A Project on

“Human Resource Practices in Udaan ”

Course: Human Resource Management
Course Code: 20MBA2PCHR
Prepared under the Guidance of
Prof. Dr. Minu Zachariah

SUBMITTED BY
Team no 12

NAME USN
PREETHI V 1BM21BA070
SUCHITA K S 1BM21BA100
SANTOSH KUMAR MURAGOD 1BM21BA086
SATHVIK 1BM21BA087
HARSHA S N 1BM21BA024

In partial fulfillment of
the requirements for the award of the degree of
MASTER OF BUSINESS
ADMINISTRATION

Department of Management Studies & Research Centre

B M S COLLEGE OF
ENGINEERING
(An Autonomous Institute, Affiliated to VTU,
Belgaum) Bull Temple Road; Basavanagudi,
Bangalore-560109
 HUMAN RESOURCE MANAGEMENT
REPORT ON HR FUNCTIONS OF AN ORGANIZATION
Company: “Udaan”

INTRODUCTION
Udaan was founded in the year 2016.

Vision: "Transform the way trade is done in India leveraging technology"

Udaan is India’s largest business-to-business e-commerce platform. It has operations across

categories including lifestyle, electronics, home & kitchen, staples, fruits and vegetables,
FMCG, pharma, toys and general merchandise.

Udaan is solving core trade problems faced by small and medium businesses, that are
unique to India, through its unique India-fit low-cost business model by leveraging technology
and bringing the benefits of eCommerce to them. It is a one stop shop for all business
requirements in the b2b space. Udaan has built inclusive tech tools for Bharat, specially catering
to the needs of brands, retailers, and manufacturers, providing them a level playing field to
scale, trade and grow businesses.
Udaan has a network of over 3 million registered users and 25,000-30,000 sellers across
900+ cities in the country covering more than 12,000 pin codes. The platform has over 1.7
million retailers, chemists, kirana shops, farmers, etc. doing over 4.5 million transactions per
month, making Udaan a leader in the b2b eCommerce business.

HR policy
In Udaan, the HR policy that is majorly followed is Sabbatical Leave Policy.

Sabbatical leave provides a facility where an individual can undergo specialist training/further
education or for enhancement of skill/knowledge.

This policy is designed to give staff the opportunity to have a break from their
assignment for a predetermined time period to develop their careers. This policy is newly
introduced in Udaan in August 2022.

HR procedure
Letter of intent is given which is valid for 7days. During the period, the employees
should submit their documents and be eligible for offer letter or appointment letter that would
be issued by the organization.
HR practices

Recognition for low attrition: This is an unique feature of Udaan where the team lead of
a particular team would be recognised and rewarded for having the low attrition rate. Similarly,
is the case with reporting managers of the team leaders.

JOB Analysis

 Job Descriptive – Business Development Executive (BDE)

 Job Specification – Sales, Market visit, Food and FMCG

JOB design
1. BDE job design (Food and FMCG)
i) Attendance – The employees of Udaan have a specific application called FOS which
records the attendance of all the BDE members.
ii) Visits – BDEs of Udaan go on field work into the market where there have to get
orders from the customers. These orders would be later delivered to the customers.
iii) Regular business – Employees work towards meeting the sales target which is an
important aspect for the individuals and the organization.
iv) Extra mile – The new products that launches in the market seeks the help of Udaan
to penetrate into the market and gain awareness.
Ex: Paperboat, Bajaj Hair oil, etc.

2. CRM JOB DESIGN: (Customer Relationship Manager)

v) Gate meetings – In Udaan, there are 4 gate meetings conducted every month. Each
CRM will have a minimum of 10 and maximum of 12 BDEs. These people are
grouped and a physical meeting is held on every Monday mornings to analyze,
understand and deploy the next week plan.
vi) Achievement analysis – CRM separately works on the data of BDEs to analyse and
understand their performance and achievements.
vii) BDE development – After data analysis, CRM will come up with a plan where BDE
must be developed.
For example: If BDE is lacking in performance of extra mile or regular business,
steps are taken to improve it.
viii) Target completion – CRM has to meet the monthly targets which would be set.
The two types of targets are:
Gross merchandise value (GMV) and Buyer Count
GMV is the total value of merchandise sold over a given period of time through a
C2C exchange site.
Buyer count is about the number of buyers transacting with Udaan.
In Udaan, Buyer base is average of 30000 – 35000 in Food and FMCG sector.
Planning activities
 Recruitment Plan:
a) Based on market –
Depending on the market availability, requirement and demand the candidates are
recruited.
b) Based on vacancy – Depending on the number of vacant positions available irrespective
of the sectors, candidates are accordingly hired.
c) Based on type of Job – Based on the vacancy in a particular role or position, candidate is
selected and employed for the same role.

Training Plan
d) Onboarding session – This starts with documentation verification round. This is
followed by the creation of the training program according to the need in the
organization. Then, the individual is deployed.
e) Foundation – The training is provided to the employees which helps them to understand
and start working towards the objectives of the organization.
f) Advance – This is the physical training programs that the employees go through. They
are trained on the topics such as knowledge on sales.
g) Development – This is the process where evaluation of the training program takes place.
Measures are taken which helps in the betterment of the employees performance and
increases the productivity.

Appraisal Plan
The employees of Udaan get yearly once appraisal and quarterly pay-out with any
pending arrears if present.
Productivity improvement Plan
 Pre-establishment plan
 Actionable plan
 Monitoring
 Evaluating
 Alteration if required
 Analyzing path
 Re-grouping

Compensation Plan
A compensation plan is created which helps Udaan to retain their employees in the
organization.
The employees get a salary hike of 20-30%
Promotions for the eligible employees
Shares would be provided
Recognition of low attrition
RECRUITMENT SOURCES & TECHNIQUES USED:

Vendor resources:
Vendors are organizations, often companies or corporations, which sell staffing
solutions. This means that they recruit individuals to fill positions opened by their corporate
clients, such as Fortune 500 companies.

Market references:
Market references can be another effective way of Recruitment. Market references are a
crucial part of the employment process and can be pivotal in helping a company decide who
gets the job. However, businesses do encounter some challenges when requiring a reference.

Employment referral:
Employment references, if detailed by a previous line manager, can be really helpful in
supporting your decision on a new hire. Knowing what the individual has contributed to
previous business teams can help with building the picture of what they can bring to the table
for you, and we can also use this information to gauge what best motivates your new starter. But
are we maximising the potential of a reference and do we actually use this valuable information
to help make our businesses the best of the best?

Unfortunately, it now feels like the practice of asking for a reference is dying and some
managers are reluctant to provide a reference for fear of inciting a negative backlash. The main
reason for this is that it is common knowledge that ex-employees may be able to challenge a
reference if they think it is unfair or misleading but it has meant that the references that most ex-
employers are willing to give can be brief and not detailed – frequently reduced to a job title,
start and finish dates. A rising amount of clients feel that there is a lot of ambiguity surrounding
references and in particular, what can and can’t be said legally.
 References are a crucial part of the employment process and can be pivotal in helping a
company decide who gets the job. However, businesses do encounter some challenges when
requiring a reference.

Challenges obtaining a reference

 Company policy states that only a ‘dates’ reference is allowed.

 The specific line manager for the employee might have left the business.
 Former employers might be slow in replying or to give a response.
 The manager may be scared to give factual information due to fear of being challenged by
the former employee if the reference is negative.
 Due to policy, the company may only be able to provide an HR reference which will in most
cases be limited to dates only and not contain specific detail on ability and attitude.

Challenges in providing a reference

 Companies not allowed to give a negative reference.

 A compromise agreement was reached with a former employee restricting the company
from passing any comment.

Testimonials are an alternative reference tool and extremely effective in order to support
interview decisions if the previous employer is unable to provide a thorough company reference
detailing skills, attitude and reasons for leaving. They can be used in the buying cycle or to seal
the deal and we are trained to take ‘off the record’ references, and to also recognise initially
whether or not a candidate would be suitable for your business needs through these.

Through the power of testimonials and references, we are able to easily identify where
candidates are best suited, matching against your recruitment needs to ensure you get the right
person.

Tips for obtaining a purposeful reference of candidate

 Ask the candidate(s) for the names of the previous managers from their last two positions
and for permission to approach them for a reference.
 Make sure you have a simple form for the referee to fill in rather than a blank/open-ended
reference. 
 Explain that what you are trying to do is decide if the candidate is the right fit for the job
you are recruiting. 
 Structure your questions around the competencies required for the job on offer to help you
assess the candidate’s compatibility for it.
 If taking the reference by phone, try to listen to the deliberate word choices, tone and
enthusiasm with which the referee describes the candidate. Tone, long pauses, or hesitations
might indicate you’ve hit a sensitive or troublesome subject.
 Keep an ear out for over-enthusiastic references without sufficient depth of examples to
back up the praise as they may not be a true representation of the candidate. Ask for brief
examples if possible.
Selection procedure: - (Business Development Executive)

CV screening:
Resume screening is still the most time-consuming part of recruiting: screening resumes
is estimated to take up to 23 hours for just one hire.
When a job opening receives 250 resumes on average and 75% to 88% of them are unqualified,
it’s no wonder the majority of talent acquisition leaders still find the hardest part of recruitment
is screening the right candidates from a large applicant pool. The time spent on screening
resumes often takes up the largest portion of time-to-fill. With today’s competitive candidate-
driven talent market, top talent only stays on the market for 10 days on average.

Round 1- CRM round:

A Recruitment CRM (candidate relationship management) system is a tool that allows
hiring professionals to build and maintain relationships with job candidates while
simultaneously managing the entire recruitment process. The idea behind a recruitment CRM is
treating candidates as if they were customers.

What a recruitment CRM helps you achieve:

 Build a strong talent network from one centralized, searchable database

 Source, attract, engage, and manage candidates
 Facilitate all hiring activities through advanced workflows – automated recruiting emails,
job and offer approvals, interview scheduling, background checks and pre-employment
screening, digital offer letter delivery, and so on
 Measure your recruiting performance through comprehensive dashboards, analytics, and
reports

Problems that recruitment CRM solves:

 Poor candidate experience
 Lack of communication (both with candidates and amongst your hiring team)
 Inefficient, unorganized, manual hiring practices
 Diminished talent pools
 Limited collaboration amongst hiring team and hiring managers
 Lack of transparency into recruiting performance
 The list goes on…
Round 2- Area Manager:
after the CV screening round the next recruitment process is that of the Area Manager
round wherein the Area Manager has a one on one session with the prospective candidate so as
to access how suitable is the prospective candidate for the job. Here along with assessing the
candidate, the candidate is also briefed about all the requirements about the job and how all the
operations are carried on. Further after this session the Area Manager will give his input as to
whether the applicant is a good fit for that specific job or not.

Placement strategies: -
 Pincode based :
Pincode based placement strategy is one of very efficient ways of placing a
Candidate or Human Resource. The Human Resource requirement of each Pincode
where the Human Resource is required is first properly defined. Later the candidates are
then sorted according to the requirement of the company at all their functional pincodes
across the functional areas of the company.

 Project based:
Project based placement strategy is another very efficient way of placement of
Human Resource wherein the Human Resource requirement of each project is calculated
and the Human Resource are placed accordingly. The main advantage of Project based
Human Resource placement is that the placement is relatively accurate and efficient as it
doesn’t any of the Human Resource to be kept idle, which in return saves financial
resources of the company as well.

 Market Based:
Market based placement starategy is another very widely used Human Resource
placement strategy. Here the Human Resource requirement is based upon the market in
which the firm is functional. It is essential because different functional functional
markets require different volume of Human Resource. Market Based placement strategy
makes sure that the Human Resource is properly segment and supplied for each market
accordingly, so as to not have the problem of abundance or scarcity of Human Resource
in any of the functional markets across.

Employee on-boarding process: -

"Employee Onboarding" refers to the processes in which new hires are integrated into
the organization. It includes activities that allow new employees to complete an initial new-hire
orientation process, as well as learn about the organization and its structure, culture, vision,
mission and values.
The phases in Employee Onboarding the firm as follows:

Phase 1: Pre-onboarding:

The first phase of onboarding, also called pre-onboarding, begins as soon as a candidate
accepts the offer and continues until their first day of joining. This is a very crucial time for the
candidates because they are most uncertain of what lies ahead. Even a small miscommunication
or misunderstanding can make candidates doubt their decision to join the firm, which is
properly managed by the Human Resiurce Department of the firm by giving the candidates
proper updates regarding all the developments relative to their onboardingin the company.
 During the pre-onboarding phase, employees are give all the necessary aid to complete
all the necessary paperwork. The firm also makes sure to give them ample time as they may
be finishing up with exit tasks at their previous organization. If they are relocating, then the firm
also helps them in finding a place to stay if required. The firm also sends them a video or
document that gives a brief idea about how the organization works and what their first day will
look like.

Phase 2: Welcoming new hires

The second phase of onboarding is often dedicated to welcoming new hires to the
organization and providing an orientation to help new hires acclimate. Keeping in mind that
they may not know anyone inside the organization yet, and they won't know how teams operate
on a day-to-day basis. That's why it's necessary to give them a clear picture of the organization
before they begin their work. Most new hires are very eager to get started, so it's sought better
to restrict this phase to less than a week.

The first day is kept as simple as possible. During orientation, the candidates are helped
to gain a better grasp of the organizational culture, and they are also shown as to how the work
practices are aligned with this culture. Topics like time off, attendance, medical insurance, and
payroll policies are also discussed. If necessary, candidates are also directed to parking spots,
cafeterias, and medical facilities. After this, new hires are introduced to their teammates and
other stakeholders. During the end of the second phase, firm organizes a quick meeting with the
new hires to make sure they are comfortable and adjusting well.

Phase 3: Role-specific training:

The training phase is one of the most important phases of onboarding, and it's directly
correlated with how successful new employees will be at their jobs. Formal training makes sure
that the new hires know what it takes to thrive at their respective workplaces, as without formal
training, the new employees may not know what it takes to thrive. As a result, they may develop
a feeling of dissatisfaction, which can lead to a high turnover rate. On the other hand, a well-
drafted new hire training plan will help employees feel welcome by showing that the firm cares
about their development.

As a first step to the training, employees are helped to get familiarize themselves with
the Learning Management System. Different types of learning techniques like blended learning,
self-paced learning, microlearning, and more are used so that your new hires can select the style
that they are comfortable with. All the onboarding learning materials are stored safely in a
place that employees can easily access and refer back to.

Phase 4: Easing the transition to their new role:

The last phase of onboarding is meant to help employees transition from the role of a
new hire to the one of a full-fledged employee. They are encouraged by their respective
managers to set clear expectations so that they know what they are responsible for. More than
idealistic set smart goals are set, to help them visualize what success, quality,
and productivity look like. After a month or quarter, firm conducts a performance review to
recognize their efforts so far and help them improve their performance.

TRAINING AND DEVELOPMENT

NEED ANALYSIS
Udaan has long prioritised the creation of new employment, but we're now
putting more resources into teaching our current staff members and associates the
career and life skills they need to succeed. All hourly Udaan employees have
access to Career Skills for free on-site training and development starting on day
one.
IMPLEMENTATION OF TRAINING AND DEVELPOMENT PROGRAM
The implementation of training programmes must take into account the
rational analysis of training needs, and these training programmes must also be
reviewed in order to determine their efficacy. The key takeaway is that training
programmes are frequently undertaken without a clear articulation of training
needs and without being carried out in a predetermined manner.
Training programmes have two parts, which have to do with developing a
clear execution strategy and maybe evaluating their efficacy. When implementing
training programmes, attention must be taken to carefully analyse the training
requirements, as well as choosing the appropriate training partners and providers.
This means that training programmes must be developed in accordance with
organisational needs rather than only to satisfy the required amount of hours.
In addition, it is necessary to perform training programmes in accordance
with a calendar that is created while taking into consideration participant
availability. Frequently, training initiatives are carried out without receiving the
necessary buy-in from all relevant departments and divisions, which prevents a
large number of prospective participants from attending because they are too
preoccupied with their jobs
EVALUATION OF TRAINING PROGRAM
Based on how successfully the participants learn the material and develop
their abilities, the effectiveness of the training programmes needs to be assessed.
Exit tests and other methods of assessment, such as the presenting of case studies,
can be used to accomplish this. These would assist the trainers and the HRD
department in determining how well the training programme was able to teach
participants new information and develop their abilities. This is one technique to
make sure that training is precise, concentrated, and something that the
participants would also take seriously. Training programmes sometimes involve
individuals who idly pass the time, and this must be prevented and minimised to
the greatest extent possible.
Finally, training programs should be tied to organizational goals, selecting
appropriate providers, selecting suitable times for all participants or at least the
majority of participants, publishing a training calendar in advance and What is
important is to assess the effectiveness of the training program by conducting
exit tests and presentations to ensure that the lessons are well received.

Performance Management
Performance appraisal method adopted
 360 degree feedback method

o A 360 degree appraisal is a holistic employee review process.

o It involves gathering the anonymous views and opinions of colleagues,
managers, and direct reports, which is used to give an employee well-rounded
and constructive feedback.
o This type of appraisal may also take insights from clients, vendors, or consultants
– providing they work regularly with the employee being reviewed.
Measures taken to minimize bias
 Performance metrics and achievements based.
o Performance metrics like GMV, AOV,BUYER COUNT & RTO
 GMV – Gross Merchandise value target vs achievement calculation for
particular BDE or Team lead.
 AOV- Average Order Value based on the value the evaluation of
appraisal will be done.
 Buyer count: - highest no of buyers billed on month basis.
 RTO: - lesser the percentage of RTO higher the % of good appraisal.
 Multiple rounds and feedback.
o Reviews to be held in two rounds after self-assessment of the employee to avoid
manager bias.
Performance feedback process
 Self-review – RM1 review – RM2 review- Feedback
Self Review

Reporting Manager 1

Reporting Manager 2

Feedback

Performance Improvement Programs conducted

 Monthly performance review: -
o Performance will reviewed on the basis of pervious month achievements vs
Target of each individual.

 Town halls: -
 o These kind of programs are done once in two/three months to brainstorm ideas
of all level employees in Food and FMCG team across south Indian cities by
gathering them in place.
 Training session: -
o Regular training sessions on new strategies implemented.
o Other team policy trainings.

Purposes for which appraisal results are used: -

 Review job performance of an employee.
 Promotions
 Salary hikes and other compensation.

CAREER DEVELOPMENT
Career Options

The Udaan program develops relevant, transferable skills, so job

opportunities are not limited to a specific field.
Graduates are ready to launch careers in a variety of industries. Build deep
knowledge in areas of focus that provide the flexibility to meet your
unique career needs.
In order to hire the right person for the right job, we introduce JD during the
selection process to make it easier to understand the candidate's aptitude and
the consistency of their wishes. A statement from the human resources
department was, "We live up to our employees' passion for their profession."
This also makes their career paths better by setting them up and giving them
what they want.
 Attract better talent: We do so with the help of organizations that have
career opportunities and attract the best talent from the market. This
unique opportunity to learn and grow in-house helps potential candidates
make smart career choices. More talent entering an organization makes it
work better and more efficiently, leading to more desirable outcomes.
 Establishing Career Development Programs: Having visibility into career
paths and associated learning paths is like talking to employees because
they keep validating what employers expect. Having the right employee
retention system in place to institutionalize learning and development
strategies will improve the efficiency of the entire end-to-end process.
Each employee is evaluated based on their professional skill set spanning
technical proficiency, soft skills, leadership/strategy, and scalability skills.
 Increased productivity: Career development training courses conducted by
an organization contribute to the up skilling of each employee in terms of
personality, technical or non-technical skills. When employees acquire
specialized skills, they can contribute more efficiently and provide better
solutions to achieve desired goals. This added
Each employee is the result of an awareness of career development
within Udaan, making them more productive than ever.
 Healthy Work Environment: Better communication and good relationships
between co-workers help create an attractive work environment for all.
All these aspects underpin the fact that career development helps
employees work on themselves to accelerate their growth, and as a
result, they are empowered at all levels of the company, including
employees, managers and CEOs. It provides a healthy working
 environment. A healthier work environment leads to increased
productivity for all employees and provides opportunities for growth for
all, which in turn contributes to the success of the company.

Career Growth Opportunities

 Improved sense of well-being: If they do their best to grow as individuals,

Udaan can improve their well-being. It feels good to be proactive towards
your goals and develop your skills.
Better work performance: Employees who do not see the potential for
growth choose to work for other organizations that offer this benefit. Career paths
help employees envision long-term careers at your company Encourage managers
to engage in upskilling and reskilling and talk to employees about potential
growth opportunities. A good time to do this is during her one-on-one meetings of
employees and managers.

COMPENSATION TECHNIQUES USED

 1. Factors affecting compensation:
Performance: Main focus of the company is to maximize the employees productivity and they
feel that if it’s linked to compensation it’ll help to maximize the output.
In demand skill sets: Sometimes fresher coming into the company may get good compensation
get more compensation benefits if he/she had in demand skills
Market conditions: Market conditions such as economic conditions ( Inflation) and other
conditions like covid affect compensation

2. Market references:
Market references can be another effective way of Recruitment. Market references are a
crucial part of the employment process and can be pivotal in helping a company decide who
gets the job. However, businesses do encounter some challenges when requiring a reference.

Compensation components:
 Basic pay
 Allowance
 Incentives
 Reimbursement

Allowance is based on the basic pay

Incentives based on performance and above mentioned conditions
Reimbursement based on the employee and also on the value they bring to the
organization

3. Basis for developing pay structure:

  Fit to the market: The compensation provided should be at par with the market so
as to get best talents to the organization
 Fit to the workforce: The compensation should match the total employees of the
company and the vision and mission of the company

4. Benefits of flexible compensation:

 Morale will remain high: Employees will feel motivated to work and will take
responsibility
 Job satisfaction remains high: Employees will take ownership of the work and will
have more productivity
 Low attrition: It’s really difficult to manage workforce with high attrition rate and
flexible components its easy to retain them.

5. Pay Revision Guidelines:

 Based on DPE ( government regulations)
Based on average salary of BDE: ( business development executive in the
market ) that is most of the salary revision is done keeping average salary of BDE
in mind
 Industrial Relations
Work environment: -

 Udaan has won the Best places to work in India 2022 award.

Every company will have their goals to achieve in process to achieve them employees of
that is very important and their working culture and relationships are very important and Udaan
has be successful in maintaining good working environment for their employees. Even they had
to overcome the effects of pandemic which led to layoffs of some employees and they were to
not sent back empty handed they had given them good amount of compensation and referrals
for other companies through HR contacts.

Grievance Management: -

UAPT: -Unlawful Activities Prevention Tribunal

Any employee from any department is involved in any such unlawful activities will be
handed over to UAPT team for further investigation, if the candidate found guilty he/she
would have leave the organization on immediate notice of time.
 POSH: - Policy on Prevention, Prohibition and Redressal of Sexual Harassment.

o This policy has been framed in accordance with the provisions of “The Sexual
Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
2013” and rules framed thereunder (hereinafter “the Act”). Accordingly, while the
policy covers all the key aspects of the Act, for any further clarification reference
shall always be made to the Act and the provisions of the Act shall prevail.
o The ‘Policy on Prevention, Prohibition and Redressal of Sexual Harassment at
workplace: Guidelines intends to provide protection against sexual harassment
of person at workplace and the prevention and redressal of complaints of sexual
harassment and matters related to it.
DISCIPLINE MANGEMENT: -

 UDAAN CODE OF CONDUCT

o IF any Behavior is Unlawful: -
 Whether the allegations or events follow logically and reasonably from
the evidence.
 Credibility of complainant, respondent, witnesses, and evidence.
 Other similar facts, evidence, for e.g., if there have been any previous
accounts of such illegal/unlawful behaviour pertaining to the
respondent.
 Both parties have been given an opportunity of being heard.
 A copy of the proceedings was made available to both parties
enabling them to make representation against the findings.
 A copy of the final findings is shared with the complainant and the
respondent to give them an opportunity to make a representation on the
findings to the committee.

All these following steps are taken and observed and then take a legal action the person
who is indulged in such illegal activities or unlawful behaviour.
(Online discussion held with “Udaan” human resource personnel Mr Nataraj)