A

TRAINING REPORT
ON

HR FUNCTIONS IN

SARAS DAIRY
Submitted in partial fulfillment for award of degree of
Bachelor of Business Administration (BBA)
Submitted To :
Submitted By:

MISS. ALPA SETHI

ASHISH SHARMA

Enrollment No.

Swift College, Bhilwara

(AFFILIATED BY MDS UNIVERSITY, AJMER)
SESSION 2014-15

UNIVERSITY STUDY CENTRE

CERTIFICATE

This is to certify that the project report entitled

The research on Saras Dairy
Submitted in the partial fulfillment of the requirements for the
degree of
Masters of Business Administration of
Sikkim Manipal University, Sikkim
By
Ashish sharma
Has worked under my supervision & guidance & that no part of this report
has been submitted for the award of any other degree, diploma fellowship or
other similar titles or prizes and that work that the work has not been
published in any journal or magazine.

Reg. No. :

Certified:

ACKNOWLEDGEMENT
Completion of any project report is the milestone in the life of every management student
and the success of live project then enhances the self confidence of the student. The
successful completion of any task is the outcome of the invaluable aggregate contribution
of the personal efforts in all directions, explicitly or implicitly.
I would like to express my gratitude towards my project guide, Mrs. Aparna
Shyamsukha for her continuous support, efforts and encouragement along with her
knowledge and experience about the industry, enriched me with conceptual
understanding and practical approach needed to work efficiently for this project. The
project would not have reached to its destination without her guidance.
I would like to thank the entire team of Personnel & HRD department for their support
and cooperation throughout the tenure of the project and for giving me an in-depth
knowledge on the various processes related to the Human Resource and Personnel
department in the company. I also thank the employees of SARAS for giving their
precious time and cooperation.
The key to the acknowledgement of the summer internship program lies in the hands of
the faculty guide. I would like to offer my sincere thanks to Miss ALPA SETHI for her
benevolent and expertise guidance without which this project would not have seen the
life of today.
I would also like to pay gratitude to Swift College for giving us a platform for
developing the project. In the last, but not the least, I express my gratitude to all those
who have directly and indirectly rendered assistance guidance and support in completing
project.

PREFACE
The summer training of a management student plays an important role to develop a wellgroomed professional. It is a golden opportunity for me to give theoretical concepts a
practical shape in the field of application. It gives me an idea of dynamic and versatile
professional world as well as an exposure to the intricacies and complexities of corporate
world.
My summer training for minimum 45 days in Saras dairy was an eye opening experience
to see the impact of Human Resource in the organization.
In BBA we are taught above two dozen subjects which if not the application of the
practical knowledge. At SARAS DAIRY I got a chance to apply our theory to the latest
technological and service environment.

In a span of two short months of exposure I learned a lot on various aspects of H.R. and
organizational structure. Now after two months I can say one thing for sure that the best
way to learn is at work and the human is the most important and the necessary asset of
the organization without which the organization would not be able to one step forward in
process.

It was a real interesting experience and I enjoyed every part of it. In todays globalize
world, where cutthroat competition is prevailing in he market, theoretical knowledge is
not sufficient. Beside his one need to have practical knowledge, which would help an
individual in his/her carrier activities and it is true that

Experience is better teacher.

TABLE OF CONTENTS
SR. NO.

TOPIC
INTRODUCTION TO SARAS DAIRY

Chapter1.

BACKGROUND NOTE
VISION,MISSION & OBJECTIVE
SARAS VALUES
INDIAN DAIRY DEVELOMPENT
THREE TIER STRCTURE
FUNCTION OF EACH DEPARTMENT

MARKET DEVELOPMENT ACTIVITES

Chapter 2.

SARAS RANGE OF PRODUCT

QUALITY ASSURANCE
ADVERTISING MEDIA PREFERED
SARAS MARKETING GROWTH
DISTRIBUCTION NETWORK

HUMAN RESOURCE

Chapter 3.

WHAT IS HUMAN RESOuRCE

HUMAN RESOURCE MANAGMENT

COMPANY HR

MISSION
DEPARTMENT STRUCTURE
HUMAN RESOURCE PROCESS

AREAS WHERE EXPLORED

Chapter 4.

Chapter 5.

RECRUITMENT
EMPLOYEE RETENSION
TIME RECORD KEEPING
LEAVE PROCESS
EXIT INTERVIEW

PROJECT DONE
QUESTIONNAIRE
OBSERVATION & ANALYSIS
CONCLUSION
RECOMMENDATIONS
5

EXECUTIVE SUMMARY
HR is an integral part and in an organization there is a wide variety and nature of HR
functions. Some important HR functions forms the basic of this project
I ASHISH SHARMA trainee in SARAS DAIRY did the analytical study ofRECRUITMENT.
RETENTION PROCESS
LEAVE PROCESS
EXIT INTERVIEW ANALYSIS
The reason to select and study this topic is the need of the Organization to analyze the
Data of attrite employees and in a way to minimize the attrition. It has also been helpful
for me as an aspiring HR professional to study about the different challenges face by the
department. It also throws light on the Recruitment & leave process in Saras dairy. Exit
Interview for HR Dept, its usefulness to the Organization & Employees at Saras thereby
to find out various reasons of employee leaving the organization.
The project gives suggestive measure to make the Exit Interview process more effective
and beneficial in terms of analyzing the factors for future use.
Eventually People are our greatest asset is a mantra that companies have been
chanting for years. But only a few companies have started putting Human Resources
Management (HRM) systems in place that support this philosophy. Here I will try to
contribute insights about Exit Process better Retention practices, recruitment &leave
process.

BACKGROUND
&
HISTORY

Snapshots
In India White Revolution or Dairy industry was introduced in a Small town name
kheda of Gujarat, which was monitored by the National Dairy Development Board.
The Head office of the N.D.D.B is situated in Anand district. This board has taken
initiative of establishing Dairy Sanghs in different parts of the country. In compilation to
above, there are 16 different districts of India in which the board had established Dairy
Sanghs & the head quarter of these sanghs was situated in the Pink city of Jaipur. The
monitoring of the Dairy sanghs was being done by the N.D.D.B.
On the directions delivered by the Rajasthan Cooperative dairy federation ltd., in the year
1972 in the District Of Bhilwara, Bhilwara dairy Sangh was established, on Anand
pattern under operation Floor- I programmed and was registered under co-operative act.
Feeder balancing dairy plant with one-lac liters per day capacity was commissioned in
1983 being managed by Rajasthan Co-operative Federation; Jaipur was handed to
Bhilwara Dugdh Sangh in 1990.
On the first day of its opening Bhilwara Dairy Sangh procured 100 lit of milk and in the
year 1977 the sangh started marketing of milk as well as selling loose milk. In the year
1984, with the expansion of the sangh, the business of packed milk was also started &
1200 lit of milk was sold in this year by the sangh
Last couples of year have witnessed tremendous growth in milk procurement, processing,
marketing & rural development activities.
But from 1st April-2009, as per guidelines from R.C.D.F Jaipur Bhilwara milk union had
to shade-off chittorgarh district from its milk thrust area. Now onwards Chittorgarh will
be treated as treated as another milk union.
In present time approx. 88.5 lit milk per day is being sold in Bhilwara district.
Bhilwara dairy is presently selling 5 varieties of milk in addition with milk by products
namely shrikhand, panner, butter, flavoured milk, chach & ghee in different pack size.
Soon the dairy will be introducing cheese, curd & ice-cream.
Now, Bhilwara Zilla Dugdh Utapadak Sahakari Sangh is one the forerunners among
cooperative dairies not only in Rajasthan but also in north India. Sangh with milk shed
area covering Bhilwara district caters to demand of market of Bhilwara districts.
Sangh now has 845 registered DCS with 53,509 members & procuring average 1.10 Lakh
liters of milk per day & out of which 88.5 thousand liters of milk is being sold within the Bhilwara
District. Bhilwara Zilla Dugdh Utapadak Sahakari Sangh has got ISP 15000 (HACCP) recently in
Feb2001.
Bhiwara milk union was established in 1972 &registered under co-operative act with the
objective.
1.
To organize milk producers co-operative societies at village level.
2.
To arrange to collect surplus milk generated in villages.
3.
Social & economic upliftment of milk producers.
4.
To undertake milk production enhancement activities such as artificial
insemination, distribution of balance cattle feed, treatment of animals, distribution of
fodder seed etc.
5.
Marketing of good quality, processed milk & products to consumer at
reasonable price.
9

VISION, MISSION & OBJECTIVE

Vision:To be the world leader in the business by providing a convenient, transparent and
trustworthy online platform for effective wealth management.

Mission :To offer unparallel value by providing the customer transparent, convenient and
effective anytime -anywhere integrated financial transaction capability

10

OBJECTIVE :

To carry out activities for promoting production, procurement, processing and

marketing of milk & milk products for the economic development of animal husbandry/
farming community.

Organize and provide technical inputs.

Erection of Dairy, chilling plant, cattle feed plants for unions.
Study of problems of mutual interest of the Federation and milk unions.
Impart training and orientation to dairy co-operative members.
Advice, assist and guide milk unions.
To organize milk producers co-operative societies at village level.
To arrange to collect surplus milk generated in villages.

METHODOLOGY:The methodology includes collection of various data with the help of prepared
questionnaire and interviewing retailers, distributors and customers.
The kind of research analysis has been done on the basis of opinions and observations. I
will learn that how they used the Selection and recruitment process.

11

Saras Values

P People

We value our people and promote diversity in our

w
workplace and in our thinking.

S Service

Our absolutely, positively spirit puts our customers

at the heart of everything we do.

I Innovation

We invent and inspire the services and technologies

that improve the way we work and live.

I Integrity

We manage our operations, finances and services

with honesty, efficiency and reliability.

Responsibility We champion safe and healthy environments for the

communities in which we live and work.

Loyalty Loyalty

We earn the respect and confidence of our FedEx

people, customers and investors every day, in
everything we do.

12

13

INDIAN DAIRY DEVELOPMENT:INTRODUCTION:Dairy has a special role to play in the economic development of the country.
People in underdeveloped countries desirous of accelerating economic development
emphasis the need of industrialization so much that they almost forget that the
development of agriculture itself is a key factor in the economic development of dairy.
Therefore must either precede occur simultaneously with general economic development
growth in Indian economy. Therefore requires a high degree of dairy development to
sustain a desirable rate of economic growth.
Milk is a basic output in dairy enhanced profitability.
Following the recent general agreement on tariff and trade to a globalization of
markets will call for competitiveness and efficiency in the dairy sector in terms of
productivity, risk coverage, nutritional qualities and adaptability. The dairy industry
will have to asses its strength and weakness in terms of vertical development, timely
production, its processing storage, and marketing. In dairy farming is still in its growing
phase, ongoing policy, imitativeness will have to suit domestic requirement. It should
also capture a potential share of the international trade. In this endeavor, development of
farm working technologies and their assessment, assignment, and creation of awareness
about their potentials will be paramount importance.

DAIRY INDUSTRY :Dairy Industry has become one of the most competitive profits making
industry . Now it has giving helping hands to farmers as a dairy based Industry.
The number of Indian veterinary companies has an inherent capability to
become multinational and to capture substantial dairy markets.
The strength at our command can help in production and supply of drugs to the
country with prior commitments to sustain external markets besides taking need based
production programmers in user country as well.

14

STATEMENT OF PROBLEMS :In India more than 60% of the population is depending on agriculture.
Agriculture is the backbone of Indian economy. Only percentage of land has irrigation
facility. Rain fall is playing game with the Indian farmers are experiencing flood &
drought situations
Dairy low yield my be resulted by the following reasons :1.
2.
3.
4.

Inferior quality calves.

Irreregularity in usage of feed and feed additives.
Improper method of feeding.
Indequate care about the diseases.

The success of dairying in India can be attributed to the following factors:1.

Efficient milk production system: this is the basic and most contributory
factor of all. Milk production in India
is highly integrated into the farming system. The crop farming system and the dairy
system in turn provides farm power and fertilizer into the farming system. The production
system of milk in India is based on improving the conversion efficiency of indigenous
cattle and buffaloes through cross-breeding and genetic upgrading rather than the
introduction of exotic dairy animals into the system.
2.
Cooperation of the dairy industry: the major secret of success of the dairy
program in India is the involvement of milk producers in setting up their own
organizations for milk production enhancement, milk procurement, processing and
marketing.
3.
Remunerative prices to the milk producers: the milk producers in India
are now generally assured of a guaranteed market at remunerative prices even during
flush period when production exceeds the demand for milk and milk products. Milk
producers in India almost receive almost 2/3rd of what the consumers pay for their milk
.this has resulted in better prices of milk.
4.
Cheap imports not used against local producers : imports of dairy
commodities in India was centralized through a farmer friendly National Dairy
Development Board which ensured that imported commodities are not made available to
the processing plants at lower prices than locally milk.
15

5.
Strong linkage between milk production enhancement and milk
procurement agencies: the privilege of collecting milk from the milk producers in India
now currieries the responsibility of supplying inputs to increase the milk production. This
linkage also optimizes on transport of feed to the processing plant.
6.
Efficient organization of milk collection: Bulk of the milk procured by the
processing plants in India is brought to the plant within 3-4 hours of milking avoiding
intermediate chilling and reduced Efficient policy making, planning and
implementation infrastructure: the Government
of India National Dairy
Development Board Dairy Cooperative linkage in India has provided an efficient
framework for policy making ,planning and programmed implementation
7.
Establishment of a National milk Grid: Milk in India now moves right
across the length and the breadth of the country linking milk producers with the
consumers and evening out the regional and seasonal disparities in production cost.
8.
Efficient supply of cattle feed concretes :balanced cattle feed concretes
are now being made available to the milk producers right at the village level ,at prices
that provide good value for money spend on each cattle feed .milk trucks that bring milk
from the villages also carry cattle feed optimizing on the transportation cost.
9.
Improving the efficiency of indigenous mulch animals: India has
achieved bulk of the increases in milk production through the significant improvements
in the conversion efficiency of dairy animals through genetic up gradation of the local
stock rather than importing milch cattle .only exotic cattle were imported in the country
for the production of the exotic bulls.
10.
A long tradition of milk production and consumption: -India has a long
tradition of keeping milch animals as a part of the farming household .the animals are
cared for and greatly valued .the entire farming family devotes time to the upkeep of the
animals .

16

THREE TIER STRUCTURE:The dairy co-operative movement operates on three tier system wherein farmer members
own dairy co-operative societies (DCS) which own district milk producer's union. The
unions collectively own the RCDF.
It is a vertically integrated structure that establishes a direct linkage between those who
produce the milk and those who consume it.
Federation - Provides service & support to unions. Marketing within & outside state,
Liaison with government and NGO agencies, mobilization of resources & coordinating &
planning programmers / projects.
Union - Develops village milk cooperative network, procures milk from DCS, processes
& markets. Sale of cattle feed and related inputs, promotion of cross breeding through AI
and NS, promotion of fodder development and general support & supervision to DCS.
DCS - Provides input services to its members and procurement of milk.

17

The dairy co-operatives depict the following institutional properties:

Democratically elected board of DCS, milk unions & Federation from among
their members.

Adoption of such bye laws which ensure democratic process on the principles of
cooperation.

Management & ownership of assets by the cooperatives.

Autonomy in pricing, marketing & appointment of personnel.

Employment of professional.

Total control of the organization is in the hands of its members.

18

SARAS RANGE OF PRODUCTS

The sangh at present produces & markets the following milk & milk
products in Bhilwara & Bhilwara district.

SARAS PRODUCTS
(A) SARAS MILK**
1. FULL CREAM MILK
2. STANDARDISED MILK
3. TONED MILK
4. DOUBLE TONED MILK
5. SKIMMED MILK
(B) SARAS BY PRODUCTS
1. GHEE
2. TETRA PACK MILK
3. FLAVOURED MILK
4. COW GHEE
5. TABLE BUTTER
6. PANEER
7. SRIKHAND
8. CHAACH
9. ICE CREAM
10. MILK CAKE
11. RASGULLA
12. CHEESE
13. MAWA

19

PRODUCT LAUNCHED:1.

Mitti dahi: -100 gms. Cup

2.

Flavored Milk:-200 ml. bottle pack

3.

Ice Cream :-100 gms cup

4.

Cow Milk in Pouch: - lt. & one lt.

5.

Cow ghee: - 1 lt.

AVERAGE DAIRY PRODUCTION

1.

Paneer:- 1800 kg.

2.

Shrikhand:-5000-5500 cups

3.

Dahi:-13000 cups

4.

Chhach (plain):-40,0000-45,000 packets

5.

Chhach (salted):-25,000 packets

6.

Lassi:-25,000 packets

7.

Mawa:-1400 kg

20

QUALITY ASSURANCE :RCDF possesses a specialized central quality control laboratory which monitors
adherence to quality standards through random sampling of milk, milk products, cattle
feed, packing material etc. Each dairy plant has its own laboratory to which RCDF staff
provides advice and technical support. Established in the year 1990 the Central Quality
Control Laboratory in RCDF is engaged in monitoring the quality standards of milk and
milk products, packaging material, cattle feed and effluent treatment so as to ensure their
conformance with laid down respective standards of P.F.A., B.I.S., Ag-mark and
Pollution Control Board. Ambit of activities cover all aspects right from collection of
milk to finished products by programmed such as clean milk production, ISO-9002 and
HACCP-15000 certification. In addition to this all the major milk plants and cattle feed
plants too have their own laboratories to ensure the QAP and TQM at first place.
Commitment to production of quality products has resulted in the dairy plants at Ajmer,
Alwar, Bhilwara, Bikaner, Ganganagar, Jaipur & Udaipur being registered under ISO9002 and HACCP-15000 systems

21

ADVERTISING MEDIA PREFFERED:-

ADVERTISING MEDIA PREFFERED

MEDIA
NUMBER
PERCENTAGE
((%)
AUDIO VISUAL(T.V,RADIO)
80
54
PRINT(NEWSPAPER,MAGZINE)
24
16
OUTDOOR(HOARDINGS,WALL29
19
PRINTING)
POP17
11
MATERIAL(DANGLERS,BANNERS)

:-

ADVERTISING MEDIA PREFFERED

AUDIO
VISUL(T.V,RADI
O)
PRINT(NEWSPA
PER,MAGZINE)

OUTDOOR(HOA
RDINGS,WALLPRINTING)
POPMATERIAL(DAN
GLERS,BANNER
S)

22

SARAS
(A HERITAGE OF HEALTH & TASTE)

MARKETING-GROWTH

OF
SARAS DAIRY, BHILWARA

23

ACTIVITIES :The marketing activities of the Federation include providing support to the Milk Unions
in milk and milk products within and outside the State. RCDF is presently marketing
milk & milk products under Saras brand :
Fresh milk of different compositions and long shelf life tetra pak milk is being marketed
in rural and urban areas. The Federation is a major supplier of tetra pak milk to the
armed forces.
RCDF is also marketing various fresh milk products in Saras brand, which are, Chhach,
Lassi, Shrikhand, Flavoured Milk, Mawa, Paneer and Dahi. Long life products such as
Cow ghee, Ghee, Table Butter, Dairy Whitener, Skim Milk Powder, WMP and Tetra Pak
Milk (Cow Milk, Taza Milk and Fit and Fine) are also being marketed.
Saras Milk Parlors serving a complete range of milk products are operational at 385
points in Rajasthan.
Presently Saras brand is being marketed through a network of 16556 outlets.

24

BHILWARA ZILA DUGDH UTPADAK SAKAHAR SANGH LTD. BHILWARA

PERFORMANCE AT A GLANCE (MARKETING)

PARTICULARS

SNO.

(A)

2002-03

2003-04

2004-05

2005-06

2006-07

83

98

105

106

119

539

610

975

1036

1113

3,08,762

4,11,772

8,48,796

1,165,717

973,361

(B) PANEER (K.G.)

19,749

38,211

37,216

39,923

44,777

(C) TABLE BUTTERE (K.G.)

4,092

5,380

7,505

8,222

10,682

(D)SHRIKHAND (K.G.)

2,263

14,374

20,143

22,105

22,000

(E)FLAVOURED MILK (LTR)

3,538

2,832

3,753

4,382

8,929

(G)TETRA PACK(LTR)

NIL

NIL

1,133

875

NIL

(H)CHEESE (KG)

NIL

NIL

3.00

NIL

(I) MILK CAKE (KG)

NIL

NIL

498

721

NIL

(J)RASGULLA(KG)

NIL

NIL

365

3,278

868

(k)MAWA(KG)

NIL

NIL

NIL

1,050

575

605

715

742

865

942

102

110

110

112

145

20

45

30

539 SAMP.

90 SAMP.

235 SAMP.

30 SAMP.

1282 SAMP.

69%

70%

68%

69%

68%

SUB STAND.

SUB STAND.

SUB STAND.

SUB STAND.

SUB STAND.

SALE OF MILK & MILK PRODUCT

AVERAGE PER DAY SALE OF

1
MILK (TLPD)
2

YEARLY SALE OF GHEE(MT)

YEARLY SALE OF F.M.P

(A )CHACH (LITER)

(B)
(A)

EXPANSION OF DISTRIBUTION NETWORK

DEALER/RETAILER
(CUMULATIVE)

(B)

GROWTH IN COVERAGE
(TOWN/KASBA/CITY)

( C)

(A)

MARKET DEVELOPMENT

MILK TESTING CAMPAIGN

25

CUSTOMER VISITS TO DAIRY

(B)

(A)

SAMPLE

SAMPLE

SAMPLE

3893

5976

6100

2280

4633

(48
BATCH.)

(72
BATCH.)

(83
BATCH.)

(32
BATCH.)

(55
BATCH.)

4400

4800

5091

5391

6270

16+2
REF.

19+2 REF.

22+2
REF.

DISTRIBUTION NETWORK
PER DAY RUNNING OF
VEHICLES(KM.)

(B)

SAMPLE

PLANT(N0S.)(HOUSE WIFE /
SCHOOL CHILDREN)

(D)

SAMPLE

NO. OF VEHICLES (ALL INSU -

24+2

REF.

26

27+2
REF.

DISTRIBUTION NETWORK
The union has divided the Bhilwara district into 10 routes.The milk is supplied to these
areas through Milk Insulated Vans.
S.no
1
2
3
4
5
6
7
8
9
10

Name of Routes
Bhilwara 1
Bhilwara 2
Bhilwara-3
Gangapur
Hamirgarh
Devli
Gulabpura
Kachola
JJahajpur
Bijoliya

RETAILERS /DISTRIBUTORSBhilwara Sangh has divided its milk thrust area into Two Zones1. Bhilwara city 2. Bhilwara up country
For Bhilwara city retailers are appointed & for Bhilwara
dealers are appointed.

up country market

27

FUNCTIONING OF EACH DEPARTMENT IN BRIEF

In present the BHILWARA DAIRY is procuring 1.10 lake lit milk per day from different
villages & towns, adjoining to Bhilwara district. The Dairy plant is having a storage
capacity of 2.00-lake liter milk per day. From the procured milk 88.5 thousand lit of milk
after pasteurization (as per PFA act) is sold in the market to the customers & rest of the
milk is utilized for making by products/R.M.G/N.M.G /Inter union sale etc. For
monitoring & controlling the above activities four main deptt. are established, these all
deptt are interrelated with each other. A Managing director is appointed by the R.C.D.F
Jaipur for controlling & monitoring all the activities of various deptts.

FOUR MAIN DEPTTS OF BHILWARA DAIRY

& THEIR WORKING1.Procurement & In put Department- This deptt. deals mainly with
procurement & collection of milk. The basic functions of deptt are formation of D.C.S in
villages, collection of milk, Organizing f.O.P programmes, Payment to D.C.S (T.K.P.D),
Technical input through trainings, institutional development activities.
2.Production & Plant Deptt.- Main work of this deptt. is processing & packaging
of milk. The procured milk is sent by the P& I deptt. to plant. Its main work is to process
the milk & packing it & utilizing rest of the milk for making by products like paneer,
ghee, chach, shrikhand or any other purpose according to requirement.
3.Marketing deptt.-The main function of this deptt. is to sell the packaged milk &
milk by products in the market. Other subsidiary functions of this deptt. is to organize
Customer orientation programme, Milk testing camps, Advertisement & Sales
promotional activities.
Marketing dept. Had appointed Booth agents/dealers for selling their products.The milk
is distributed to them through Insulated milk van, refrigerator van. Marketing deptt. had
captured Bhilwara, Chittor, M.P & adjoining areas as their target market.
The booth agents of Bhilwara city are called retailers while the booth sellers of up
country are called Dealers. 70 paisa commission is paid to retailers & dealers on monthly
basis. For By products commission is given to the dealers appointed by the Sangh on the
basis of the product supplied. Ever year many incentives schemes are also launched for
the retailer/dealers by the marketing deptt.
Marketing deptt. also deals with sales promotional activities
4.Accounts and finance deptt.-These two deptt. deals with financial matters of the
sangh. All the funds are made available to different deptt. through finance deptt.. All the
cash receipt, bill payments, voucher entries, are handled by Accounts deptt.Thus, these
all deptt. are controlled by their departmental heads. Dairy sangh has received recognition
as An ISO-9001:2000 & IS 15000(HACCP) Organisation.

28

OTHER DEPARTMENT

ADMINISTRATION:- This is the branch where again several departments

work. They have separate assistant manager for each branch who looks after the
functioning of their respective departments. There are P&I, HR, finance and computer
department in this branch. Technical inputs are also working here whose objective is to
provide medical facilities to the cattle. They provide first aid facility to animals at their
doorstep.

ENGINEERING: - The branch is responsible for looking after work related to

machinery. They try to save energy by energy conservation program. This department
though small in size, looks after the functioning of machinery to continue work smoothly.
They have to endeavor minimizing the possibility of any machinery breakdown.
PLANT:- Plant deals with manufacturing of by-products and several other related
functions. In the plant again several sub-departments are working. They are by-products
section, quality control and laboratory. Processing of by-products take place in plant.
Processed food is sent in laboratory.

PACKAGING SYSTEM:- as the name suggests this branch deals

packaging of milk in such a way as to keep it for long time. Here milk is first heated to
142 C so as to kill the germs. Then it is packed in a special pack, which is known as tetra
pack. This package has special kind of paper in six layers, which helps in keeping milk
fresh for 60-90 days.

ESTABLISHMENT OF MILK PRODUCING CO-OPRATIVE

COMMITTEES:- till the year 2001-02, bhilwara milk co-operative has established
around 1040 milk producing co-operative committees and has around 77,439 members. It
includes 455 women committees and 21,450 women members. Still it is trying to
increase its membership.

MILK PROCURMENT AND PAYMENT:- This co-operative

collected average of 2.851 kg milk per day in year 2001-02 as compared to average of
2.311 kg in the year 2001-02. it has recorded an increase of 23.4% in milk collection. In
January 2002 it collected maximum of 4.321 kg of milk and established the record of
collecting average of 4.191 kg milk per day in the history of co-operative.

29


MEDICAL FACILITIES OF CATTLES:- For providing better health
facilities to milk producing cattle and to provide medical facilities to them, co-operative
has established animal development organization. They also provide emergency service
to cattle. To stop the deficiency milk in summer season, they have also arranged animal
cooling system.

TRANSPORT:- This section is responsible for transportation of milk. Milk

is collected from rural areas and brought to dairy. After this, it is supplied to different
places as per requirement.

30

31

WHAT IS HUMAN RESOURCE?

Human Resources may be the most misunderstood of all corporate departments, but it's
also the most necessary. Those who work in Human Resources are not only responsible
for hiring and firing, they also handle contacting job references and administering
employee benefits.
It's true that any individual who works in Human Resources must be a "people person."
Since anyone in this department deals with a number of employees, as well as outside
individuals. Managing employees is a major job, so those in Human Resources must be
equal to the task. Ten or twenty years ago, Human Resources personnel were rarely seen.
Instead they worked behind the scenes to ensure personnel records were in order and
employee benefits were being properly administered, but the job stopped there. Today's
Human Resources personnel don't only handle small administrative tasks. They are
responsible for staffing major corporations. This is no minor feat.
It's not enough to be able to screen potential employees, however. Those who work in
Human Resources also have to be able to handle a crisis in a smooth, discreet manner.
Whether the issue is health care related or employee disputes, a person working in
Human Resources must be trusted to keep an employee's personal details to herself. The
Human Resource team must also be a good judge of morale and realize when morale
boosting incentives are needed. It's up to them to make sure all employees are
comfortable with their surroundings and working under acceptable, if not above average,
conditions.

32

WHAT IS HUMAN RESOURCE MANAGEMENT ? :Human resource management is focused on the effective and efficient use of human
talent to accomplish the strategic objectives of the organization. In the past, human
resource management often involved administrative tasks such as handling employee
benefits questions, recruiting, interviewing, and hiring new staff, and ensuring that
organizational policies and procedures were established and followed in compliance with
relevant employment law. Todays human resource professionals manage those tasks and,
increasingly, consult with top executives regarding strategic planning. They have moved
from behind-the-scenes staff to leading the company in suggesting and implementing
organizational change policies. Increasingly, top management is recognizing that a
competitive advantage can be gained through strategically managing their human
resources.
Human Resource Management includes all activities used to attract & retain employees
and to ensure they perform at a high level in meeting organizational goals.

33

COMPANY HUMAN RESOURCE

The human resource department is responsible for planning, developing, and
implementation of HR processes and system comprises of :

Recruitment and manpower planning.

Training and development.

Compensation and benefits.

Performance management.

Employee relations and communication.

MISSION:
At SARAS DAIRY, personnel department is an important department, which
relates to human relations ships within the industry.
It aims to provide
Social responsibility in surrounding villages.
Recruitment and selection of right person for the job.
Implementation of training schemes of government.
Providing the environment which enables the employees to perform to his potential
and win

Proper maintenance of service records of employees.

Implementations of agreements, awards and agreed discussions.
Organizing welfare amenities for general health of the workmen.
Proper implementation and coordination of management personnel policies.
To attract, develop, and retain the best talent in the industry

34

ORGANIZATION STRUCTURE
MANAGING DIRECTOR
------------------------------------

MANAGER
MANAGER
PROCUREMENT
PLANT

&
INPUT DEPTT.

&
PROD. DEPTT

MANAGER MANAGER
MKTG.
FINANCE

&
DEPTT.

ACCTTDEPT.

DY.MANAGER
DY MANAGER DY.MANAGER DY.MANAGER
PROCUREMENT
PLANT
MKTG.
FINANCE.
&
&
DEPTT
&
INPUT DEPTT
PROD. DEPTT
ACCTT DEPT.

ASTT MANG. ASTT MANG. ASTT MANG. ASTT MANG.

PROCUREMENT
PLANT
MKTG.
FINANCE
&
&
DEPTT.
&
INPUT DEPTT. PROD. DEPTT.
ACCTT.DEPTT

SUPERVISIOR SUPERVISIOR SUPERVISIOR ACOUNTT.

PROCUREMENT PLANT
MKTG.
FINANCE
&
&
DEPTT.
&
INPUT DEPTT. PROD. DEPTT.
ACCTT. DEP

35

36

AREAS WHERE EXPLORED

These are the following areas where a detailed study is done according to the various
procedures and policies of the company.

SR. NO.

TOPIC
RECRUITMENT PROCESS

1.

2.

3.

OBJECTIVE
SOURCE OF RECRUITMENT
RECRUITMENT PROCESS
RECRUITMENT POLICY IN SARAS DAIRY
EMPLOYEES RETENSION
WHAT IS EMPLOYEES RETENSION
FIVE MAJOR THINGS FOR
EMPLOYEES RETENSION
IMPORTANCE OF
EMPLOYEES RETENSION
BENEFITS OF ATTRITION
LEAVE PROCESS

TYPES OF LEAVE
LEAVE ADMINISTRATION PROCESS

TIME RECORD KEEPING

4.

RULES AND REGULATIONS

PROCEDURE

EXIT INTERVIEW
5

NEED OF EXIT INTERVIEW

IDLE EXIT PROCESS
WHAT MAKES EMPLOYEE LEAVE

37

RECRUITMENT PROCESS
Develop a pool of qualified applicants.
OBJECTIVE:
To advertise for new employees and laisioning with employment agencies and job search
websites and it also comprises of determining the best candidates from those who supply
, arranging interviews, tests and finalization of candidates.

VARIOUS ASPECTS:
It comprises of the various activities:
Manpower requisition raised, arranging interviews, selection and placement
of right candidate at right place with right time.

38

SOURCES OF RECRUITMENT:-

SARAS DAIRY has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the
organisation itself (like transfer of employees from one department to other, promotions)
to fill a position are known as the internal sources of recruitment. Recruitment candidates
from all the other sources (like outsourcing agencies etc.) are known as the external
sources of recruitment.

SOURCES OF RECRUITMENT

39

INTERNAL SOURCES OF RECRUITMENT:-

1.Transfers
The employees are transferred from one department to another according to their
efficiency and experience.

2.Promotions
The employees are promoted from one department to another with more benefits and
greater responsibility based on efficiency and experience.

3.Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case
of shortage of qualified personnel or increase in load of work.

5. The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the family do
not become dependent on the mercy of others.

40

EXTERNAL SOURCES OF RECRUITMENT:PRESS ADVERTISEMENTS

1.

Advertisements of the vacancy in newspapers and journals are a widely used source of
recruitment. The main advantage of this method is that it has a wide reach.

EDUCATIONAL

2.

INSTITUTES

various management institutes, engineering colleges, medical Colleges etc. are a good
source of recruiting well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This source is known as
Campus Recruitment.

3.

PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of client

companies by charging a fee. These agencies are particularly suitable for recruitment of
executives & specialist. It is also known as a RPO(Recruitment Process Outsourcing)

4.

EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These

exchanges provide job information to job seekers and help employers in identifying suitable
candidates.
5.

LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the sources
of such workers. This source is used to recruit labors for Construction jobs.
6.

UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such callers are considered
nuisance to the daily work routine of the enterprise.

41

7.

EMPLOYEE REFERRALS

Many organizations have structured system where the current employees of the organization can
refer their friends and relatives for some position in their organization. Also, the office bearers
of trade unions are often aware of the suitability of candidates. Management can inquire these
leaders for suitable jobs

8.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed whenever a
permanent worker is absent. More efficient among these may be recruited to fill permanent
vacancies.

42

RECRUITMENT PROCESS

43

SELECTION PROCESS:

Background
Information

Refere
nces

Interviews

Selection
Performance
tests

Physical
Ability
tests

Paper
tests

44

BENEFITS OF INTERNAL RECRUITMENT:

Recruiting costs: Since the recruiting machinery is focused on an already
existing pool of employees to fill a vacant position, and therefore selection and
socializing processes are less time and dollar consuming, internal recruiting tends to be
less expensive than external recruiting. Internal recruitment is cheaper and quicker than
advertising in various media and interviewing outsiders.

Time Saving: Time spent in training and socialization is also reduced.

Motivation: The prospect of potential promotion or transfers provides a clear

sign to the current work force that the organization offers room for advancement. This
addresses the employee's need for self-achievement. Internal recruitment can be used as a
technique of motivation. Morale of the employees can be improved

Familiarity: The familiarity of the employee has a two-side effect: On the

one hand the employee is familiar with the organization's policies, procedures, and
customs. At the same time, the organization has established an employment history
showing the workers formal and informal skills and abilities. Suitability of the internal
candidates can be judged better than the external candidates as known devils are better
than unknown angels.

Easier: The ability of the recruit is known so it is easy to assess potential for
the next level. By contrast, assessments of external recruits are based on less reliable
sources, such as references, and relatively brief encounters, such as interviews.

Insiders know the organization, its strengths and weaknesses, its culture
and, most of all, its people.

Benefits of Promotions: Promotions from within build motivation and a

sense of commitment to the organization. Skilled and ambitious employees are more
likely to become involved in developmental activities if they believe that these activities
will lead to promotion.

45

DRAWBACKS OF INTERNAL RECRUITMENT:

Inbreeding: One drawback of extensive internal recruiting is the reduced likelihood
of innovation and new perspectives. A lack of new employees from the outsides leads to
a lack of new ideas and approaches.

EEO Criteria: A use of the internal pool for the consideration of vacant positions
can lead to conflicts with the Equal Employment Opportunity Commission. The
organization has to ensure and continuously check its balance of a diverse workforce.
This has to relate to the organizations legal, political and geographical environment.

Sometimes it is difficult to find the right candidate within and the organization
may settle for an employee who possesses a less than ideal mix of competencies.

If the vacancies are being caused by rapid expansion of the organization there may
be an insufficient supply of qualified individuals above the entry level.

This may result in people being promoted before they are ready, or not being
allowed to stay in a position long enough to learn how to do the job well.

reduce organizational flexibility and growth, and resistance to change by those who have
an interest in maintaining the status quo may present long term problems.

In times of rapid growth and during transitions, the organization may promote from
within into managerial positions, regardless of the qualifications of incumbents.
Transition activities and rapid organizational growth often mask managerial deficiencies;
it is not until the growth rate slows that the deficiencies become apparent and, then, the
organization finds it difficult, if not impossible, to undo the damage. The resulting cost of
remedial training can prove prohibitive.

46

RECRUITMENT POLICY IN SARAS DAIRY:In todays rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time.
Therefore, it is important to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable recruitment policy is the first step
in the efficient hiring process. A clear and concise recruitment policy helps ensure a
sound recruitment process.
A recruitment policy of in SARAS DAIRY should be such that:
It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with dignity and

respect.

Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weight age during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and employment

relationship.

Integrates employee needs with the organizational needs.

47

EMPLOYEE RETENSION

WHAT IS EMPLOYEE RETENSION:Employee retention is a process in which the employees are encouraged to remain with
the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee.
Employees today are different. They are not the ones who dont have good opportunities
in hand. As soon as they feel dissatisfied with the current employer or the job, they
switch over to the next job. It is the responsibility of the employer to retain their best
employees. If they dont, they would be left with no good employees. A good employer
should know how to attract & retain its employees.

48

EMPLOYEE RETENSION STRATEGIES:The basic practices which should be kept in mind in the employee retention strategies
are:1.
Hire the right people in the first place.
2.
Empower the employees: Give the employees the authority to get things done.
3.
Make employees realize that they are the most valuable asset of the
organization.
4.
Have faith in them, trust them and respect them.
5.
Provide them information and knowledge.
6.
Keep providing them feedback on their performance.
7.
Recognize and appreciate their achievements.
8.
Keep their morale high.
9.
Create an environment where the employees want to work and have fun.

Employee Retention
Employee retention is a process in which the employees are encouraged to remain with
the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee.
Employees today are different. They are not the ones who dont have good opportunities
in hand. As soon as they feel dissatisfied with the current employer or the job, they
switch over to the next job. It is the responsibility of the employer to retain their best
employees. If they dont, they would be left with no good employees. A good employer
]lgfqshould know how to attract and retain its employees. Retention involves five major
things

1.CompensationCompensation constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive compensation
package
plays
a
critical
role
in
retaining.
Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options,
bonuses, vacations, etc.

49

2.Organization Environment
Organization environment includes

Culture

Values

Company reputation

Quality of people in the organization

Employee development and career growth

Risk taking

Leading technologies

Trust

Types of environment the employee needs in an organization

Learning environment: It includes continuous learning and improvement of the
individual, certifications and provision for higher studies, etc.

Support environment: Organization can provide support in the form of worklife balance. Work life balance includes:
o

Flexible hours

Telecommuting

Dependent care

Alternate work schedules

Vacations

Wellness

50

Work environment: It includes efficient managers, supportive co-workers,

challenging work, involvement in decision-making, clarity of work and responsibilities,
and recognition.
Lack or absence of such environment pushes employees to look for new opportunities.
The environment should be such that the employee feels connected to the organization in
every respect.

3.Growth and Career

Personal growth and dreams: Employees responsibilities in the organization should help
him achieve his personal goals also. Organizations cannot keep aside the individual goals
of employees and foster organizations goals. Employees priority is to work for them and
later on comes the organization. If hes not satisfied with his growth, hell not be able to
contribute
in
organization
growth.
Training and development: Employees should be trained and given chance to improve
and enhance their skills. Many employers fear that if the employees are well rained,
theyll leave the organization for better jobs. Organization should not limit the resources
on which organizations success depends. These trainings can be given to improve many
skills like:

Communications skills

Technical skills

In-house processes and procedures improvement related skills

C or customer satisfaction related skills

Special project related skills

Need for such training can be recognized from individual performance reviews,
individual meetings, employee satisfaction surveys and by being in constant touch with
the employees.

51

4.Relationship
A supportive work culture helps grow employee professionally and boosts employee
satisfaction. To enhance good professional relationships at work, the management should
keep the following points in mind.

Respect for the individual: Respect for the individual is the must in the organization.
Relationship with the immediate manager: A manger plays the role of a mentor and a
coach. He designs and plans work for each employee. It is his duty to involve the
employee in the processes of the organization. So an organization should hire managers
who can make and maintain good relations with their subordinates.
Relationship with colleagues: Promote team work, not only among teams but in
different departments as well. This will induce competition as well as improve the
relationships among colleagues.
Recruit whole heartedly: An employee should be recruited if there is a proper place and
duties for him to perform. Otherwise hell feel useless and will be dissatisfied.
Employees should know what the organization expects from them and what their
expectation from the organization is. Deliver what is promised.
Promote an employee based culture: The employee should know that the organization
is there to support him at the time of need. Show them that the organization cares and
hell show the same for the organization. An employee based culture may include
decision making authority, availability of resources, open door policy, etc.
Individual development: Taking proper care of employees includes acknowledgement
to the employees dreams and personal goals. Create opportunities for their career growth
by providing mentorship programs, certifications, educational courses, etc.
Induce loyalty: Organizations should be loyal as well as they should promote loyalty in
the employees too. Try to make the current employees stay instead of recruiting new
ones.

5.Support
The feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by
providing personal loans during emergencies, childcare services, employee assistance
programs,
counseling
servicesetc.
Employers can also support their employees by creating an environment of trust and

52

inculcating the organizational values into employees. Thus employers can support their
employees in a number of ways as follows:

By providing feedback

By giving recognition and rewards

By counseling them

By providing emotional support

53

Importance Of Employee Retention

The process of employee retention will benefit an organization in following ways-

The cost of turnover: the cost of employee turnover add hundreds money to a
company's expenses. While it is difficult to fully calculate the cost of turnover (including
hiring costs, training costs and productivity loss), industry experts often quote 25% of the
average employee salary as a conservative estimate.

Loss of Company Knowledge: When an employee leaves, he takes with him

valuable knowledge about the company, customers, current projects and past history
(sometimes to competitors). Often much time and money has been spent on the employee
in expectation of a future return. When the employee leaves, the investment is not
realized.

Interruption of Customer Service: Customers and clients do business with a

company in part because of the people. Relationships are developed that encourage
continued sponsorship of the business. When an employee leaves, the relationships that
employee built for the company are severed, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is

felt throughout the organization. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the

attrition rates are low. Higher retention rates motivate potential employees to join the
organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in

hiring a new employee and then training him/her and this goes to the loss of the company
directly which many a times goes unnoticed. And even after this you cannot assure us of
the same efficiency from the new employee.

54

Benefits of Attrition
Attrition rates are considered to be beneficial in some ways:

If all employees stay in the same organization for a very long time, most of
them will be at the top of their pay scale which will result in excessive manpower costs.

When certain employees leave, whose continuation of service would have

negatively impacted productivity and profitability of the company, the company is
benefited.

New employees bring new ideas, approaches, abilities & attitudes which can
keep the organization from becoming stagnant.

There are also some people in the organization who have a negative and
demoralizing influence on the work culture and team spirit. This, in the long-term, is
detrimental to organizational health.

Desirable attrition also includes termination of employees with whom the

organization does not want to continue a relationship. It benefits the organization in the
following ways:
o
It removes bottleneck in the progress of the company
o

It creates space for the entry of new talents

It assists in evolving high performance teams

There are people who are not able to balance their performance as per expectations,
lack potential for future or need disciplinary action. Furthermore, as the rewards are
limited, business pressures do not allow the management to over-reward the performers,
but when undesirable employees leave the company, the good employees can be given
the share that they deserve.
Some companies believe attrition in any form is bad for an organization for it means
that a wrong choice was made at the beginning while recruiting. Even good attrition
indicates loss as recruitment is a time consuming and costly affair. The only positive
point is that the realization has initiated action that will lead to cutting loss.

55

LEAVE PROCESS
It is the policy of SARAS DAIRY to provide leave facility to its employees; to attend to
their personal work, contingencies and for rejuvenation.

Purpose: To understand the leave rules and regulations applicable to all concerned
employees.

Scope:
1.
This policy applies to all saras & group companies.
2.
All employees deputed out of India, will be governed by these rules with the
exception inclusions in the Leave rules of the deputed country.
3.
This policy will be applicable only to full-time employees.
All confirmed employees are entitled to leave, according to the rules and regulations as
stated below:
Every employee will be entitled for the following leaves
Time Off (T/O)

5 days per year

Sick Leave (S/L)

5 days per year

Jan to june-15 days

Privilege Leave (P/L or Vacation)

July to dec -15 days
Paid Holidays

As declared every year

Maternity Leave (M/L)

12 weeks

Casual leave (yearly)

15 days

All leave, irrespective of geographical location, will be inclusive of Saturdays, Sundays

and holidays which may fall in between. All leave will be calculated on the basis of the
Calendar year. Detail information on coverage is available on request from the HR
Department.

56

Paid Holidays:
There are 12 predetermined Holidays in every year which are declared on the 1st January
of every year and the details regarding holidays would be displayed on the notice board.

Responsibilities
1.
All leave is subject to the approval of the immediate supervisor.
2.
For the purpose of accounting, leave for the year shall mean the calendar year,
beginning on Jan 1st and ending December 31.
3.
An employee whilst on leave should not take up any alternative employment
during the period of the leave.
4.
Any leave whether casual or privilege leave will be granted at the convenience
of the management & nothing shall limit the free discretion of the management to refuse,
revoke or curtail leave as the exigencies of the companys work may require.

Time Off (T/O)

Time Off (Casual Leave) will be credited from the Date of Joining

It starts accruing from the date of joining and must be availed before 31st
December each year as no accumulation is allowed.

T/O will be granted to cover absence on account of unforeseen and urgent

circumstances at the discretion of the Company but the duration should not exceed 2 days
at a time.

T/O cannot be encashed. T/O must be applied for in

advance else within 3
days of availing T/O. If applied for after this period the supervisor may use his discretion
to convert this into Leave Without Pay (LWP).

Sick Leave (S/L)

Sick Leave will be credited from the Date of Joining.

S/L will be granted for personal illness and should be fully documented by the
employee with accompanying medical certificate when such leave exceeds two days.

S/L can be prefixed or suffixed with P/L .

Sick Leave can be accumulated upto 15 days but encashment will not be allowed.
57

Privilege Leave (PL / Vacation)

Entitlement is 15 days for every completed year of service. P/L will be credited on
January 1st of every calendar year. (For e.g. P/l earned in the year 2005 is credited on
January 1st 2006). P/L is earned on a pro-rata basis in the calendar year i.e. from Date of
Joining for the first year of service.

P/L can be prefixed or suffixed with public holidays, monthly offs & weekly
offs.

Holidays which fall during P/L shall be counted for determining the total
vacation taken.

P/L can be taken in advance on prodata basis in case of serious illness or selfmarriage during the 1st twelve months of service. Such leave will require prior
authorization from Department Head and subsequent authorization from the HR
Department.

Any leave on account of prolonged sickness will be adjusted against P/L.

Maternity Leave:

Permanent female employees of the company will be entitled to the M/L if they
are not covered under the Employees State Insurance scheme, under the ESIC Act, 1948.

A female employee who has worked in the establishment for a period of 12

months immediately preceeding the day of the expected delivery is applicable for this
leave.

Such female employee will be allowed M/L with pay up to 12 weeks provided
she under takes not to do any other work out side her home during these 12 weeks and the
birth of the child is certified by the approved medical practitioner.

The applicant for M/L shall give notice to the company of her impending
confinement not less than 8 weeks in advance, supported by a medical certificate.

M/L will be in addition to other leave facilities already in force.

No leave-pay shall be due or payable in lieu of unavailed M/L.

No maternity benefit will be granted when the employee concerned has already
two living children.

58

MAINTAINING THE LEAVE

ADMINISTRATION PROCESS

NOTE:
THE FORMS RELATED TO THE LEAVE OF THE EMPLOYEES IS BEEN
ATTACHED WITH THE ANNEXUURE GIVEN BELOW.

59

TIME RECORD KEEPING

OBJECTIVE:
Regular attendance is essential to the Companys efficient operation and is a necessary
condition of employment. When employees are absent, schedules and customer
commitments fall behind, and other employees must assume added workloads.

Rules And Regulations:

Employee can choose anyone among three slated slots at the reporting time i.e. 09:30
am, 10:00 am, and 10:30 am

Official hours would be of 8.5 hours which is applicable for all working days
for employees working in general shift and 8 hours for employees working in shifts
excluding 2nd and 4th Saturday (half day) of every calendar month only for employees
working in general shift.

It is mandatory for each employee to sign in the attendance register on daily

basis with in time and out time at branch office from the day of joining.

HR.

In case of leave, approved leave application needs to be submitted to the local

In case of duty outside place of positioning, Outdoor duty (ODD) form should
be submitted to the HR department.

The payroll period starts from 16th of every month to 15th of the next month.

The first salary is processed as per assumed attendance based on the date of
joining

60

PROCEDURE

61

EXIT INTERVIEW
Objectives
The main objective to this study is to provide SARAS with the different aspects of Exit
interviews & to find out the factors which influenced employee to leave the organization,
in particular with last fiscal year. Additionally, to find out the views of employees and to
find out effective retention practices. And to meet the following criteria
To study reasons why employees are leaving the Organization.
To study retention strategies used by organization to retain Employee Talent.
To identify what professionals look from their jobs in their organization
To identify the satisfier that will improve the level of employee satisfaction.

Exit Interview
Exit interviews are interviews conducted with departing employees, just before they
leave. From the employer's perspective, the primary aim of the exit interview is to learn
reasons for the person's departure, on the basis that criticism is a helpful driver for
organizational improvement. Exit interviews (and prior) are also an opportunity for the
organization to enable transfer of knowledge and experience from the departing
employee to a successor or replacement, or even to brief a team on current projects,
issues and contacts. Good exit interviews should also yield useful information about the
employer organization, to assess and improve all aspects of the working environment,
culture, processes and systems, management and development, etc.; in fact anything that
determines the quality of the organization, both in terms of its relationship with its staff,
customers, suppliers, third-parties and the general public. Many employers ignore the
opportunity that exit interviews offer, chiefly because exit interviews have not been
practiced in the past, and starting them is a difficult initiative to undertake, given the
potentially subjective and 'fuzzy' nature of the results; the time involved; and the
unspoken corporate urge to avoid exposure to criticism. Exit interviews are nevertheless a
unique chance to survey and analyze the opinions of departing employees, who generally
are more forthcoming, constructive and objective than staff still in their jobs. In leaving
an organization, departing employees are liberated, and as such provide a richer source of
objective feedback than employed staff do when responding to normal staff attitude
surveys.
As ever, corporate insecurity and defensiveness can be an obstacle to implementing exit
interview processes, so if the organization finds it difficult to begin the practice as a
matter of general policy, you can still undertake your own exit interviews locally with
your own staff as and when they leave.
From the departing employee interviewee perspective, an exit interview is a chance to
give some constructive feedback, and to leave on a positive note, with good relations and
62

mutual respect. Recrimination, blame, revenge and spite are destructive feelings and
behaviors, so resist any temptation you might have to go out all guns blazing. Be calm,
fair, objective and as helpful as possible. In the future you may wish to return to the
organization (situations and people change), and you may cross the paths of your excolleagues, managers in the future. The adage about treating people well on your way up
because you might meet them on the way down applies just as well on your way out. The
exit interview is an opportunity to shake hands and leave friends, not enemies.

Need of Exit Interview

They provide an opportunity to 'make peace' with disgruntled employees, who might
otherwise leave with vengeful intentions.
Exit interviews are seen by existing employees as a sign of positive culture. They are
regarded as caring and compassionate - a sign that the organization is big enough to
expose itself to criticism.
Exit interviews accelerate participating managers' understanding and experience of
managing people and organizations. Hearing and handling feedback is a powerful
development process.
Exit interviews help to support an organization's proper HR practices. They are seen as
positive and necessary for quality and effective people-management by most professional
institutes and accrediting bodies concerned with quality management of people,
organizations and service.
The results and analysis of exit interviews provide relevant and useful data directly into
training needs analysis and training planning processes.
Exit interviews provide valuable information as to how to improve recruitment and
induction of new employees.
Exit interviews provide direct indications as to how to improve staff retention.
Sometimes an exit interview provides the chance to retain a valuable employee who
would otherwise have left (organizations often accept resignations far too readily without
discussion or testing the firmness of feeling - the exit interview provides a final safety
net).
Every organization has at any point in time several good people on the verge of leaving
because they are not given the opportunity to grow and develop, at the same time,
ironically, that most of the management and executives are overworked and stretched,
some to the point of leaving too. Doesn't it therefore make good sense to raise the
importance of marrying these two situations to provide advantage both ways - i.e.
facilitate greater delegation of responsibility to those who want it? Exit interviews are an
excellent catalyst for identifying specific mistakes and improvement opportunities in this
vital area of management development and succession.
Exit interviews, and a properly organized, positive exit process also greatly improve the
chances of successfully obtaining and transferring useful knowledge, contacts, insights,
tips and experience, from the departing employee to all those needing to know it,
especially successors and replacements. Most leavers are happy to help if you have the
courage and decency to ask and provide a suitable method for the knowledge transfer, be
it a briefing meeting, a one-to-one meeting between the replacement and the leaver, or
during the exit interview itself.
63

When to Conduct Exit Interview?

Every time there is an employee termination in the department which may be dismissal
for lack of performance, retirement, layoff or voluntary resignation

Ideal Exit Interview Process

Begin with a positive note

Treat each employee with dignity and respect

Basic administrative tasks: final paycheck; inform the employees vacation and
benefit payments; retrieve keys, identification cards and other company properties

Obtain forwarding address, and if appropriate, name and address of the new
employer

Structured Interviews - from easy to hard questions. Do not ask the reasons for
leaving at the beginning of face-to-face exit interviews.

Probe for the Real reasons of voluntary separations!

End the meeting with a positive tone and if appropriate, ask employee to
recommend people to be hired.

64

WHAT MAKES EMPLOYEE LEAVE:The most common reasons can be:

Job is not what the employee expected to be: Sometimes the job
responsibilities dont come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.

Job and person mismatch: A candidate may be fit to do a certain type of job
which matches his personality. If he is given a job which mismatches his personality,
then he wont be able to perform it well and will try to find out reasons to leave the job.

No growth opportunities: No or less learning and growth opportunities in the

current job will make candidates job and career stagnant.

Lack of appreciation: If the work is not appreciated by the supervisor, the

employee feels de-motivated and loses interest in job.

Lack of trust and support in coworkers, seniors and management:

Trust is the most important factor that is required for an individual to stay in the job.
Non-supportive coworkers, seniors and management can make office environment
unfriendly and difficult to work in.

Stress from overwork and work life imbalance: Job stress can lead to
work life imbalance which ultimately many times lead to employee leaving the
organization.

Compensation: Better compensation packages being offered by other companies

may attract employees towards themselves.

New job offer: An attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc. can lead an
employee to leave the organization.
NOTE:
THE FORMS RELATED TO THE EXIT INTERVIEW OF THE EMPLOYEES IS
BEEN ATTACHED WITH THE ANNEXUURE GIVEN BELOW

65

PROJECT DONE
Questionnaire
Dear All,
Greetings of the day!
I, Ashish sharma working on the Project named "Exit Interview Analysis, Retention
Practices.& leave process As a part of my project I would like you all to share your
opinions.
The information provided by you will be confidential and will be utilized for the purpose
of Analysis and giving suggestion to the management based on your views.
I wish to conclude the project with your valuable comments. This is possible only if I
receive your genuine feedback. To facilitate this process, I have enclosed a
questionnaire. I will be grateful if you could take some time and fill in the details as soon
as possible.
Looking forward to your cooperation.
Thanking you in advance.
Best Regards.
Ashish sharma

Age: __________________

Gender: ________________________

Department : ________________

Designation: ______________________

66

1. Are you satisfied with your current role? If Yes, Why? If No, Why not?

2. What are the two things you like and dislike about your current Job Profile?

3. Is there any other department you would like to join in besides your own dept? If Yes,
Why? If No, Why Not?

4. Apart from current benefits, mention any two benefits you would like receive at
?

5. What suggestion you would like to give it to Management to improve Growth

opportunities for you?

6. Do you think if you are being treated fairly at the time of compensation comparing
with you previous organization? If Yes, Why? If No, Why Not?

7. Are you satisfied with the way you performance is measured? If Yes why? If No why
not?
8. Will you refer your friend or Ex colleagues to join
not?

? If yes why? If No Why

9. Are you satisfied with the working environment? List the important factors which
keep you satisfied? Also, List the two most important things you are unsatisfied with.

10. My superior treats all the employees in my department / division equally

11. There is open communication between different departments / division

67

12. The environment in this organization supports a balance between work and personal
life

13.

You are satisfied with the welfare activities

(Canteen, first aid, cultural programs, celebration of festivals etc

14. My workplace is a physically comfortable place to work and is well maintained.

OBSERVATION & ANALYSISFIELD METHODOLOGY

The methodology adopted in the field to collect the data represented diagrammatically
below:

Segmentation of People

Meeting with People

Filling up questionnaire
or Interview
68

Table 1: Top five reasons given by employees at the time of resigning.

Percentage
18
10
9
5

Career Change
Career chances would take too long within FedEx
Basic Pay Insufficient
Unsatisfactory working environment (e.g. the place)
Unsatisfactory working conditions (e.g. working
hours/shifts)

20
18
18
16
14

Percentage

12
10

10

8
6
6

6
4
2
0

Career
Change

1.00

2.00

3.00
Reasons

Basic Pay
Insufficient

4.00

5.00

Unsatisfactory
Working Conditions

Inference:
From the above fact, 18% of the employees left organization due to career
change, 10 % of employee left organization due to lack of growth opportunities, 9% of
employees left due to insufficient pay, and 6 % of employee left due to unsatisfactory
working environment and unsatisfactory working conditions respectively.

69

Table 2: Employee Attrition at different levels of the Organization

Total Number of Employees at Management Level
Num. Of Employees Left at Management Level
Total Number of Employees at Professional Level
Num. Of Employees Left at Professional Level
Total Number of Employees at Clerical Level
Num. Of Employees Left at Clerical Level
% of Employees Left at Management Level
% of Employees Left at Professional Level
% of Employees Left at Clerical Level

52
7
209
36
270
53
13
17
20

25
20

20

17
13

15

Series1
10
5
0
% of Employees Left at
Management Level

% of Employees Left at
Professional Level

% of Employees Left at
Clerical Level

Inference:
Above graph reveals that the attrition at Management level 13 %, at
Professional level is 17% & at clerical level its 20%.

70

TOTAL REQUIREMENT IN SARAS DAIRY

Senior
Manager

SR.NO.

YEAR

1
2
3
4
5
6
7
8
9
10

2000
2001
2002
2003
2004
2005
2006
2007
2008
2009

1
1
1
1

TOTAL

Manager
2
1
1
2
1
1

Assistant
Manager

Executive
2
3
4
5
2

2
2
2
3
1
3
1
1
2
1

18

23

1
1
4
1

71

CONCLUSION:After analyzing the EMPLOYEE SATISFACTION SURVEY we conclude the

Following are the findings which are based on Employee suggestion and views..
1. Employees are satisfied with their current role because of the culture of the
organization, new learning & Team support but on the other hand they are unsatisfied
because of not proper utilization of their knowledge & skills to full extent.
2.Employee is seeking multi tasking role & wish to handle different duties &
responsibilities.
3.The catalyst factor for employee to be at SARAS is SARASS Brand name, Stability of
the Organization, Ethics of organization & its Trainings programs.

Finally, there should be lot of training & Devolvement programs & Team
Building Activities between other work groups and departments. There should be
employee engagement programs arranged on periodic basis such as events, picnics,
celebration of festivals, arranging competition on a yearly basis will bring a good change
in the environment.
The finding of this project may be utilized to arrive at the various decisions which may be
considered by the management and they must be adopted as improvement which may
further lead to an improvement in the market share of the DAIRY and Retaining the
employees especially your best ones require more than Goodies and Gimmicks.
It requires understanding4. Employee retention is a process in SARAS DAIRY IS Very
Powerful.
their needs which can drive satisfaction and high performance in them, and then use his
knowledge to create an intrinsically motivating work experience, by doing this
organization can become what we say in true words , Retention worthy.

72

Recommendations
Employee Engagement
There should be active Employee engagement officer who will be responsible for
Employee engagements activities because Employee engagement is one step ahead of
employee satisfaction. Employee is not only satisfied with the management decisions,
salary and things but also giving back to the organization in terms of commitment,
dedication, and loyalty.
Employee Engagement is the level of commitment an employee has towards the
organization. The primary behaviors of engaged employees are: speaking positively
about the organization to coworkers, potential employees and customers, having a strong
desire to be a member of the organization, and exerting extra effort to contribute to the
organizations success.

Stay Interview
In case of Stay Interview there should Proper counseling should be held for all the
employees with HR Representative along with or without their immediate manager. This
interviews should be mandatory to conduct, and can be conducted on periodically basis.
This will help organization & SARAS employees to find out each others problems and
to find out measures to help employee retain in the organization for longer time.

Different Leave Pattern

There should Different number of allotment to employees at each level. For instance, if
the employee joining in the organization who is liable for 25 days leave in year so as he
grows with the company and if he/she is performing up to organizations standards he/she
should be given more number of leaves every year. This will attract employee to perform
better & stick with the organization for longer time.

Leave Without a Reason

In this concept, if the Employee is allotted 15 casual leaves in each fiscal year, then the
employee should be allowed to take a leave without giving reason to his Line manager.
Its been observed that employee giving various counterfeit reason for not turning up to
work. Rather to avoid this till the employee is not exceeding the leave which have been
allotted to him/her the manager should not ask employee for the reason of leave but
employee can just inform his/ her manager that he/she will be taking a casual leave.

73

Job Rotation
This is one of the ways to reduce attrition in an organization. Job rotation is one such
popular administrative control tool that was introduced during the 1950s by the founder
of IBM, Thomas Watson. It endeavors to move employees from one job function to
another at a specific interval. Whenever an employee finds an activity unchallenging, he
is rotated to another job at the same level with similar skill requirements. Job Rotation
can be advantageous to reduce absenteeism in following ways:

Reduction in stress
Reduction in Boredom and monotony
Increase in Production.
Increases innovation and motivation
Job Satisfaction

Fair compensation
Remuneration package is the driving force of any employment.
Handsome package as a platform for people to take new initiatives.
Besides basic package, there can also be performance-based incentives-relating to
targets achieved, accuracy and productivity.

Recreation
Recreation is an important as any other tool. It helps in creating a conducive
environment making fun for everyone.
Thus, it is necessary to introduce consistent recreation initiatives like Sports, Activities,
family get together and unwinding zones at the workplaces
Besides this, cultural programs and Birthday celebrations break the monotony of
everyday work pressure.

The Grievances
In order to create a supportive work atmosphere, ensure a prompt atmosphere; ensure a
prompt redresser of grievances. This reinforces an employees belief in the management
and in the fact, that no stone will be left unturned to identify and solve their grievances
and quickly as possible.

74

Interpersonal Relationship at Work

Its been said that and which is mostly true that great people stay in bad jobs with great
bosses & great people leave great jobs with bad bosses. Its necessary that the relationship
with employee and boss should be smooth enough.
If the relationship of a manger with the employee is strong enough even the employee
will support the manager in bad times and will give results putting extra efforts resulting
in being with organization for longer time.

Walk the Recognition Talk

This is nothing but to make every employees feel its importance in the organization and
recognize him for all his work done. This can be done with showing following gestures
like
Certificates of Recognition
Wall of Fame
Best Employee of the Month
Recognition Voice Mail
Thank a Family Member card
Thanks for a job well done card
Take a person to lunch
Candy, Balloons, Popcorn, Movie Tickets

Salary
Employees feel that they are not being paid fairly .So the management should focus on
increasing the pay scale of these employees in order to retain the employees within the
organization.

Performance Appraisal & Rewards:

Employees who have had a reasonable amount of experience feel that the performance
appraisal system is not fair and so they are not rewarded fairly for the efforts put by them.
The management should therefore think on updating the performance appraisal method
and rewarding them accordingly.

75

Welfare Activities:
Though the environment and the infrastructure of the company are good enough for the
employees they still feel that the welfare activities conducted by the company are not at
the optimum level. Maybe this is one of the reasons for lack of communication between
employees of different departments/ divisions. Keeping this in mind the management has
to bring about an improvement in these activities for better interaction of employees.
Also there should be an improvement in the canteen facility.

Job Change:
The major reasons for an employee to take up a similar job in another company with a
similar pay scale could be the amount of stress, less opportunity for career growth due to
unsatisfactory appraisal system etc.
NOTE
Therefore in order to reduce the attrition rate the management should give a thought on
the above made recommendations

76

LEARNINGS:The major learnings from the project include:

COMMUNICATION

As strong communication system is a backbone of the organization I learnt how the

formal communication flows in the organization.

EYE FOR DETAIL

As an HR person must have this competency, I while my training was able to inculcate in
me the eye for detail.

HIGH PRESSURE

There is a very high pressure of recruitments in any organization so I learnt to work and
to be productive in the same pressure.

TEAM WORK

Team work, mutual understanding and friendly

environment is the key to success in
an organization. I learnt how to work and coordinate in teams and how to manage
conflicts within the same.

ENJOYABLE ENVIRONMENT

Instead of very high work pressure the employees used to celebrate all the events and
functions which made the work enjoyable.

77

ANNEXURES
EXIT INTERVIEW FORM
EXIT INTERVIEW FORM
Employee Name

Employee Num

Division / Dept.

Job Title

Hire Date

Termination Date

1. Why are you leaving this Organization?

2. What circumstances would have prevented your departure?

3. What did you like most about your job?

4. What did you like least about your job?

5. What did you think of your Manager on the following points?

Almost

Always

Usually

Sometimes Never

Was consistently fair

Provided recognition
Resolved complaints
Was sensitive to employees' needs
Provided feedback on performance
Was receptive to open communication

78

6. How would you rate the following?

Excellent

Good

Fair

Poor

Cooperation within your division/department

Cooperation with other divisions
Personal job training
Company's performance review system
Company's new employee orientation program
Rate of pay for your job
Career development/Advancement opportunities
Physical working conditions
Comments:

7. Would you consider returning to our organization?

( ) Yes

( ) No

Comments:

8. Was your workload usually:

( ) Too heavy ( ) About right ( ) Too light
9. Would you recommend the company to a friend as a good organization to work for?
( ) Most definitely ( ) With reservations ( ) No
11. What suggestions do you have to make this organization a better place to work?

79

80

SWOT ANALYSIS
The abbreviation SWOT stands for
S
:
Strengths
W
:
Weakness
O
:
Opportunities
T
:
Threats
So the SWOT analysis of the company reflects its internal efficiency and inefficiency and
its external favorable or favorable atmosphere within which it operates. 'The strength and
weakness are concerned with the operations of the company where as the opportunities
and threats are the business environmental factors that are beyond the control or the
company.
A SWOT analyze is the key to a successful Industry.

STRENGTH

i.

SARAS DAIRY is number one dairy .

ii.

About 100000 people got employment through dairy.

iii.

Organization sales graph is showing growth rate every year.

iv.

Quality of given produced is very good.

v.

Good supply channel in all over the India.

vi.

Good marketing skill of marketing managers.

vii.

Long range of variety of products.

viii.

Good Brand name reputation.

ix.

Good human resource and educated labors.

x.

Appropriate controlling system.

xi.

Top class laboratory and automating testing.

xii.
SARAS Dairy is upgraded with the latest technology for processing & packing
of products.
81

xiii.

Distribution network is very strong.

xiv.

From time to time incentive schemes for the booth agent/dealers are introduced.

xv.

Customer satisfaction is given top priority.

WEAKNESS
Internal limitation that is creates strategic disadvantage. It is also an internal factor. The
weaknesses of SARAS DAIRY are following:

1.
Price decision is not matching as per market. Price of the milk is very high
with respect to its brand image.
2.
Lacking in the commission structure.
3.
Irregular supply of desired Milk and By products.
4.
Leakage cant be controlled hence it is indirectly affecting the profit margin
seller.
5.
Dealer/ Retailers problems are not sorted out completely.

OPPORTUNITIES
i.

Many new areas are yet to explore.

ii.

Introduce new product quickly and timely.

iii.

Very few competitors are there in this dairy industry.

iv.

Apply R &D is new area.

v.

Strength becomes opportunity in the same sense like exit interview helps to

improve the satisfacction level of the employees.

vi.

Procurement of milk from other village for make new society and increasing milk
process.

vii.

Apply brand name capital in new area.

viii.

Increase level of middle level income may create a good demand.

82

ix.

Fresh milk market is growing day to day.

x.
The ratio of people drinking dairy milk is more than loose milk consumers (as
people are getting more aware about health & quality).

THREATS

Unfavorable conditions in the organization which creates risk and cause damage to the
organization. It is also and external factor.
The threats of SARAS DAIRY are following: i.

New competitors are entering in the dairy industry; it will be hard to maintain
the existing growth rate.

ii.

High expenditure by competitors on advertisement.

iii.

Dissatisfaction in work force because of salary structure.

iv.

Not proper manage booth.

v.
dairy.
vi.

Commission rate given by the competitors is quite high as compared to SARAS

Farmers are not accepting to purchase milk from DAIRY.

FINDINGS
The following findings are the out come of my survey: i.

SARAs dairy is holding 1 st position and is a Market Leader in the industry.

ii.
Dealers /Retailers are not satisfied with the rigid leakage policy.
iii.
Many times due to excess of demand products couldnt be supplied on time.
iv.
Leakage should be controlled because it is indirectly affecting the profit margin
seller. Leakage should be minimized.
v.
Many booth agents complaints about irregular supply of desired Milk and
Byproducts.
vi.
Rate of commission is low then other dairy it should be
Increased.
vii.
Many time supplies of milk and by products are not getting timely by booth
agents.
83

BIBLIOGRAPHY
BOOKS & REFERENCES:
a.

HUMAN RESOURCE MANAGEMENT

B.B. GUPTA

b.

HUMAN RESOURCE MANAGEMENT

Study material of SWIFT COLLEGE OF IT AND MANAGEMENT

c.

Magazines:
Business today
Economics times

WEBSITES:

www.saras-in.org
www.sarasattic.co.uk
www.saras-autism-diet.freeservers.com
www.saras-smiles.com/
www.sarastreasures.org/
www.sarashuman.com

GUIDED BY:

Mr. CHARAN, (Dy. MANAGER (Head HR )

Miss AANCHAL Mam(Marketing head)

All Employees Of Hr Department

84