA rules of the company during

the qualifying services, will be differed as indicated in Para 11 of Scheme.

Upgradation Ratings:

a) Rating for length of service in existing grade: maximum marks: 20,

Two[2] marks will be awarded for every completed year service.

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Note: Service of more than 6 months but less than 1 year, will be assigned

one [1] mark.

b) Rating for educational qualification: maximum marks: 20 Marks for

educational qualification will be assigned as under:

c) Rating in annual performance report: maximum marks: 40

1) Assignment of marks for the over all rating in the APR will be as

under:

2) The APR ratings for the period of service in the grade will be into

account for consideration.

d) Screening committee: maximum marks: 20 In assignment the marks

to an officer, the committee will take into account past records, current

Qualification Marks

PQ 20

DQ 10

LQ 5

OS 10

VG 8

G 6

Average 4

Below average 2

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assignment, assignments to be handled on up gradation, special tasks, projects/

assignments handled and achievements etc.

Procedure for upgradation:

A list of all officers, how have completed the prescribed qualifying

service in the grade as on 30th June will be prepared.

Marks for various eligibility factors will be assigned for each of the

officers whose name is found in the list.

A screening committee will scrutinize the list and the marks assigned to

the officers.

The screening committee will draw up the list of officers, as per

seniority, who have secured 76 marks or more out of 100 marks.

To maintain the inters strength of the grades within the cluster,

person who secure 76 marks or more will be upgraded subject to a ceiling of 50%

of candidates who have completed prescribed period of qualifying service in

seniority group of the grade.

Provision related to SC/ST officers :

Under the govt., directives, up gradations, from Gr. 2 Gr. 3, Gr. 3 to Gr. 4, and Gr.5 to

Gr. 6 does not attract reservation. However, they will be eligible for the following

concession-:

a) Appraisal rating of an officer belonging to SC/ST during the span will

be assigned as per rule. The eligibility marks for being considered for

upgradation will be 68 put of 100.

b) Screening committee will ensure that there is no suppression of

candidate belonging to SC/ST who has secured minimum eligibility marks of

68. The list draw up by the screening committee will be put to the unit head for

his consideration and approval.

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Officers in Gr. 2, 3 & 5 may be considered for upgradation one

year ahead of the completion of normal span, if -:

a) The officer has a record of excellent performance.

b) The officer is related as “ outstanding” consecutively for a minimum period of

three years ( for officers in Gr. 2 with PGQ, the rating of “outstanding”

consecutively for a minimum period of 2 years ).List of officers satisfying the

above norms should be sent to the corporate HR by the respective unit head by

end of April month in a year.

Corporate HR will examine the caste and call the eligible candidates

for interviews to assess the suitability of the candidates by a committee.

The recommendations of the committee will be put up for the approval of

CMD. A maximum of 5% of candidates who have put in one year less services

than the span will be considered for upgradation.

General:

a) The process of upgradation will be held once a year on the month of June and

the upgradation will be made effective from 1st July.

1) The up gradation is not vacancy based.

2) upgradation will be done in the respective functional

areas and seniority grouping for the purpose of up gradations will as fallows-:

a) Production, Planning, projects, maintenance (including transport ), industrial

Egg., EDP;

b) Sales, purchase, stores and shipping-materials management (Technical / Non-

technical);

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c) Civil engineering

d) Research & Development;

e) Finance & Accounts including Audits;

f) Medical

g) Miscellaneous group each for vigilance, security, publicity, & public

relations, secretarial services and other functional groups as identified from time to

time and approved by corporate management.

3. For the purpose of vacancy based promotion i.e., Gr.1 to Gr. 2, Gr. 4 to Gr.

5, Gr. 6 to Gr. 7 and above, the technical seniority group shall be drawn

combining s. no. 1, 2, & 3, above.

4. The pay fixation of an officer will be indicated in the order of up gradation

as per the pay fixation rules which are in force from time to time. An officer will

be fitted at an appropriate basic pay and after examining whether it is

beneficial, if date of increment is differed.

Promotion procedure for officers:

a) The promotion plan will cover officers in grade 1, 4, 6 & above. Promotion of

officers will be against vacancies and will be done a year in September. However,

depending upon once a year in this exercise may be undertaken at such shorter

intervals as may be decided by the CMD. Such an exercise may not be held if

no vacancy exists in any particular year.

b) No. of vacancies to be filled in a rade will be identified by corporate HR

after obtaining necessary details from units and approval from CMD

c) Determining of suitability of an officer for promotion will be through a

process of interview.

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Reservation of posts for SC/ST will be made in advanced with

government, directives for promotion from Gr. 1 to 2.

In respect of promotion to other grades viz., Gr. 4 to 5, Gr. 6 to 7 and above no

reservation/concession will apply. However, in respect of promotion from

Gr. 4 to 5 protection as provided under the presidential directives will be ensured.

d) Selection committee for interviewing eligible candidates will consist

of-:

1. for promotions to Gr. 9 : CMD and 2 functional directors

2. for promotions to Gr. 8 : CMD, a functional director and two executive

directors ( one of whom shall be executive director

(HRD/HR)

3. for promotions to Gr. 7 : CMD/Director and two executive Directors.

4. for promotion to Gr. 5 : Director/executive director corporate HR head,

representative of SC/ST not below Gr. 7.

5. For promotions to Gr. 2 : unit head/functional head or his nominee not

below Gr. 7, chief of HR dept. of unit. One representative of SC/ST not below Gr. 7.

Wherever possible and available, an appropriate level executive from

SC/ST committee shall be co-opted selection committee may also co-opted any

senior executive or an outside expert at its discretion to assist in selection process.

Note- the constitution of selection committee for Gr. 5, Gr. 7, Gr. 8 and

Gr. 9 will be approved by CMD with regard to officers in Gr. 1 selection

committee will be constitute with the approval of unit head.

e) Qualifying service:

Table hereunder indicates minimum service period to be completed in the existing

grade with corresponding qualification level:

For Promotions Completed years of service in the existing grade as

on 30th Sept. of a year

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LQ : DQ : PQ : PGQ

Gr. 1 to 2

Gr. 4 to 5

Gr. 5 to 6

8 : 6 : 4 : 3

* : 6 : 4 : 4

* : 6 : 4 : 4

f) In respect of officers, in Gr. 6 and above three years service in the existing grade

as on 30th September will be minimum qualifying service to be eligible for

consideration for promotion.

g) For determining the eligibility of an officer for promotion attendance norms up

gradation scheme is followed.

h) Depending upon the number of vacancies, available eligible executives from the

respective seniority group will be called for interview in the ratio of 1:3 subject to

clause 8 (e) & (f) above. However, CMD may at his discretion alter the ratio

subject to clause 8 (e) & (f) above and decide to call officers from across the

disciplines.

I) CMD is the authority empowered to approve recommendations of SSC for

promotions to vacancies in Gr. 5, Gr. 7, Gr. 8 & Gr. 9. unit head is the

authority empowered to approve recommendations of SSC for promotions to

vacancies in Gr. 2.

General:-

Induction Levels:

With a view to infusing new talent, the company may in certain

selected areas induct personnel from outside, such induction will be in Gr. 2, Gr. 5

and Gr. 7. to ensure that above, interests of officers working in the organization are

safeguarded, for induction in Gr. 5 and Gr. 7 the following procedure will be adopted-:

The company will complete the process of promotion exercise first. If there no

suitable officers in the seniority group , the company may issue a internal advt.,

inviting applications for filling up posts/vacancies in Gr. 5 & Gr. 7. If in spite of the

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above process , no suitable candidate is found within the company , and the

post can not be left vacant , an advertisement will be issued in newspapers, such

advertisement will be exclusively meant for external candidates & in internal

candidates will not be eligible. The company may also induct persons through

deputation from govt./PSUs, private organization for a period min. two year.

The number of candidates inducted in Gr. 5 and Gr. 7 from external source shall

not exceed 25% of the vacancies required to be filled.

Candidates from external sources shall be inducted sin Gr. 2 keeping in view

the cadre strength determining by the company for each financial may be filled

through campus recruitment, press advertisement etc.

Not with standing above, the company may in certain essential areas , induct

personnel in grade other than the grade referred to man key function

Fixation of pay on promotion/up gradation:

Pay of an officer promoted/up grated to a higher grade will be fixed at the stage

next above the pay notionally arrived at by increasing the actual pay drawn by him

in the lower grade by one increment at the stage at which such pay is drawn.

Such a procedure will be adopted even in respect of a person who is drawing pay

at the minimum of the scale of pay of the lower grade.

NOTE: on promotion/up gradation he will draw his initial pay, the stage of the scale

next above his pay to which he is promoted/up grated on the basis of above rule,

on the date of accrual of next increment in the scale of pay of the lower

post.

If the pay is fixed as per above, the next date of increment will fall due on

completion of 12 months qualifying service from the date of relaxation of pay the

second occasion.

Probation on promotion:

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1. Officers will be on probation for a period of twelve months upon his promotion

up on to the higher grade and he may, at any time, at the discretion of the

competent authority during the probationary period or extended probationary

period or on expiry therefore, be reverted to his original previous grade from

which he was promoted.

2. the probationary period in a grade will commerce from the date the incumbent

takes position in the promoted grade irrespective of the date of the order or the

effective date of promotion.

3. a) performing during the probationary period shall be monitored as to assess

ability and evaluated performance. In this regard the concerned department head

shall submit quarterly report to HR dept. and forth report after the completion of

11 months of probation of officer with specific recommendation on the fitness for

confirmation or otherwise of the officer.

b) This should be followed up by a report for the month of probation which should

reach the HR dept. with in one week of the completion of the last month of

probation/extended period of probation.

c) Performance evaluation reports of officers promoted to Gr. 2, Gr. 5 & 6 and

above should be put up to unit head/general manager on a quarterly basis.

d) Confirmation of the officers appointed/promoted and on probation shall be

done by the authority indicated below-:

(1) Gr. 2 - Dy. General Manager/Addl. General Manager

(2) Gr. 5 - Unit/Functional Head/General Manager

(3) Gr. 7 - Functional head/Unit Head of not below Gr.9.

(4) Gr. 8 s& above - CMD

e) Officers on probation shall not generally be asked to officiated or to look

after higher posts during the period of probation.

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Imposition of penalties under CDA rules, etc., and their effect on promotion/up

gradation from one grade to another:-

1. The effective date of upgradation/promotion of officers on whom

minor penalties have been imposed under CDA rules, will be deffered by one year

provided: Where the punishment of withholding of promotion / upgradation as the

case may be has been imposed as a penalty and the period for such withholding

has been specified, the period indicated under eligibility criteria shall be extended

by such period or one year, whichever is later.

E.g. a) In case of censure normal date of up gradation/promotion 1/10/1998 Revised

date as result of punishment 1/10/1999

b) In case of punishment of withholding of promotion by 6 months normal date

of up gradation/promotion 1/10/1998. Revised date as a result of punishment 1/10/1999.

c) In case of punishment of withholding of promotion by 1 and ½ year normal

date of up gradation/promotion 1/10/1998. Revised date as a result of punishment

1/04/2000.

2. Where major penalty in terms of rules 25(e) of CDA rules has been imposed, the

date of up gradation / promotion shall be extended by two years from the due

date.

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NOTE:

Where such penalty happens to be reduction to lower grade ( i.e., in terms

of rule 25 (e) of CDA rules) reckoning of eligibility span criteria will be form the date of

the reduction to lower grade/post.

3. During the pendency of disciplinary proceeding/criminal trail against an officer the

following procedure shall be followed-:

a) The eligible officer would be considered from upgradation/promotion and the

recommendations will be kept in a scaled cover.

b) On conclusion of the proceeding, the scaled cover shall be opened and if the

officer has been recommended for promotion or upgradation as the case may be-:

(I) he/she shall be promoted/upgraded from the original due date, if the

officer is exonerated. E.g. Normal date of upgradation 1/10/1998

Date of exoneration 1/04/1999

Effective date of promotion/upgradation 1/10/1998

(II) wherever a penalty is imposed, sealed cover will not be opened. Such officer

will become eligible to be considered for promotion on completion of 1 year to

½ year, as illustrated above.

JOB ROTATION:

Keeping in view the policy objectives and to maintain high level of competence in

the company, officers upgraded/promoted shall invariably be given new assignment

different from what they have been doing. An officer, is expected to acquire

experience in more than two areas of disciplines/sections/departments/divisions or

units. Job rotation will be done taking into view 3 factor viz., 1vital , 2 essential and3.

Desirable nature of jobs.

Job rotations to the executives on upgradation / promotions shall be

effected in the following manner:

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a) Grade 3 & 4 (technical) Rotation shall be formed one section to another i. e.

production, planning maintenance ( including transport ) industrial engineering, EDP

(ancil), materials ( sales, purchase, stores and shipping, material management

(technical/non-technical) place.

e) Grade 5, 6 & 7 job rotations of the officers will be from one division to

another and if need be these officers swill be moved from one unit to another.

If, officers in the above grades have not acquired experience under clause:

a) above, job rotation will be made in those areas wherever possible. It may

be from division to division or unit to unit and across the work disciplines.

Chairman and managing director will be the authority to interpret the provisions of

decision shall be these rules, whose final.

The company reserves the right to withdraw, modify, delete or amend all or any of

the provisions of these rules, without prior notice, at any time and without

assignment any reasons thereof, if it considers necessary to do so.

PERFORMANCE APPRAISAL:

Performance appraisal is made every year to systematically assess an officer

ability to perform the task assigned to him, with the focus of removing

weakness, if any, and improving his strength. It is also done to identify the

potential and gainful utilization to the officer in the company in higher

assignments.

The appraisal is one of the essential tools which help in chalking out the

career growth of officer with proven potential. It is, therefore, essential that utmost

care is taken to hill in the report in an objective manner and after due

contemplation, it is equally important that the report are submitted in time for

the purpose of assessing the performance of subordinate in an objective way.

reporting officer may maintain quarterly performance report of subordinate in an

objective way so that the assessment at the end of the year is easy and correct.

The potential appraisal of the officer helps in identifying officer who can be

groomed to occupy key positions in the company and thus ensure smooth

succession.

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a) The rating should be based on the performance of the officers throughout

the year and it should be ensure that the occurrences of the recent past do not

influence the rating (demotivators are unclear expectations, unproductive

meetings constants changes withholding of information how quality standards).

b) A strength or weakness in the particular trait need cloud judgment of

understanding the rest of the traits.

c) Special reports must be made to not get influenced by the proximity

factors.

Taking into account the role played by officers in different levels, the

assessment needs to be made appropriately with this in view is types of formats

have develop as shown below:

Format I officers in Gr. 1

Format II officers in Gr. 2, 3 & 4

Format III officers in Gr. 5 & 6

Format IV officers in Gr. 7, 8 & 9

Format V officers in Gr. 10

Initiation of reports:

On the basis of experience gain in the administration of appraisal system in

the company, there is need for laying down guide line indicating the various levels

of officers who should be initiating the report and reviewing it following norms

are to be adopted.

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Levels of officers to reporting office reviewing officer

be assessed not below not below

Gr. 1 Gr. 3 Gr. 5

Gr. 2 Gr. 5 Gr. 7

Gr. 3 Gr. 5 Gr. 7

Gr. 4 Gr. 5 Gr. 7

Gr. 5 Gr. 7 Gr. 8

Gr. 6 Gr. 7 Gr. 8

Gr. 7 Gr. 8 Gr. 9

Gr. 8 Gr. 9 Gr. 10

Gr. 9 Gr. 10 Director

Gr. 10 CMD

The above levels have been identified taking into account the reporting relationship

of officer shall discuss the appraisal with the officer he is reporting to before

sending it to the reviewing office.

The appraisal report can be identified by reporting officer only is the appraisal the

reported upon has work under him for a minute period of yearly.

If an officer has been as outstanding or below average or if there are

adverse remarks against him the appraisal needs to be put up to the unit head

of HR dept.

Wherever, an appraisal is to be put up to the CMD for his review the unit

head will route the same through the functional head of the officer in the

corporate officer. If the officer reported upon from the unit and functional

head in the corporate are in the same level the report can be submitted to the

CMD directly.

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HR dept. will monitor the receipt of completed appraisal from as per

schedule and will also communicate to the officer concerned if the

assessment made is below average or if there are adverse entries.

The responsibility for adhering to the schedule rests with reporting officer and

the reviewing officer. Cases of non- conformity in adhering to the schedule

will be reported by the units HR to the unit head necessary written

communication will be sent by the unit head to the officer concerned and such

lapses will be sent by the unit head to the officer concerned and such lapses will

be reflected in the officers appraisal report to serve as a deterrent to the officers.

It is observed in some cases that ACR are not properly filled up in the

appropriate columns. Unit HR should ensure that the from forwarded to corporate

officer are complete in on respects. Similar are should also be taken by the

dept. Head before forwarded to unit HR.

There should be certification from the HR head that all adverse entries have

been communicated this certification should accompany the ACR of grade 6 and

above that are forwarded to corporate office.

NORMALIZATION PROCESS:

A committee consisting of the units head senior most AGM/GM and the unit HR

chief will scrutinize the ratings of all officers to ensure that there are no over

ratings or under ratings.

The objectives behind the normalization process is to remove any base in

rating the officer on account of proximity factor i.e., nearness to the reporting officer

etc. To facilitate the following parameters may be kept in view-:

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Overall rating not to exceed

Outstanding

Very good

Good

Average

Below average

20%

30%

30%

15%

05%

no. of officers

assessed

in a Gr.

in a

dept/division

Wherever, the committee finds that the above parameters are over stepped by a

dept/division. It may review the appraisal rating in consultation with the

concerned dept./divisional head a certificate to this effect is to be forwarded while

forwarding the report to corporate.

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Maintenance of appraisal report:

The unit HR will maintain the appraisal report of all officer up to and

including Gr. 5

Corporate HR will maintain the appraisal reports of all officers in Gr. 6, 7 &

8.

CMD’s secretariat will maintain the appraisal reports of all officers in Gr. 9 and

above.

It must be ensured that the appraisals are treated as candidates. No

photocopy of the report should be taken and retained either by the sreporting

officer/ reviewing officer or at the unit HR level. In case a request is received

from the PSE/Govt., where the officer candidate has been sponsored, extracts of

the appraisal report may be taken and sent after obtaining the clearance of head

HR of the unit/office.

TIME BOUND PROMOTION SCHEME FOR NON-OFFICERS:

INTRODUCTION:

An agreement on TBP scheme was entered into between the

employee and workmen represented by the joint forum consisting of ITI Ltd.

Mazdoor sangh and ITI workers union on 29/10/1998, this scheme is based on TBP

scheme of Naini unit. Which envisaged the service eligibility of 5 years for

promotion up to category H and 5 ½ years of promotion from category H to Gr. 1

but then the ITI Ltd., Raebareli did not agree to switch over to Naini TBP scheme.

Therefore a settlement was entered in to management and then joint

forum which envisages the service eligibility as 4 ½ years of promotion up to

category H and 5 years from category H to Gr.1. Naini TBP scheme will be adopted

with certain modification to suit the requirements of Rae Bareli unit.

Viewing all facts and present scenario of the company need was felt to

review the provisions of Naini TBP scheme with regard to rationalization of

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promotion channels and future career growth. After a protected discussion both

management and joint forum have come to a settlement as under-:

Terms of Settlement:

For the purpose of promotion, existing trades of employee have been

grouped into four channels-:

1. Channel – I : annexure ‘A’ contains the various trades of employees, their

qualification and promotion range, group under channel I.

2. Channel – II : annexure ‘B’ contains the various trades of employees, their

qualification and promotion range, group under channel II.

3. Channel – III: annexure ‘C’ contains the various trades of employees, their

qualification and promotion range, group under channel.

4. Channel – IV: annexure ‘D’ contains the various trades of employees, their

qualification and promotion range, group under channel IV.

PROCEDURE FOR PROMOTION

The employees as fitted in the channels as indicated and will be considered for

promotion from existing category to the next higher category.

1. Departmental promotion committee will meet twice in a year to consider

the promotion of employees and promotion will be effective from 1 st April and 1st

October every year.

2. Promotion of employees will be considered after putting in the number

of years service required under each channel.

3. The qualifying span for promotion will be seven years under channel 1st

five years under channel II, III and for promotion up to category H and 5 ½ years

for promotion from category H to Gr. 1.

4. Employees who have put in 5 ½ years service in category H under channel

IV will be promoted in grade 1 if otherwise found suitable.

5. 5. 10% of the total eligible population for promotion from one

category of merit basis. The employees who have secured out standing report for

the minimum period of three year or more consecutively during the total

promotional span will be eligible for consideration for promotion on merit

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subject to overall limit of 10% of total eligible candidates. They will be

considered for promotion six month earlier then the normal span for

promotion under each channel.

In certain discipline where requisite number of employees i.e. 10 no. are not

available to operate the above 10?% merit quote, inter-se-seniority of each

employees will be draw up separately for technical and non-technical cadre and

promotion will be considered subject to overall limit of 10% of eligible employees in

a category.

6. The promotion from one category to the next higher category within

the same promotion channel or from one promotion channel to another one

will be considered subject to satisfactory service records as per existing norms.

7. There are certain trades have been fitted into more than one channel

based on qualification. The employees fitted in lower qualification if attain in

line qualification recognized for higher channel will be fitted automatically in the

higher channel and will be promoted subsequently as per the provisions of

higher channel.

8. The promotion of employees who have secured ‘POOR’ rating for a

year will be deferred for one year and in case of ‘POOR’ rating for another year,

it will be deferred for two years.

9. The Time Bound Promotion scheme does not attract the provision of

reservation policy for SC/ST employees but ACR rating of SC/ST employees will

continue to be upgraded as per existing practice.

10. There shall be no disciplinary case pending against an employee at the time

he is due for consideration for promotion to the next higher category. In

case of pendency of disciplinary case against an employee, the

recommendation of DPC shall be kept in a sealed cover which will be opened after

conclusion of enquiry. If the employee is found not guilty, his promotion to

the next higher category will be considered as per recommendation of

DPC from the due date. However, in cases, monetary benefits accruing on

promotion will be admissible from the date an employee takes up his duty in

the promoted category.

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If the employee is awarded punishment after conclusion of the disciplinary

case his promotion will be deferred for a period of six months in case of

major punishment from the date of promotion.

SKILL UPGRADATION SCHEME :

If any requirement of manpower arises for the trades covered under

channel II, III, or IV attempt shall be made by management to provide opportunity

or skill upgradation the employees of trades covered under lower channels. For

skill upgradation internal recruitment may be done by releasing an

internal advertisement for the post whose recruitment is there and

suitable applicants/employees from lower channels may be selected for

training and placement against advertisement post. These employees will be

placed at the bottom of the seniority list of the employees in channel II, III or IV.

For cases of skill upgradation from channel one to higher channel they will be

considered for promotion after completion of six years of service in the existing

category at the transition stage.

Therefore there promotion will be considered after putting in five years

of service as required under channel II, III or IV.

Attendance norms for promotion in each year of span:

1. Absence without permission should not exceed 10 days.

2. LWOP for absence other than medical reason including absence without

permission should not exceed 40 days(30+10).

3. Leave without pay due to medical reason or other reason including absence

without permission should not exceed 75 days.

4. In the total promotion span absence without permission should not exceed

50 days and leave without pay for any reason should not exceed-:

220 days in 5 year span.

228 days in 5 ½ year span.

235 days in 6 year span.

250 days in 7 year span.

Implementation of agreement:

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1. the settlement shall apply to all employees who are on the roll of Rae Bareli

plant as on the date of signing of this settlement and those who join Rae Bareli

plant subsequently.

2. It is agreed that employees presently engaged on operative and ministerial jobs

promoted to higher category which call for supervisory jobs, will continue to

perform the same job which they are doing and will not claim for supervisory

jobs.

3. Employee who have been already promoted/reached the category beyond the

promotion range agreed vide this agreement will stand stagnated in the existing

category.

4. In order to adopt a multi, trade concept where an employee in a promotion

channel is expected to perform a range of jobs calling for similar skill in

different functional area, it is agreed to rationalize the various existing

trades/seniority grouping and designations which are identical to each other.

BRIEF ANALYSIS

Data generated shows that most of the employees are in the favour of open,

interactive, unbiased and effective career planning. A career system should be open

in which every one should know all facts. Most of the employees are satisfied with

the career system and its promotion scheme. Biasness is also there in promotion.

Time span of the promotion is time consuming it is recognized by the employees.

Suggestion part will give detailed analysis of the research findings.

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CONCLUSION

It is apparent from the findings that employees at ITI Ltd. Rae Bareli want some

changes in the traditional career and succession planning system. Employees tend to

drift from a job, which do not provide career growth. Employees need motivation

and encouragement and support of management and their reporting boss.

Prolonged employment in the same position may call a develop stress. So a care is

required to be taken to chart proper career for employees at the same level

so that a balance is maintained.

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QUESTIONARE

FOR NON-EXECUTIVES

YEAR OF SERVICES:

QUALIFICATION:

CATEGORY/DESIGNATION:

GENDER:

NO. OF MEN UNDER DIRECT CONTROL:

Q.1 Is there any need of TBP scheme at all?

Yes No cannot say

Q.2 Are you satisfied with TBP scheme in your plant?

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Yes No cannot say

Q.3 Do you think is bias in promotion?

Yes No cannot say

Q.4 If yes then rate the following factors in the order, they affect reporting

Closeness to boss Gender

Caste Fear of Trade Unions

Flattering Any other (please specify)

Q.5 Do you think that reporting officers are sufficiently intelligent and knowledge

to judge your ability for promotions?

Yes No Cannot say

Q.6 Is there any need of training for reporting and reviewing officers?

Yes No Cannot say

Q.7 Would you prefer in open type of career system in which all records are

shown (feedback is given) to the concerned employee?

Yes No Cannot say

Q.8 Should Performance Appraisal be given more weightage in consideration

for promotions?

Yes No cannot say

Q.9 Do you think that Channel-I of TBP scheme which operates from category A

to D should be operated categories

(i) E (ii) F (iii) G (iv) H

Q.10 Do you think certain trades to be operated in Channel-II of that in category A

to D?

Yes No cannot say

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Q.11 Please rate the existing promotion policy of the organization on the

following counts, at seven points scale:

High Low

Transparency _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Bias

Efficacy

Motivation

Time Consuming

QUESTIONNAIRE

FOR EXECUTIVE

YEAR OF SERVICES:

QUALIFICATION:

CATEGORY/DESIGNATION:

GENDER:

NO. SOF MEN UNDER DIRECT CONTROL:

Q.1 Is there any need for career management system at all?

Yes No cannot say

Q.2 Are you satisfied with Career Plan in your organization?

Yes No cannot say

Q.3 Do you think there is bias sin promotion?

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Yes No cannot say

Q.4 If yes then rate the following factors in the order, they affect

reporting

Closeness to boss Gender

Caste Fear of Trade Unions

Flattering Any other (please specify)

Q.5 Do you think that reporting officers are sufficiently intelligent and knowledge

to judge your ability for promotions?

Yes No Cannot say

Q.6 Is there any need of training for reporting and reviewing officers?

Yes No Cannot say

Q.7 Are you affected by extraneous condition while giving decision about

promotion?

Yes No cannot say

Q.8 Would you prefer an open type of career system in which all reports are

shown (Feed back is given ) to the concerned employees?

Yes No Cannot say

Q.9 Do you think that subordinates and peer group should also be given a chance

to appraisal the performance of their boss or colleague?

Yes No cannot say

Q.10 should performance appraisal be given more weightage in consideration for

promotions?

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Yes No cannot say

Q.11 Please tick the reasons for changes in Career Plan:

More complex to understand

Lack of training programmes

Unsuitable to organization culture

Lack of top management support

Any other (please specify)

Q.12 Please rate the existing career system of the organization on following counts

at seven points scale:

High Low

Transparency _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ___ _ _ _ _ __ _

Bias

Efficacy

Motivation

Time Consuming

OPINION SURVEY

SUMMARISATION OF RESULTS

No. Of employees interviewed = 100

No of exe “ = 60

No of non-exe “ = 40

GENDER DISTRIBUTION

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Male Female

Exe 51 9

Non-exe 36 4

RESPONSE SUMMARY TABLE

1. Career System in need Yes No can’t say

Total 84.00% 10.00% 6.00%

Exe 87% 10.00% 3.00%

Non-exe 80.00% 10.00% 10.00%

Females 76.92% 7.99% 15.09%

2. Satisfied with present system Yes No can’t say

Total 11.00% 81.00% 8.00%

Exe 13.33% 76.66% 10.01%

Non-exe 7.50% 87.75% 4.75%

Females 15.38% 61.53% 23.09%

3. Bias in promotion Yes No can’t say

Total 16.00% 63.00% 21.00%

Exe 16% 56% 28%

Non-exe 15.00% 75% 10%

Females 23% 53% 24%

4. Subordinate and peer group Yes No can’t say

Should also evaluated

Total 56.00% 20.00% 24.00%

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0% 20% 40% 60% 80% 100%

Total

Executive

Non Executive

Female

cannot say

no

yes

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Total Executive Non Executive Female

yes

no

cannot say

Exe 45% 30% 25%

Non-exe 20.00% 5.00% 75.00%

Females 47% 23% 30%

5. Prefer an open type of Yes No can’t say

Career system

Total 85.00% 4.00% 11.00%

Exe 80% 5.00% 15%

Non-exe 90.00% 2.50% 7.50%

Females 70% 0.00% 30%

CHART-1 (CAREER SYSTEM IN NEED)

CHART-2 (SATISFIED WITH PRESENT SYSTEM)

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0%

10%

20%

30%

40%

50%

60%

70%

80%

Total Executive Non Executive Female

yes

no

cannot say

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Total Executive NonExecutive

Female

yes

no

cannot say

CHART-3 (BIAS IN PROMOTION)

CHART-4

(SUBORDINATE AND PEER GROUP SHOULD ALSO BE EVALUTAED)

CHART-5 (PREFER OPEN TYPE OF CAREER SYSTEM)

85

0%

10%

20%

30%

40%

50%

60%

70%

80%

Total Executive Non Executive Female

yes

no

cannot say

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SUGGESTIONS

Back drops:

It is widely known that management requires the combination and application

of four Ms i.e.

1. Man

2. Material

3. Machine

4. Money

ITI Ltd. Rae Bareli employs 4050 persons and even by conservative estimated they

have surplus manpower. At present ITI Ltd. Rae Bareli is also facing financial

crises. In this short of atmosphere it is very difficult to set realistic target and to

assess employees performance on their bases as condition which are not in hands

of employees play a bigger role in completion of tasks rather than individuals

competency and hard work. These factors, if taken together make the task of

designing an HRD system an unenviable one. These constraints combined with top

management preoccupation with other pressing problem, monetary and time

constraints give very little flexibility to any HRD system designer.

There cannot be two opinions that in this environment role of HRD become very

circular and challenging. The main task ahead is to keep the moral of

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employees high and one of the most important tools to achieve this is a

transparent, effective, open and unbiased career and succession planning system.

FINDINGS

Present system is opted from Naini policy as it is.

There are number of trades which creates problem.

Certain trade / trades have become redundant which should be merged with

other identical trades.

Opinion survey which was conducted through structured questionnaires form

revealed following information:

87% of employees think that some sort of career system is necessary’s

76% of the employees are dissatisfied with present career plan, TBP scheme,

21% of employees said that they are satisfied with the system, rest are

undecided.

20% of employees feel that there is bias in promotions 67% said that there

is no bias involved. It is important to note that 13% employees respond ‘cannot

say’.

36% employees give first rating to closeness to boss as a prime factor

for bias, while 28% gave first rating to caste considerations as a cause of bias.

73% of employees are in favour of training for reporting and reviewing

officers.

86% of reporting officers interviewed, said that they are not affected by any

extraneous consideration in reviewing the performance.

80% of employees are in favour of open type of career system.

54% of officers interviewed are in favour of competency-based promotions,

while 31% do not express any opinion.

48% of officers and 69% of non-officers are in favour of peer group

evolution, 27% of officers and 13% of non-officers don’t voice their opinion.

56% of employees do not think that performance appraisal should be given

more weightage in promotion than what is there at present.

48% employees favor to open channels to H category, 59% top F category.

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FEEDBACK AND EVALUATION

The feedback is generated by three modes of interaction-:

Opinion survey (written)

Verbal interaction

Observation

Opinion survey:

It gave following findings-:

There is dissatisfaction with existing career system in the organization in all level of

employees. There are ready to accept a more open and interactive system provided

procedure clear and simple.

Verbal interaction:

Verbal interaction with employees also highlighted the same fact people are ready

to change but they must become clear of its objectives and it should be gradually

any top-down imposition of latest management principles with taking them into

confidence will certainly meet some resistance.

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OBSERVATION

Observation sis one of the most potent weapons of understanding organization and

people. Visual artifacts play a significant role in shaping the behavior of new

entrant in an organization. ITI Ltd. Rae Bareli resembles any typical PSU unit

where there is much job security and stress level are low and traditional manual

procedures are in practice all and all ITI Ltd. Rae Bareli is reminiscent of an old

place needing immediate renovation and alteration.

On the basis of feedback received, it can be inferred that career and

succession planning system must have following characteristics for being

acceptable to large section of employees-:

It should be simple to understand.

It should be transparent and interactive.

It should have minimal scope for bias.

It should be in harmony with intellect and reference of mind of various level of

staff i.e. Officers and non-officers.

It should encourage better performance and realistic goal setting.

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ASSUMPTIONS

Following assumptions are made while suggesting changes in career system at ITI Ltd.

Rae Bareli-:

Top management is aware and supportive of changes.

Organization is ready to invest minimum required time and energy in the

introductory phase of the system.

Employees are receptive to new ideas and want to develop their skills.

Line and staff manager are given essential authority to take decisions

regarding goals for particular department or section keeping in mind over all goals

and policy of the corporation.

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1. Kothari C. R., Research Methodology, New Delhi, VPM Pvt. Ltd., 2nd

Edition.

2. Venkata Ratnam C. S. & Srivastava B. N., Personnel Management and

Resources, Tata McGraw-Hill Publishing Company Ltd., New Delhi, 1991.

3. Koontz Harold & Weihrich Heinz, Essentials of Management, McGraw Hill

Publishing Company Ltd., Singapore,1990.

4. Pareekh Udia & Rao T. N., Designing and Making Human Resource system,

Oxford & IBH Publishing Company Pvt. Ltd., New Delhi, 1992.

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Annexure I

Qualification:

a) Professional Qualification ( PQ ):

In this scheme officer possessing the requisite qualification as prescribed below-:

Engineering/ (technical): BE/B.TECH/MCA

Personnel : MSW/DSSA/DSW/LLB/BL/MBA (personnel)/

MA social work, with specialization in

PM&ER (full time course of not less than 2

years duration or part time course of not less

Than 3 years)

PG DIPLOMA from NIPM.

Finance : MBA (finance)/CA/ICWA/M.Com.

Post graduate qualifications in commerce will

not be treated requisite professional

Qualifications in case of direct recruitment.

Medical : MBBS

Others : qualifications as notified by corporate management.

b) Post Graduate Qualification ( PGQ ):

In addition to professional qualifications at (a) above:

Engineering/ (technical): ME/M.TECH/Ph.D/MS

Personnel : MBA (personnel from IIM/M.Phil/Ph.D/MS/

LLM

Finance : MBA (finance) from IIM/M.Phil/Ph.D/M.Phil/

MS

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Medical : PG degree qualifications.

Others : qualifications as noticed by corporate

Management.

c) Diploma Qualification (DQ):

In this plan shall mean executives who do not possess the requisite

professional qualifications as prescribed at (a&b) above, but possess

qualifications such as diploma ( engineering ), degree or equivalent

qualifications as listed below-:

Engineering : graduation in any of the discipline from any

Recognized university.

Personnel & finance: graduation in any of the discipline from any

Recognized university.

PAs/PSs : three years diploma in secretarial practice or

Graduate with senior/junior shorthand-Hindi

English and senior/junior typing Hindi/English.

Others : qualifications as notified by corporate

Management.

d) qualification not grouped under PQ/PGQ/DQ above are automatically grouped

under “LQ”

e) where an officer is transferred across the discipline either on administrative

grounds or as a part of job rotation, seniority and qualification status of such

officers will be protected.

NOTE -:

1. List of qualifications mentioned under paras a to c above are only

illustrative.

2. consideration of the specified qualifications and their equivalents will be at the

discretion of the corporate management’

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Annexure ‘A’

Channel I

Promotional range:

Employee under channel will perform the job within category ‘A’ to ‘D’

Qualifying span for promotion: Seven years.

Trade Seniority code

1. Helper/unskilled worker 01

2. Aaya 07

3 Mali 11

4. Sweeper/sever man 12

5. Mason 15

6. Security guard (below VIII) 26

7. Ward attender 29

8. And employee of all other trades

Having qualification below VIII

Annexure ‘B’

Channel II

Qualification:

VIII pass + job experience.

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Promotional range:

Employee under this channel will perform the job within category A to G.

Qualifying span for promotion:

Trades Seniority codes

1. Packer cum helper 02

2. Cutter sorter 04

3. Sign writer 05

4. Binder 08

5. Cook cum attender 09

6. Head jamadar 13

7. FLT driver 16

8. Tech. Telephone 18

9. Pump operator 20

10. Fireman 27

11. Security guard 26

12. First aider cum asstt. Ward boy 35

13. Dresser 36

14. Type writer mechanic 42

15. Operator molding 44

16. Tech. Die costing 45

17. Carpenter 54

18. Technician heat treatment 56

19. Auto mech. 57

20. Operator printing 58

21. Machine operator compositor 59

22. Welder 60

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23. Tech. DG set. 61

24. Plumber 62

25. Painter 64

26. And employees of all other trades having qualification VIII pass and

specialized experience.

Annexure ‘C’

Channel III

Qualifications:

VIII pass + ITI ( 6 month/one year certificate )/specialized experience in

line/possessing license for particular job.

Promotional range:

Trades Seniority codes

1. Auto mechanic 15

2. Driver 17

3. Clerk (with H.S. qualification ) 21

4. Key punch operator ( below graduate ) 22

5. Accounts asstt. ( With H.S. qualification ) 23

6. Stenographer ( English ) 24

7. Asstt. Midwife 31

8. Photographer asstt. 38

9. Tool setter capstan lathe 52

10. Carpenter 54

11. Diesel mechanic 55

12. Tech. heat treatment 56

13. Operator Printing 58

14. Welder 60

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15. Tech. DG set 61

16. Plumber 62

17. Pipe line mech. 63

18. Painter 64

19. Tech. Grinder 70

20. Operator electro plating 73

21. Tech. Millwright 75

22. Tech tool and die maker 77

23. High skilled 79

24. Machine operating composing 81

Annexure ‘D’

Channel IV

Qualification:

a) VIII + ITI certificate ( two years/three years course )

Or

Assy. Operator inducted as trainee on fixed stipend for a period of one year.

b) Diploma qualification in mechanical/ electrical/ electronics/ civil/ pharmacy/

Physiotherapy/ heretical true.

Or

Degree in bachelor of Science prescribed for recruitment on production/technical job.

Or

Possessing one/two years course in Para medical services.

c) Graduate in any discipline/certificate course/diploma in stenography.

Promotional range:

Employees under this channel will perform the job within category B to H and will

be promoted to Gr. 1 if otherwise found suitable.

Qualifying span of promotion:

Five years.

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Channel A Trades Seniority code

1. Line man 43

2. Tool setter cum operator 52

3. Assy. Operator 53

4. Turner 65

5. Machinist 66

6. Fitter 67

7. FDV/AC mechanic 68

8. Tech. Elect. /elex. 69

9. Tech. Grinder 70

10. Draftsman 71

11. Tech. Wireman 72

12. Operator electroplating 73

13. Tech. instrument 74

14. Tech. Mill Wright 75

15. Tech. Radio & TV 76

16. Tech tool and die maker 77

17. Tech. Miller 78

18. High skilled 79

Channel IV B

Trade Seniority code

1. Pharmacist 32

2. Tech. Physiotherapy 33

3. Lab tech. Pathology 34

4. Tech. Lab 46

5. Technical asstt. Mechanical 47

6. Technical asstt. Electrical/electronics 48

7. Tech. Asstt. Civil 49

8. Tech. Asstt. Heretical true 50

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9. T.A. printing 51

10. Tech. Cader 80

Channel IV C:

Trade Seniority code

1. Clerk / General clerk cum typist, administrative cader 21*

2. Key punch operator 22

3. Account asstt. 23*

4. Stenographer English 24*

Possessing the qualification of intermediate and above

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