C C A Project Report On: Study of HR Practices & Process of Performance Appraisal
C C A Project Report On: Study of HR Practices & Process of Performance Appraisal
C C A Project Report On: Study of HR Practices & Process of Performance Appraisal
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A
PROJECT REPORT
On
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³Study of HR Practices & Process of Performance
Appraisal´
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c
î spec reference
ADITYA BIRLA GROUP
GRASIM INDUSTRIES
R.M.C D s n
He Off ce ± MUMBAI
Subm e T
Subm e by
VEENU RANI
ROLL NO: - 26
MBA- H.R. (2009-2011)
7 Lern n s
8 Obser ns & F n n s
9 Recmmen ns
10 Nmencures n Abbre ns
11 L m ns & B b rpy
Ackne emen
It is not possible to prepare a project report without the assistance & encouragement
of other people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt
obligation towards all the personages. Without their active guidance, help,
cooperation & encouragement, I would not have made headway in the project.
I would like to express my sincere thanks to everyone who has continuously guided
me & supported in all the tasks by giving me valuable insight into issues like the
meaning of HR practices, its uses, objectives and tools as well as steps to be
considered in developing and studying an organizational structure.
(VEENU RANI)
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Execu e Summry
So with this reference the project titled Suy f HR prc ces & prcess f
Perfrmnce Appr s has been conducted, based on the primary research in
Ultratech Cement Limited, RMC Division has been prepared to get a better insight
into the management practices adopted by UTCL with reference to HR Policies
prepared by the HR department in organization.
With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle functions, Selection done, Training Calendar prepared, what does
compensation & cost to company means and the steps of performance appraisal
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CmpnycPrf ec
Aditya Birla Group is India's first truly multinational corporation. The group has an
annual turnover of US$ 24 billion and has over 1,00,000 employees belonging to
over 25 different nationalities on its rolls.
In In
It has established been in 1958, Hindalco deals in Aluminium and Copper and is an
industry leader in both. Hindalco is the world's largest aluminium rolling company
and one of the biggest producers of primary aluminium in Asia. Its copper smelter is
today the world's largest custom smelter at a single location. In 2007, Hindalco
acquired Novelis and in the process became the World¶s largest aluminium rolling
company and one of the biggest producers of primary aluminium in Asia, as well as
India's leading copper producer.
Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into
life insurance, telecom, business process outsourcing (BPO), IT services, asset
management and other financial services.
The Groups cement business is under both Grasim and UltraTech cement. Together
the two companies under the group account for a substantial share of the cement
market in India.
UltraTech cement comprises the erstwhile cement business of L&T which was
acquired by the group. Ultra Tech Cement manufactures and markets Ordinary
Portland Cement, Portland Blast Furnace Slag Cement and Portland Pozzolana
Cement. It is the country's largest exporter of cement clinker. Its export market
includes countries around the Indian Ocean, Africa, Europe and the Middle East.
Grs m Inusr es L m e is the flagship company of Aditya Birla Group. Grasim
itself is a multi-product company with cement being the major area of focus. Now a
day the cement division of the Grasim industries Limited works under the banner of
the Ultratech Cement limited (UTCL). In August 1998, Grasim acquired the well-
known Dharani Cements Ltd situated at Reddipalayam, Perambalur District. Soon
after the acquisition, Grasim embarked on a most prestigious project of one million
top capacity cement plant at the existing locations.
Rey M x Cncree
Concrete is used more than any other man made material on the planet. It was in
1824, when Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that
Portland cement came into existence. However, it was not widely used until World
War II, when several large docks and bridges were constructed.
The secret of good concrete lies in the degree of quality control and technical
parameters of the mix. UltraTech, the Aditya Birla Group Company, which makes
good concrete better, maintains a high level of precision in its quality assurance
procedures and produces world-class concrete that comes in a package of highly
reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right
proportions of all the ingredients as per the standard Bureau of Indian Standards
(BIS) code assures the desired strength and durability. And an art because it is not
just the accurate proportioning which determines the quality of concrete, but the way
it is mixed, placed, compacted, cured and protected also play a great role.
UltraTech Concrete makes good concrete better because the company takes extra
care to make sure it is perfect both ways ²proportion wise and handling wise. To
ensure quality, each and every sample of concrete passes through stringent tests in
fresh and hardened state to ensure strength, durability and performance.
H es UrTec Cncree mke cncree beer?
Right from selecting the raw materials to batching and mixing, transportation, placing
of concrete till testing of concrete ²UltraTech ensures flawless operation in every
stage. Clearly, it's all about putting together the right ingredients for that perfect
recipe.
Cemen
Crse re es
Free from clay, weeds and other organic materials, cubical or rounded with a
combination of different sizes and not elongated or flaky ² ensure proper strength of
the concrete and make it non-porous. These coarse aggregates are a vital ingredient of
good concrete. UltraTech Concrete directly sources the aggregates from selected and
approved suppliers, tested as per BIS for size, shape, gradation, impact value and
crushing value etc.
F ne re e
Sand, the fine aggregate used in concrete must be free from silt, clay, salts and
organic materials to prevent shrinkage cracks, which affect the concrete quality and
durability.
UltraTech Concrete directly purchases sand from selected and approved suppliers
tested for moisture content. To maintain the correct water-cement ratio, UltraTech
Concrete plants use moisture sensors and an automatic water correction procedure.
îer
Potable water, free from impurities such as oil, alkalies, acids, salts, sugar and
organic materials is ideal for concrete. UltraTech Concrete uses water tested at
frequent intervals and uses water purifiers whenever necessary.
Am xure
Admixtures used in concrete during mixing ensure its workability (the ease of placing
of concrete in moulds) and the setting time is carefully chosen from reputed
companies. The workability is measured for every batch through the slump cone and
is controlled using a scientific method of dosing. UltraTech Concrete is equipped
with computerized batching and mixing plants to strictly monitor the quality of the
concrete. It uses a computerized recipe for the raw mix design (cement: sand: coarse
aggregate: water: admixture) and quantities of raw materials are weighed
automatically as per the design mix. The water-cement ratio, very important to satisfy
the strength and durability criteria of concrete, is pre-designed through a scientific
mix design as per the BIS standards and kept constant throughout to maintain the
consistency in quality for a particular mix. Mixing is generally done through high
efficiency pan mixers (machine mixers / turbo mixer) to ensure uniform and
consistent quality concrete.
Trnspr n
The transport of concrete from its place of mixing to the delivery point is very
critical, as there is possibility of the concrete drying out and losing its workability
and plasticity.
UltraTech Concrete transports concrete from its ready mix concrete plants to the site
through transit mixers. Further, the concrete is pumped to the actual point of
concreting using high efficiency concrete pumps, thus maintaining the homogeneity
of the concrete throughout the transit till the final deposition. Placing the concrete is
expedited scientifically by specialized delivery trucks. Qualified and experienced
engineers monitor the entire operation.
It is anchored by an extraordinary force of 100,000 employees, belonging to 25
different nationalities. In India, the Group has been adjudged "Te Bes Empyer
n In n mn e p 20 n As
by the Hewitt-Economic Times and Wall
Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas
operations
Reaching out to seven million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and
espousing social cause. .
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Abu Urec Cemen L.
Ultratech Cement Ltd is having its own vision, mission and values.
V s n f e cmpny:
To be a premium global conglomerate with a clear focus on each business.
M ss n f e cmpny:
To deliver superior value to the customers, shareholders, employees and society at
large.
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RMC HR
Inruc n
HR PRACTICES
HR practices helps in increasing the productivity and quality, and to gain the
competitive advantage of a workforce strategically aligned with the organization¶s
goals and objectives.
Some of the key perfrmnce n crs for Human Resources include but are not
limited to the following.
Employees¶ clarity on HR policies
Employees¶ clarity on roles, responsibilities and expectations
Development of qualitative staff
Number of HR issues arising for which there are no clear policies and guidelines
Competitiveness of compensation structure relative to industry benchmark
Usefulness and accuracy of compensation survey
Lead time to respond to staff welfare issues
Employees¶ assessment of promotion criteria and process (clarity, fairness)
Measurement of HR policy violation
Average time required to fill vacancies
Proportion of training programs resulting in productivity improvement
Staff attrition rate
Understanding / Clarity of the Organizational philosophy
Outline internal capabilities and identify gaps on skills-competencies-behavioral
aspects
Prepare HR strategic Objectives and bring in clarity as to how the HR strategy
supports the organizational strategy
Develop KPI's for each of the strategic objectives.
Track and measure performance
The best practices in the management of human resources are the ones which
optimize a workforce so that it can not only get work done, but also ensure a greater
level of efficiency, timeliness and quality as it accomplishes increases productivity
overall.
Hence the job of the best practices human resources firm is to make sure that these
benefits and pay scales meet the company¶s budget while remaining attractive and
competitive enough to pull in the very best talent possible. We should know that
these figures put the company in a good light while also presenting themselves as
engaging and competitive for company¶s recruitment efforts.
Obec e f HR Prc ces:-
The HR policies of the organization have been mentioned in the HR Practices. All the
rules & regulations for the employees have been also mentioned in this. All the
welfare of the employees¶ processes is also mentioned in this.
So the study of the HR Practices means basically the brief study of all HR functions
in the organization. I believe the HR Practices is a vital part of an organization, which
helps the organization to achieve the goal of the organization.
All companies are having their HR Practices but the company who is having the best,
is the most successful company among its competitors. So the company can get
success within its competitors by applying best, effective HR Practices.
Effective and Efficient HR practices are very much important for every organization.
So, UTCL has also its HR Practices, which helps it a lot to achieve the targets.
Def n n f HRM
RECRUITMET
OBJECTIVES OF RECRUITMENT
To attract people with multi-dimensional skills and experiences that suti the present
and future organizational strategies,
To infuse fresh blood at all levels of the organization,
To develop an organisational culture that attracts competent people to the company,
To search for talent globally and not just within the company,
To design entry pay that competes on quality but not on quantum,
To anticipate and find people for positions that do not exists yet.
PROCESS
Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of
employees needed.
Developing suitable techniques to attract suitable candidates.
Stimulating as many candidates as possible.
It is one area where the interference of external factors is minimal. Hence the HR
department can use its discretion in framing its selection policy and using various
selection tools for the best result.
Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive. For
that reason some firms (and some firms for particular jobs) use external expert
consultants for recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the 'cost' of
poor selection is such that, even for the mundane day-to-day jobs, those who recruit
and select should be well trained to judge the suitability of applicants. Outsourcing is
also done through consultancies by mentioning the requirement, number and time.
Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to
offend the sex, race, etc. antidiscrimination legislation either directly or indirectly.
The form on which the applicant is to apply (personal appearance, letter of
application, completion of a form) will vary according to the posts vacant and
numbers to be recruited.
Largely the former consists of teaching interviewers how to draw out the interviewee
and the latter how to rate the candidates. For consistency (and as an aid to checking
that) rating often consists of scoring candidates for experience, knowledge,
physical/mental capabilities, intellectual levels, motivation, prospective potential,
leadership abilities etc. (according to the needs of the post).
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The recruitment process of UTCL Cement Ltd starts from the requirement of
different departments as per to the org chart. Then they tell to the HR Department.
HR Department takes the candidates from Data bank of company, Poornata etc, then
does the short-listing, then does the scheduling for the interview. After this the
selection and negotiation process occurs. Then offer letter is been given to the
selected candidate. The employee then joins in the organization. Then the company
arranges the Induction Program for the employee. After this the recruitment process
ends with this.
Te Cr f Recru men & Seec n Prcess s been en ere.
2. Perfrmnce Mn emen Sysem
For an organization the aim should not be just to have the best people, but also to
retain them and get best out of them.
Most organizations focus on an annual evaluation process for employees and call that
Performance Management. However, annual evaluations are often subjective and can
lack specific measurements and supportive data to help the employee truly improve
their behavior.
PURPOSE
Fr Deepmen-
Provide performance feedback to all concerned.
Identify individual skills, core competencies, strength & weaknesses.
Assist employees in setting goals.
Identify training needs.
Improve communication.
Me empye -
R n & Cnr bu n
Mn emen by Obec es (MBO)-
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50
organisations have adopted MBO in work settings.
The MBO focuses attention on participatively set goals that are tangible, verifiable &
measurable.
The superior & subordinates jointly determine goals to be considered during
appraisal period & what level of performance is necessary for subordinates to
satisfactorily achieve specific goals.
During performance appraisal period the superior & subordinates update & alter
goals as necessary due to changes in business environment.
e) Compare actual performance with set standards & find out deviations.
g) Follow up.
PROBLEMS-
Rating biases
Halo effect
Personal Prejudice.
Mainly the performance management of UTCL is done by online system includes the
following bs c prcesses
c Mid year review of goals set at the beginning of the financial year held on the
months of October/November every year.
c The mid year review generally initiated by the manager.
c The main focus of the mid year review is to check if the goals set at the
beginning of the year are relevant or if they need to be revised or updated.
c The mid year review is also an opportunity for the manager and his team
members to identify and discuss about any performance issues and initiate
corrective action for the same.
c The mid year review does not entail any ratings.
c The annual performance reviews against goals set and achieved held during the
months of April-May every year.
c The employee completes his self-review /appraisal against goals set, online in
the Poornata system and submits the same to his manager for review.
c The manager then discuss the performance of the employee with him/her off-
line, give him feedback on his performance and capture his own comments and
performance ratings against goals and overall ratings in the manager¶s
evaluation form.
c The manager also discusses the employee¶s performance as well as rating with
the manager¶s manager (reviewer) and sends the document to the HR
department for further processing.
3. Tr n n n Deepmen
The needs of individual are objectively identified & necessary interventions are
planned for identified groups, which get rolled out in a phased manner through
training calendar.
The training and development program is charted out to cover the number of trainees,
existing staff etc. The programs also cover the identification of resource personnel for
conducting development program, frequency of training and development programs
and budget allocation. Training and development programs can also be designed
depending upon job requirement and analysis. Selection of trainees is also facilitated
by job analysis.
The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved by the end of training program i.e. what the trainees are expected to be able
to do at the end of their training. Training objectives assist trainers to design the
training program.
Tr n n Des n-
Te r ner ± Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.
Te r nees ± A good training design requires close scrutiny of the trainees and
their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.
Tr nees ern n sye ± The learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the
design of the program.
Tr n n sre es ± Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.
Tr n n p cs ± After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics and ad modules. These
topics and modules are then classified into information, knowledge, skills, and
attitudes.
Sequence the contents ± Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Tr n n c cs ± Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
Trainees¶ background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
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Impre perfrmnce
Nees f Tr n n
Individual level
Diagnosis of present problems and future challenges
Improve individual performance or fix up performance deficiency
Improve skills or knowledge or any other problem
To anticipate future skill-needs and prepare employee to handle more challenging
tasks
To prepare for possible job transfers
Tr n n en n
Safety aspects
Behavorial aspects
Technical aspects
Communication skills
It is a holistic and systematic process, across the group. It is built on the work done so
far on people processes, and has a Talent Identification and Talent Development
Strategy for all the 3 levels of management i.e. Senior, Middle & Junior
Management. This is facilitated by Development Assessment Center followed by
Individual Development Plan, enabling planned succession and career management.
With businesses going global and competition becoming intense, there is mounting
pressure on organizations to deliver more and better than before. Organizations
therefore need to be able to develop and deploy people who can articulate the passion
and vision of the organization and make teams with the energy to perform at much
higher levels.
Talent management is a key business process and like any business process takes
inputs and generates output.
Talent management is a professional term that gained popularity in the late 1990s. It
refers to the process of developing and fostering new workers through on boarding,
developing and keeping current workers and attracting highly skilled workers to work
for your company. Talent management in this context does not refer to the
management of entertainers.
Companies that are engaged in talent management (human capital management) are
strategic and deliberate in how they source, attract, select, train, develop, promote,
and move employees through the organization. This term also incorporates how
companies drive performance at the individual level (performance management).
The term talent management means different things to different people.
To some it is about the management of high-worth individuals or ³the talented´.
To others it is about how talent is managed generally - i.e. on the assumption that all
people have talent which should be identified and liberated.
It is broadly categorized in two parts. Job Analysis is a process to understand the job,
identify and disaggregate the activities, competencies and accountabilities associated
with the job. It defines and clusters the task required to perform the job. It also
clarifies boundaries between jobs. The output of Job Analysis exercise is referred to
as job description.
STEPS
Each job is a unique description of a role that a person can hold in an organization or
required to be performed for the business benefit of that organization. When jobs are
created, their tasks and requirements are taken into consideration.
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Note:
Job descriptions should be as general as possible and as detailed as necessary.
JOBS
c Head of Department
c Buyer
c Secretary
Ps ns
Positions are the concrete representation of jobs. They are held by individuals at your
enterprise.
c Positions are specific to your enterprise
c Each position typically represents one employee, but may be partially filled by
more than one
c Once you have created a job, define the number of positions required the
enterprise.
c Jobs are not staffed by employees. That is the role of positions. If more than
one person must perform jobs, more than one position must be created to meet
this requirement.
c A position inherits the job¶s tasks, and can also be assigned its own additional
tasks.
Using the basic object types ± constructs of relationships is built to mirror the
business edifices and processes. By assigning object characteristics, validations,
requirements etc, we can capture complex organizational realities with relative ease.
Prcess F:
Before creating all of the other necessary objects and relationships, the user must
first create a root organizational unit. Once one organizational unit has been created,
it is recommended to create the appropriate organizational units below it.
Inpus:
Organization chart
Root org unit
Additional Org units
Jobs if Required
Positions
Details to where the positions need to be mapped.
Position Details like Position Type, Position Sub Type, Department, and Sub
department.
Every organization has its organizational structure. According to this every employee
has some specific work. The work also depends upon their levels. As per their levels
in different departments they will have to do their work.
As for different departments different works has been specified for the different
levels of people. It helps them to perform their work, which has been specified to
him. For similar jobs also the work of the employees¶ has been structured properly, to
avoid the repetition of the work with the other employees. It helps in decrease the
overlapping of the work.
To manage the different levels of work the employees have been separated in to
different designations and different depts. According to their area of specialization.
The designations which have been given to the employees are based on the skills they
have, grades, knowledge, varying experiences. These designations have been
specified as per the standard HR Practices of the organizations, so as to make the
organization different from other organizations.
In this way the organization stands in a better position than its competitors in the
competitive business.
The different designations given to the employees in UTCL (RMC Division) are
given in the following table.
Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff
7. Humn Resurce Infrm n Sysem
EPM offers performance management solutions for every budget and every phase of
the management cycle, helping its managers to formulate strategies for profitable
growth, align strategies with operational plans, and actively monitor day-to-day
operations.
Poornata helps a lot in the different works of the organization. It helps in the
following ways
Prn also helps the employees in this way, Once the data of an employee
entered in to Poornata (ERP), the employee gets a Poornata ID, which helps the
employees to know about the different policies of Organization.
c They can know these policies directly from the ERP system.
c As it done only through Online, there is no delay in getting different
informations.
c It also helps them to do the reporting to the concerned person.
c They can also fill their problems which they face during their work and send to
their departments.
In this way Poornata helps not only the managers but the employees also.
Every time one or more of the above attributes change, the same have to be updated
for the position, or a new position may need to be created corresponding to the new
combination of the attributes.
Any individual who occupies a position will inherit the above-mentioned attributes of
the position.
Poornata helps and gives hints and warns the user the important information he
must know about the Poornata system.
It provides the additional information to assist the user & provide key information.
It also tells the frequently asked questions with respect to hiring employees.
It also shows the common error and warning messages that the user may get at the
time of hiring.
Following are the steps that will be used to maintain positions and department
budgets
Up n e nfrm n fr ex s n ps ns s n en requ re
Only after the offline approval has been obtained, should the position be created in
the system, i.e. only pre-approved positions should be entered in to the system.
2. Up n e nfrm n fr ex s n ps ns
From time to time the user should update the information for an existing position.
Inruc n
The direct hiring process involves an employee being directly added to the Poornata
system that is the situation where his information doesn¶t exits as applicant in the
Poornata system.
An employee on joining the group would fill up the joining check list and the related
forms as per the unit policy. The HR administrator would then hire him into the
system by capturing his relevant information with respect to his personal job
compensation, qualifications and dependents¶ information.
The hire action will be used to capture the event of the employee¶s joining the
organization. There can be either of two reasons for hire:
Joining the ABG: This will reflect the situation where an employee joins a unit of
the ABG group directly.
Joining the acquired company: This will reflect the situation where an employee
had joined an organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the
data of those employees from the non management cadre moving into the
management cadre who had originally joined a company that was acquired by ABG.
The following information would be captured at the time of hiring the employee.
Personal information ± Name, address, NIN, DOB, gender marital status, religion /
caste.
Job related information related to hiring, his position a related details.
Compensation information with respect to the break of his CTC
It is an outcome of what the Organization would like to pay for, which is determined
by external and internal factors. All the processes are aligned to reinforce the
philosophy. The company views compensation not only as something that reflects on
the pay slip or in the CTC (Cost To Company) but also they are concerned about
overall employee well being though they may not put any monetary value on items
like Scholarships, Club membership, Retirement benefit, Health and Accident
coverage.
Compensation increase
Pay for the job
Internal equity based on contribution to the organization
External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance
To be market aware, not blindly follow market practices
Cmpens n srucure
Tax efficient but compliant
Common perk structure but varying amount
2. Vr be Py: This is the variable component, payout of which is contingent on
Business, Unit/Zone and Individual performance. Targets for the year will be fixed
and communicated at the beginning of every performance year
3. Cs Cmpny: This is a sum of Fixed Cost and Variable Pay. CTC is decided
based on designation, qualification and experience. Basic is around 42% of fixed cost
without housing. Perks and allowances are fixed as per the designations. Variable pay
based on job band is payable at 18%, 15% and 12% of fixed cost without housing.
Balance amount is paid as special allowance.
9. EXIT INTERVIEîS
Benef s f Ex Iner e
Exit interviews can be a win-win situation for both the organization and the leaver.
The organization gets to retain a portion of the leaver¶s knowledge and make it
available to others, while the leaver gets to articulate their unique contributions to the
organization and to µleave their mark¶.
Exit interviews offer a fleeting opportunity to find out information that otherwise
might be more difficult or impossible to obtain. The exit interview is an important
learning tool for employers.
When properly conducted, the interview provides the employer with the opportunity
to:
Discuss and clarify the reasons for the termination
Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of
unused vacation, conversion or continuation of benefits, terms of a severance
package, unemployment insurance, etc.)
Explain company policies relating to departing employees (e.g., trade secret
confidentiality, restrictive covenants or non-compete agreements, the possibility of
future re-employment, freelance or contract work, the provision of references to
prospective employers, etc.)
Ensure the return of keys, security cards, and company property
Obtain information about improper or questionable management practices
connected with the employee's termination
Obtain information about a supervisor's management skills
Obtain information about how effectively a department operates
Obtain feedback about employees' opinions and attitudes about the company
Resolve or defuse any remaining disputes with the exiting employee
Protect itself against subsequent charges that the employee was forced to resign
(i.e., constructive discharge)
Approval of loans.
Clearance certificates.
Local conveyance.
Application form.
Joining formalities.
Verifying Mediclaims.
COMPARISON OF HR PRACTICES îITH THE MASLOîS
THEORY-
Expn n:-
According to Maslow ³Human beings have wants & desires which can influence their
behavior. Only unsatisfied needs can influence behavior, satisfied needs do not act as
motivators. Since needs are many, they are arranged in the order of their importance,
or hierarchy from the basic to complex.´
The most basic, powerful & obvious of all human needs is the need for physical
survival. Included in this group are the needs for food, drink, sleep, protection from
extreme temperature etc. That means the basic needs.
Sfey Nees-
Once physiological needs are met, another set of motives, called safety or security
needs, become motivators. The primary motivating force here is to ensure a
reasonable degree of continuity, order, structure, & predictability in one¶s
environment.
It¶s definitely provides job securities to its employees because once employee get in
to the organization, the chances of retrenchment is very less till the employee has not
done any thing misconduct. Because of these reasons employees can satisfy their
safety needs. That is the reason for low attrition in the organization.
Ben n & Le Nees -
The belonging & Love needs constitute the third level in the hierarchy of needs.
These needs arise when physiological & safety needs are satisfied.
Finally if all the above four levels¶ needs are satisfied, the needs for self-actualization
comes. The employees who are in the highest position in UTCL are comes under
these needs like:
1. V.P.,
2. President,
3. GM etc.
4. All top level employees.
They are getting all types of facilities like mobile, medical, education, conveyance
allowances etc. So they are in the position that they are satisfied with all the needs.
Now they are helping their juniors for the betterment of the organization. All the five
needs of Maslow¶s hierarchy are fulfilled by UTCL. So the employees are getting
motivated and performing efficiently in the organization, which impacts directly on
the success of UTCL group. That¶s why the attrition rate is less in the organization,
which is one of the reason for the success of the companies.
KEY LEARNINGS FROM THE PROJECT
Firstly it was a very good experience to work and learn with a world class as it was
my first step into the corporate world.
When I saw my senior people doing each & every kind of work I came to know
how much important is each & every work. Maintaining files in systematic manner
with each & every detail is very important, if not done it hinders the work whenever
these are required for reference in medical claim formalities, appraisal etc.
I also learned how much the values and culture of the organization impacts the
employee¶s productivity. Like here the seniors were approachable in nature, I felt an
open culture.
Many a times I felt people are not open to new ideas and they are resistant to
change.
I have gained some learning from every individual working here; it might be in
terms of knowledge, skills, behavior or personal traits etc.
I have also learnt that a HR person should be very polite, soft spoken & good in
handling people. Co-ordination with all departments is very necessary especially with
Finance Department.
OBSERVATIONS AND FINDINGS
The company should give the compensation as per to the skills, so that the
employees could do the efficient work.
Organizations must enhance work force motivation to improve productivity.
Workers must be encouraged and motivated to develop a customer satisfaction mind
set.
Organizations need to empower their workers by allowing them greater autonomy
and control and to design jobs that are more stimulating. This will enhance the
personal productivity.
Interdependency of different departments should be well studied, co-ordinated for
effective output.
Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new
vacancies.
Goal Setting programs undertaken with schedule to find potential prospective
employees for higher posts, giving training, discussing the on job responsibilities.
The employee goals are well studied and structured. The Key Related Areas are
properly designed & clearly mentioned to employees.
NOMENCLATURE AND ABBRIVIATION
During the project there were various constraints, which were faced.
_ The review is done in retrospect and is an average of six months old, so recollection
of events is poor .
_ The opinions of staff and manager are often in opposition, causing de-motivation.
_ The process is usually Manager driven and the staff member is expected to be
compliant in the interview .
_The process usually involves the Manager giving their opinion and the staff member
having to defend the position, rather than a positive discussion .
_ The process is usually done in a rushed manner to meet a budget development
process and therefore loses its relevance to performance .
_ Results of merit rating are not accurate unless factors in the assessment are
relevant.
_ Sometimes, proper weightage may not be given to different qualities to be rated.
_ Actual rating of subjective factors like initiative & personality of employees may
not be on scientific lines.
_ Superior may be biased.
_Method of Appraisal unreliable.
BIBILIOGRAPHY:
References:
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Tex Bks:
STEPHENS ROBBINS
C.B.MAMORIA & S.V.GANKAR
Personnel Management
Himalaya Publication