SUMMER TRAINING REPORT

ON

“TO STUDY THE HR PROCESSES OF J.K. TYRE & INDUSTRIES”

Submitted By:

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 DECLARATION

I hereby declare that the following documented project report titled “A Brief Study On HR

Processes Of J.K. Tyre & Industries” is an original and authentic work done by me for the

partial fulfillment of Bachelor of Business Administration degree program. I hereby certify that

all the endeavor put in the fulfillment of the task are genuine and original to the best of my

knowledge & I have not submitted it earlier elsewhere.

Name of the student:

Course & shift:

Enrollment no:

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 TABLE OF CONTENTS

CHAPTER PARTICULARS PAGE NO.

1. INTRODUCTION
 Objectives of the study
 Limitations of the study
 Research methodology

2. PROFLE OF THE ORGANISATION

3. DATA AND INTERPRETATION

4. ROLE OF AN HRD FACILITATOR
5. CONCLUSION

6. ANNEXURE
 Bibliography

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 CHAPTER 1
INTRODUCTION

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 EXECUTIVE SUMMARY

To begin with, this executive report is an attempt to present my knowledge and understanding of
the basic concepts of the Human Resource Department of J.K. Tyre & Industries. It also gives
me an opportunity to express my theoretical knowledge to practical implementation at JK Tyre
Ltd, wherein I have undergone as a summer internship.

My topic of the corresponding Summer Training was to learn about the functioning of the
Human Resource Department Of J.K. Tyre & Industries Ltd. A human resources department
is a critical component of employee well-being in any business, no matter how small. HR
responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state
and federal tax laws.

The HR Department of the organization stands on the 7 following pillars:

 Recruitment
 Learning & Development
 Compensation & Benefit
 Strategic Talent Management
 Employee Engagement
 Performance Management System

JK Tyre & Industries Ltd. is part of JK Organization, one of the leading Private Sector Groups
with multi-product, multi-location and multi-business operations in India founded over 100 years
ago. The Vision of JK Tyre & Industries Ltd. is “To be amongst the most admired companies in
India, committed to excellence”.

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 OBJECTIVES OF THE STUDY
 To study the functioning of the Human Resource Department of the J.K. Tyre &
Organization.
 To study in detail, the working of the seven pillars of the HR Department.
 To know and understand the role of HRD Facilitator in the various activities of the
Organization.

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 LIMITATIONS OF THE STUDY
Every project has limitation. It is wise to point them out instead of glossing over them.

This project also has some limitations, which are written below:-

 Lack of knowledge:
As a student, in the research field, I have no past practical experience of data collection,
data processing, data analyzing, integrating and presenting. So it is a limiting factor for
obtain accurate information.

 Lack of time
For the time limitation I could not gather more information to justify exact condition. The
time constraints are limiting factors.

 Fund unavailability
I don’t have much financial support to conduct this study. I could not interview with
more respondents covering the survey area.

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 RESEARCH METHODOLOGY
The research methodology defines what the activity of research is, how to proceed, how to
measure progress, and what constitutes success. It provides us an advancement of wealth of
human knowledge, tools of the trade to carry out research, tools to look at things in life
objectively; develops a critical and scientific attitude, disciplined thinking to observe objectively
(scientific deduction and inductive thinking); skills of research particularly in the ‘age of
information’.

The research methdology is a science that studying how research is done scientifically. It is the
way to systematically solve the research problem by logically adopting various steps. Also it
defines the way in which the data are collected in a research project.

Achieving accuracy in any research requires in depth study regarding the subject. As the prime
objective of the project is to study the HR processes of J.K. Tyre and Industries, the research
methodology adopted is basically based on secondary data.

Sources of secondary data:-

Used to obtain information on J.K. Tyres and its history, policies, procedures etc. wherever
required through

 Internet
 Power Point Presentations
 Employee Record Files

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 CHAPTER 2
PROFILE OF THE
ORGANISATION

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 J.K. ORGANIZATION PROFILE
The JK Organization is a group of companies with 3 headquarters in Delhi, Kanpur and
Mumbai, run by the Singahania which rose to prominence in Kanpur, India, under Lala
Kamlapat Singahania (1884-1937), a fighter for Indian independence who burnt up his stock of
English cloth on the call of Mahatma Gandhi during his satyagrah call against British Rule.
Singhania also set up the Uttar Pradesh Chamber of Commerce. The name JK is derived from the
initials of Kamlapat Singahania (1884–1937) and his father Seth Juggilal (1857–1922) who
belonged to the family associated with the Marwari firm Sevaram Ramrikhdas of Mirzapur. The
JK group was founded in 1918.

The group rose in importance in the 1960s and 1970s when it occupied the third position as
an Indian conglomerate after the Birla and Tata conglomerates. The group has multi-business,
multi-product and multi-location operations, with its foot prints in various countries across the
globe. It has overseas manufacturing operations in Mexico, Indonesia, Romania, Belgium,
Portugal and UAE. The Organization has set up highly reputed Research and Development
Institutes in various fields. The family is currently divided into three main groups headed by 3
patriarchs namely Dr Gaur Hari Singhania based out of Kanpur, Shri Hari Shankar Singhania
based out of Delhi and Shri Vijaypat Singhania, based out of Mumbai. These three patriarchs are
first cousins who now run independent businesses.

The Kanpur family runs JK Cement Ltd, JK Technosoft that provides technology solutions to
organizations, JK Cotton Ltd while the Delhi family runs, JK Tyre, JK Papers, Umang Dairies
Ltd, JK Lakshmi Cement, Fenner India, JK Risk Managers & Insurance Brokers and the Mumbai
family runs the Raymonds group of companies. To maintain the family history and legacy, the
various family run companies though completely independent and many publicly owned and
listed subscribe to the JK Group Logo and the oldest male member of the generation in power by
tradition becomes the President of the JK Group ( The Association of Trade unions) and allots
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the logo to companies run by various family members as and when the apply for membership
and pay an annual fee for the same. It is pertinent to note that these three different units are
technically and legally separate entities and have no cross holdings and have no common
directors and employees except for the shared family history

BUSINESS OF JK ORGANISATION

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JK Tyre & Industries: An Overview
• Established tyre business in 1976, JK Tyres is the No. 1 in Truck and Bus Radial (TBR) tyre
manufacturer in India with highest market share 1

• Ranked as the 24th largest tyre manufacturing company globally

• Annual capacity of 33mn Tyres with 12 manufacturing plants globally

• Wide range of products with a presence in over 105 countries

• 1st Indian tyre company to have verified Carbon Footprint as per IS-14064

• Among the top 4 energy efficient tyre companies in the world (10.3Gj/Ton)

• One of the world’s lowest consumers of water per ton of tyre manufactured (2.8 cu.m/Ton)

• Vast distribution and service network with over 4,000 dealers in India

JK tyre & Industries Ltd. is part of JK Organization, one of the leading private sector groups
with multi-product, multi-location and multi-business operations in India founded over 100 years
ago.The Vision of JK Tyre & Industries Ltd. is “To be amongst the most admired
companies in India, committed to excellence”.JK tyre is the leading corporate entity. The
company started manufacturing tyres in 1977. JK tyre has five state of the art plants strategically
located in India, in the state of Rajasthan, Madhya Pradesh and Karnataka. The company is
known for manufacturing India's leading tyre brands - JK tyres, Vikrant and Tarnel in Mexico,
for all categorise of four wheelers JK tyre is the 22nd largest tyre manufacture in the worlds. JK
tyre exports its tyres to over 80 countries occur in 6 continents and enjoy a Premium brand status
in various sophisticated markets including the Americas. The company also outsources tyres
from China and other low cost countries for its international markets.The company is the
undisputed market leader in Truck/Bus Radials in India, with 138 selling locations, 4,000 strong

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dealer network served by six plants in India and three plants in JK Tornel, Mexico. With state-of-
the-art modern production facilities in all 9 plants, total production capacity is over 20 million
tyres p.a.

Vision
 To be amongst the most admired companies in India, committed to excellence

Mission
 Be a Customer Obsessed Company - Customer First 24x7
 No.1 Tyre Brand in India
 Most profitable Tyre Company in India
 Motivated and Committed team for excellence in performance
 Be a Green Company
 Deliver Enhanced Value to all stakeholders
 Enhance global presence through Acquisition / JV / Strategic Partnerships

 Credentials-

The Indian Powerhouse showcase:

JK Tyre & Industries Ltd. has many firsts to its credit in the industry; this includes pioneering
radial technology in India way back in 1977, leading it to be the Radial Leader in the country. It
is the first Indian tyre manufacturer to make Radial tyres for an entire range of vehicles–
Truck/Bus, LCV, Passenger Cars, MUV and Tractors.

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Winning chemistry:
JK Tyre has established its mark with automotive Original Equipment Manufacturers by
partnering some of the biggest names in the Indian automobile industry, including Maruti
Suzuki, Tata Motors, Ashok Leyland, Mahindra & Mahindra, Volvo Eicher, General Motors,
Volkswagen, Fiat, Nissan, and TAFE.

Power Communication:
JK Tyre has actively engaged with its customers with its continual mass media presence.
Through one of its print advertisements, JK Tyre states itself as ‘The Baadshah of radial tyres on
Indian roads’ with more than 3 million truck and bus radial tyres on Indian roads. It is India’s
No. 1 truck and bus radial tyre manufacturer. JK Tyre’s campaign 'Made for India and Made for
You' is built around the advantage of using JK truck and bus radial tyres.

The ultimate benchmark of achievement

The Company has been actively promoting various disciplines of motorsport in India and has
invested over Rs. 100 crores towards building infrastructure. The Racing and Karting
programmes are the breeding ground for the country's young motorsport talent. JK Tyre
prodigies like Narain Karthikeyan, Armaan Ebrahim and Karun Chandhok have done India
proud in the global arena.

Environmental Quotient
JK Tyre is a green citizen and all its plants are ISO 14001-certified for environmental
conservation. It has taken many green initiatives and launched the ‘Soles with Souls’
programme, an eco-friendly initiative to use discarded tyres as a lifestyle accessory, which has
been acclaimed internationally. JK Tyre Mysore Plant is a recipient of the ‘Golden Peacock
Environment Award’.

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Gearing up for future
JK Tyre is a leading corporate entity, which believes in excellence, innovation and technology. It
has continuously modernised and expanded its manufacturing facilities to retain the edge in
several markets across the world. The key area of thrust continues to be in enlarging its offering
to expand the customer base, providing them with better quality of products and value added
services.

MANUFACTURING PLANTS OF JK TYRES

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 JK Tyre has 9 modern plants in India which are strategically located at:
 Mysore, Karnataka -3
 Banmore, Madhya Pradesh
 Kankroli, Rajasthan
 Chennai, Tamil Nadu
 Cavendish Industries Ltd
JK Tyre has also enhanced its global reach by taking over Tornel, a renowned Mexican
company, which has 3 plants in Mexico. All of these plants are equipped with the world’s most
advanced manufacturing and testing machines.

JK Tyre started manufacturing tyres in 1977 with a capacity of 0.5 million tyres per annum. It
has grown multi-fold over the years, and currently has a capacity of more than 16.6 million tyres
per annum from its 9 plants in India and Mexico. With the commissioning of the Greenfield
Project in Chennai, the capacity across 9 plants has crossed the milestone of 20 million tyres per
annum.

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  R & D FACILITIES-

HASETRI (HARI SHANKAR SINGHANIA ELASTOMER AND TYRE

RESEARCH INSTITUTE)

HASETRI is India's first and foremost independent Research and Testing Centre, established in
October 1991, to fulfil the nation's need for developing newer and better technologies for
elastomeric and tyres.

JK Tyre Tech Centre, near Delhi, is the nerve centre for new product development catering to
current and emerging needs of customers. This centre is engaged in product design,
development, validation and industrialization using the most sophisticated tools and techniques
covering all categories like passenger car radial, light truck radial, light truck bias, truck and bus
radial, farm and off the road tyres.

Raghupati Singhania Centre of Excellence for Tyre and Vehicle Mechanics (RPSCOE) is the
perfect example of an Industry-Institute Collaboration. RPSCOE is an R&D set up located at the
Department of Engineering Design, Indian Institute of Technology Madras (IIT Madras),
Chennai – 36. JK Tyre and Industries Ltd. (JK Tyre), a major tyre manufacturer and pioneer of
radial tyres in India, sponsor this R&D Centre.

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We were always been and now…

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HR VISION & MISSION
 HR Vision

“To be amongst top 25 best employers in India”

 HR Mission

To contribute substantially to Short Term and Long Term Business Results by aligning our
HR initiatives

Facilitating each one of us to deliver 125% (and more) of our capacity and capability

An Enabling Climate for attracting, retaining and nurturing Talent contributing to

Organizational Excellence with an innovative mindset

With the help of SWOT analysis of JK tyres, their HR department are making their HR practices
more innovative. Especially for JK tyres one saying is very identifiable that their corporate
culture is very healthy they are providing to their employees a healthy communication with their
superiors and if employees feeling bed for anything then they can talk to their HR manager
personally. These types of practices make a healthy environment and motivating to the
employees.

In JK tyres recruitment and selection is according to the norms of the company which person
fulfilling the requirements and that persons will be selected. In new figure of employees in this
company 8,000 employees working.

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 They are always providing training programmes to the new entrants and refresher training for
their performance enhancement. In this company their employees always having long term goal
for their retainment because their policies is not so much liberal but in favour of employees.
They are giving many chances to their employees.

CORE VALUES
Excellence comes not from mere words or procedures. It comes from an urge to strive and
deliver the best. A mindset that says, when it is good enough, improve it. It is a way of
thinking that comes only from a power within.

 Caring for people

 Integrity including intellectual honesty, openness, fairness and trust
 Commitment to excellence

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Competence Development

JKO’s Leadership Competency Model has been developed specifically considering our business
context, business challenges, values, culture and ethos. Globally renowned consultancy SHL
(Saville & Holdworth Ltd) of UK has been our partner in developing the JKO Leadership
Competency Model. The main focus has been to help people to improve their competencies and
thus improve business performance.

Organization wide competency awareness over time enables us to align all our HR practices such
as Training & Development, Performance Management System, Recruitment, Promotions,
Talent Management, Career & Succession Planning and Leadership Development to reinforce
and develop the needed competencies in people.

Each employee is in-charge of her/ his own professional development. However, the company
endeavours to offer tremendous opportunities to progress for those having the determination and
potential to develop their capabilities.

Development Opportunities: We Teach; We Learn; We Grow!

Our People Development Plan has been designed to help identify an individual’s development
needs and align it with the company’s Talent Management Program. This leads to customized
developmental inputs which increase and reinforce the employee’s skills and competencies. At
JK Tyre, leadership development is given top priority, as we strongly believe that only through
this we can get competitive advantage with our competitors.

We make sure we identify the best talents, with the attitude and personality that will fit perfectly
with the company ethics. We then provide them with the opportunities they need to learn and
evolve. And we also provide channels of growth for deserving people to climb rapidly up the
corporate ladder.

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 A Culture of Learning

At JK Tyre, we are proud to have instituted a culture of learning, a culture that begins from the
first day a new recruit walks through the door. The first step is the New Joinee Orientation.
Designed as a classroom experience, this serves as an introduction to the entire organization, its
products, processes, history, culture and ethos. This corporate introduction is followed up by the
specific job orientation, tailored to give each new recruit the necessary information related to his
or her job and key responsibility areas at the given location.

Continuous Learning
At our Centre of Learning, a group of experienced learning leaders continually develop, test and
implement new programmes aimed at increasing knowledge and skill levels at various strata of
the organization. The effectiveness of the programmes is regularly monitored and improvements
are made wherever necessary. From web based training to interactive conversations that feel
more like a video game than a training course, our focus on innovation guarantees that the people
of JK Tyre will always be on the leading edge of learning.

The Hari Shankar Singhania Elastomer & Tyre Research Institute (HASETRI) is Asia’s first and
India’s biggest and foremost research centre and is a pioneer in the field of elastomer & tyre
research which fulfils the need for developing newer and better technologies for tyres and
polymers. The primary goal of this autonomous institute is to foster development and evolution
of new technologies for Rubber & Allied Industries, for domestic and international markets and
also to develop technical manpower for the industry.

 Future Leadership Program

 Business Leadership Program
 Emerging Leadership Program
 Management Development Program
 JKO Annual Udaan Competition:
As a part of the learning and development initiative and to unleash creativity & innovation, Cross
Functional Team Working is practiced to develop leadership capabilities and to recognize &
reward the best. This is a competition for all the JK group companies with participation from all

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 units of a company. The cross functional teams make presentation on the given theme to a panel
of external judges. The best 3 teams across the JK Organizations are selected and awarded by the
Chairman every year.

 Mentoring – “The initiative called ‘Krishna – Arjuna’

Developing leadership pipeline has always been most important at JK Tyre, for which a coaching
and mentoring culture has been established across the organization. This is one of the unique
processes of developing the leadership pipeline through an assessment of the employee’s
potential, Individual Developmental Plans (IDP) and coaching & mentoring. In this program,
employee- Arjuna (identified high performer) is mentored by his Krishna (Mentor) for his
development. The IDP is mutually developed based on the inputs from the Assessment Centre,
the employee, his immediate superior and the HR team.

Human Resource System in JK Tyre

Across our manufacturing & production setups and offices spread all over the country, they have
over 10,206 employees; and the Human Resources function in JK Tyre offers very challenging
career opportunities. With a legacy of over a hundred years, management of the human resource
relies heavily on the wealth of experience of the past. But at the same time, it constantly
reinvents itself to remain contemporary and contribute to the achievement of our strategic
objectives.

JK Tyre HR policies and strategies seek to ensure that HR Systems and processes focus on
building a customer focused organization that further enhances the organizational capability to
compete and win the market, starting with the internal customers - the employees. People here
are very experienced in their fields and are a unique source of competitive advantage. HR
Systems and processes ensure that the potential of our human resources is leveraged to enhance
the wealth generating capability of the enterprise and in building a winning organization.

They provide an opportunity to experience the diversity present within the Human Resources
function ranging from Employee Relations, Employee Engagement & Welfare, Performance
Management, Training & Development, Personnel, Salary and Wage Administration,
Recruitments and Corporate Social Development initiatives.

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 CHAPTER 3
DATA AND
INTERPRETATION
(FUNCTIONING OF
THE HR
DEPARTMENT)

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PILLARS OF HUMAN RESOURCE DEPARTMENT

The Human Resource Department Of J.K. Tyre & Industries’ primary functions include the
functioning and care taking of the following aspects:

 RECRUITMENT
 LEARNING & DEVELOPMENT
 STRATEGIC TALENT MANAGEMENT
 EMPLOYEE ENGAGEMENT
 PERFORMANCE MANAGEMENT SYSTEM

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 1.RECRUITMENT

WHAT IS RECRUITMENT?
Recruitment (hiring) refers to the overall process of attracting, shortlisting, selecting and
appointing suitable candidates for jobs (either permanent or temporary) within an
organization. Recruitment can also refer to processes involved in choosing individuals for unpaid
roles. Managers, human resource generalists and recruitment specialists may be tasked with
carrying out recruitment, but in some cases public-sector employment agencies, commercial
recruitment agencies, or specialist search consultancies are used to undertake parts of the
process.

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HISTORY AND EVOLUTION OF RECRUITMENT
Recruitment emerged as a result of WWII. As soldiers were called to war, gaps were created in
the work-place. From here, the employment agency was born and these agencies began
advertising, for those who were not called into military duty, to fill the vacancies left behind by
those who went to war. When the war was over, the recruitment agencies continued to work to
find returning war veterans work, incorporating the new skills they had obtained from their time
away.

By the 1950’s, people were beginning to create resumes that depicted their personal profiles and
skills. During the early days, a consultant’s aim was to satisfy the requirements of the candidates
but in 1970 there was a shift in focus.

As the economy grew, recruiters began to work with clients as these expanding businesses began
to outsource their hiring needs. However, the recruitment industry had a very different process as
modern technology and the internet were yet to exist. The initial main tools of recruitment
consisted of bulletin boards, which led to paid advertisements in the newspapers. Recruitment
was dependant on word-of-mouth and face-to-face applications. As well as this, storing this
information proved a gruelling task, as CVs were kept as mass paper files, making applications
difficult to access and sort through.

The invention of the computer lightened the load for recruiters with the arrival of Applicant
Tracking Systems (ATS) and candidate databases which could store and search through
applications much faster and more efficiently, improving the process for recruiters. The mid-90’s
saw the introduction of the World-Wide-Web, which meant recruiters could pull advertising
away from conventional means such as newspapers, and explore a global world of job
advertising and candidates.

This is where the concept of ‘head-hunting’ really took off. Skip ahead a few years and social
networks made the search for strong skillsets that much easier, with networks such as LinkedIn
dedicating themselves to employers and candidates, acting like the online dating site for jobs;
search through your varying choices and find your perfect match with little effort.

The future for recruitment is unpredictable. As social networking and internet-based resources
expand globally and quicker than ever, smaller businesses are able to head-hunt for themselves
and cut out the middle man and avoid the costs of an agency. However, it is the agencies, such as
Opus, that work to supply only the best candidates to clients. Adhering to the niche sectors and
specific requirements associated with a particular role.

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BENEFITS OF RECRUITMENT

 Strong Pool of Applicants

A planned recruitment effort includes identifying the best methods to connect with qualified
applicants. Newspapers, company websites, job boards, broadcast media and career fairs are
among the common recruitment methods.

 Accurate Screenings
The selection process focuses on applicants, interviews, tests and other mechanisms used to
evaluate the qualifications and traits of candidates. While job interviews are a common and
important means of evaluating applicants, the University of Oregon also suggests that work
samples are valuable in many employee screening processes.

 Proactive Strategic Alignment

Strategic human resources is a proactive approach to talent management when compared to
traditional reactive or transactional HR systems, according to Forbes. Thorough recruitment and
selection processes align with strategic HR.

 Reduced Turnover and High Morale

When an organization hires people with the right personality types and job skills, the end result
often is more happy workers.

CHALLENGES OF RECRUITMENT

1. Competing for talent

You might find the perfect candidate, but chances are you’re not the first. There are a lot of
recruiters out there, and many are reaching out to the same candidates as you. You might find it
difficult to cut through the noise and catch the attention of great candidates.

2. Candidates receiving several job offers

Because the demand for skilled workers is high, many candidates can afford to be selective.
They often have multiple offers to choose from and are likely to accept the most competitive
option.

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3. Clients hiring slowly
The longer it takes to fill a position, the more strain it puts on your client’s business. Employers
want you to source quality candidates and fill positions quickly. Accomplishing both tasks
simultaneously can be one of the biggest challenges in recruitment.

PROCESS OF RECRUITMENT
1. JOB ANALYSIS
In situations where multiple new jobs are created and recruited for the first time or
vacancies are there or the nature in such documents as job descriptions and job
specifications. Often, a company already has job descriptions for existing
positions. Where already drawn up, these documents may require review and
updating to reflect current requirements. Prior to the recruitment stage, a person
specification should be finalized.

2. SOURCING
Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external recruitment advertising,
using appropriate media, such as job portals,local or national newspapers, social
media (such as LinkedIn or RiteSite), business media, specialist recruitment
media, professional publications, window advertisements, job centers, or in a
variety of ways via the internet.

Alternatively, employers may use recruitment consultancies or agencies to find

otherwise scarce candidates—who, in many cases, may be content in the current
positions and are not actively looking to move. This initial research for
candidates—also called name generation—produces contact information for
potential candidates, whom the recruiter can then discreetly contact and screen.

3. SCREENING AND SELECTION

Various psychological tests can assess a variety of KSAOs, including literacy.
Assessments are also available to measure physical ability. Recruiters and
agencies may use applicant tracking systems to filter candidates, along with
software tools for psychometric testing and performance-based assessment. In
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 many countries, employers are legally mandated to ensure their screening and
selection processes meet equal opportunity and ethical standards.

Employers are likely to recognize the value of candidates who encompass soft
skills such as interpersonal or team leadership. Many companies, including
multinational organizations and those that recruit from a range of nationalities, are
also often concerned about whether candidate fits the prevailing company culture.
Companies and recruitment agencies are now turning to video screening as a way
to notice these skills without the need to invite the candidates in physical.
Screening as a practice for hiring has undergone continual change over the years
and often organizations are using video to maintain the aforementioned standards
they set for themselves and the industry.

4. RECRUITMENT PROCESS OUTSOURCING

Recruitment process outsourcing (RPO) is a form of Business process outsourcing
(BPO) where a company engages a third party provider to manage all or part of its
recruitment process.

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RECRUITMENT IN J.K. TYRE & INDUSTRIES
There are 2 broad categories for recruitment of candidates in J.K. Tyre & Industries.

They are:

1. CAMPUS RECRUITMENT
The organization recruits new candidates annually by campus placements.
They have tie-ups with several premium institutes for the same purpose.

The following are the different qualifications required for recruitments for
different positions:

a. SALES TRAINEE
Qualification: MBA

b. GET (GRADUATE ENGINEER TRAINEE)

Qualification: B.Tech / M.Tech

c. MANAGEMENT TRAINEE
Qualification: MBA

2. OFF-CAMPUS RECRUITMENT
Apart from participating in campus placement in numerous institutes, the
organization also recruits employees in 4 other ways. They are:

a. AGAINST VACANCY
The recruitment process is conducted for finding a suitable
candidate against a vacancy in the organization.

b. SPECIAL APPROVAL FOR NEW POSITION

When the company gets the approval for a new position, the
recruitment process is held for finding a suitable candidate for that
position.

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c. CONSULTANCY
The organization has tie-ups with 8-10 consultancy firms, who
shortlist the applicants according to the company requirements,
who are further screened and eventually selected after undergoing
several rounds.

d. NAUKRI.COM
Naukri.com is an Indian job portal operating in India founded in
March 1997. It is the largest jobsite in India. It is widely used by
recruiters and head hunters to meet their hiring needs.

The organizational demand for employees along with the detailed

description so that the candidates can directly apply for the suitable
job through that portal.

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2.TRAINING & DEVELOPMENT

Human resource management regards training and development as a function concerned with
organizational activity aimed at bettering the job performance of individuals and groups in
organizational settings. Training and development can be described as "an educational process
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of employees".

The field has gone by several names, including "Human Resource Development", "Human
Capital Development" and "Learning and Development".

The phrases “Training & Development” and “Learning & Development” are often used
interchangeably in organizations.

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  TRAINING
Training is a program organized by the organization to develop
knowledge and skills in the employees as per the requirement of
the job. The employees are imparted technical knowledge and
skills related to the particular job and stresses on improving the
abilities of each worker.

 DEVELOPMENT
Development is an organized activity in which the manpower of
the organization learn and grow; it is a self-assessment act. It is a
sort of educational process which focuses on the growth and
maturity of the managerial personnel.

 LEARNING
Learning is the process of absorbing that information in order to
increase skills and abilities and make use of it under a variety of
contexts.

HISTORY AND EVOLUTION OF TRAINING AND

DEVELOPMENT
Training and development in the United States emerged in the period during and after its
involvement in World War II. During this period, there was a dramatic increase in the demand
for trained workers brought on by the expanding wartime economy and by technological
innovations. The rise of the U.S. labor movement during this period also contributed to the
growth of employee training and development. After overcoming substantial resistance to its
establishment during the early 1900s, the U.S. labor movement has become a strong proponent
of training (Glass, 2013). As Swanson and Torraco (1995) stated, “Although the popularity and
influence of labor unions has undergone significant change over time, organized labor has
consistently supported extending the availability of education and training seen as broadening the
skill base of its membership”

The early history of training and development and OD was shaped by historical events and the
transformative contributions of pioneering thinkers. This early history has implications for the
fields and their stakeholders. The origins of each of the fields were influenced by different
people and historical events. Yet the fields also were affected by similar environmental factors
and, since the 1980s, have influenced each other’s development. This implies that the fields will
continue to develop in both distinctive and complementary ways, as each field interacts with its
stakeholders and with each other.

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TRAINING AND DEVELOPMENT IN J.K. TYRE &
INDUSTRIES
The first and foremost step for training and development in J.K. Tyre & Industries is
TRAINING NEEDS IDENTIFICATION.

 TRAINING NEEDS IDENTIFICATION

It is the process of identifying the gap between
employee training and needs of training. Training needs analysis is
the first stage in the training process and involves a procedure to
determine whether training will indeed address the problem which
has been identified.

Here, the TNI is recognized mainly through 3 processes. They are:

1. PMS

2. Organizational Needs

3. Talent Management

(These processes are explained in detail in the upcoming pages.)

After finding the Training Needs, the next step is to build a Training Calendar, which is based
on the training needs.

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  TRAINING CALENDAR
On the basis of the training needs, a quarterly Training Calendar is
prepared. The training calendar takes 5 main factors into
consideration. They are as follows:

1. Training

2. Faculty

3. Duration

4. Target Group

5. Cost (Budget)

After the training calendar is made, and the training programme has been conducted, there are a
few Post-Training Activities that take place.

 POST-TRAINING ACTIVITIES
After the training programme has been conducted, some activities
to ensure and evaluate the success of the programme take place. A
few of them are as given below:

1. Feedback Form

All trainees are made to fill a feedback form about the training
programme. This is done so that the company can know their
review about the same.

2. Training Effectiveness Survey

A training effectiveness survey is conducted so that the impact and

the extent of effectiveness of the training programme can be
judged efficiently, by the organization.

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 3.STRATEGIC TALENT MANAGEMENT

Executives and HR management have always been focused on basic talent management—
acquiring, hiring and retaining talented employees. But, to drive optimal levels of success,
business leaders need engaged, high-performing employees. The key to inciting a workforce to
greatness is to align your talent management with company strategy, define consistent leadership
criteria across all functional areas, and identify specific competencies (analytical, technical,
education, experience) to cultivate for continuing growth.

A strategic talent management plan allows you to:

 Become "proactive" versus "reactive". Fill your critical talent management needs and address
company and industry changes promptly;
 Identify essential skills to be developed in all employees, and minimize training costs by
focusing on key development areas; and
 Improve your recruiting process by identifying high-quality candidates using job descriptions
based upon the expertise of your high performing employees holding uniquely valued company
or industry competencies.

Strategically minded organizations are able to change ahead of the curve when it comes to
planning and developing a workforce with the right competencies. They have deeper strategic
insight into their employees, and use that insight to proactively put the right workforces in place
to effectively respond to urgent marketplace needs.

A critical element of a successful talent management program is the generation of "talent pools"
within a company—a reliable and consistent internal source of talent and a valuable piece of the
succession planning process. The development of skilled talent pools makes it easier to develop
desirable skill sets in a broader group of employees, resulting in higher performance across all
levels and functions. By cultivating talent pools internally you are ensuring that you will have
experienced and trained employees prepared to assume leadership roles as they become
available.

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HISTORY OF STRATEGIC TALENT MANAGEMENT

The term was coined by McKinsey & Company following a 1997 study. It was later the title of a
book by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod however the connection
between human resource development and organizational effectiveness has been established
since the 1970s.

Except at a few very large firms, internal talent development collapsed in the 1970s because it
could not address the increasing uncertainties of the marketplace. Business forecasting had failed
to predict the economic downturn in that decade, and talent pipelines continued to churn under
outdated assumptions of growth. The excess supply of managers, combined with no-layoff
policies for white-collar workers, fed corporate bloat. The steep recession of the early 1980s then
led to white-collar layoffs and the demise of lifetime employment, as restructuring cut layers of
hierarchy and eliminated many practices and staffs that developed talent.

The profession that supports talent management became increasingly formalized in the early
2000s. While some authors defined the field as including nearly everything associated with
human resources, the NTMN defined the boundaries of the field through surveys of those in
corporate talent management departments in 2009–2011. Those surveys indicated that activities
within talent management included succession planning, assessment, development and high
potential management. Activities such as performance management and talent acquisition
(recruiting) were less frequently included in the remit of corporate talent management
practitioners. Compensation was not a function associated with talent management.

The issue with many companies today is that their organizations put tremendous effort into
attracting employees to their company, but spend little time into retaining and developing talent.
A talent management system must be worked into the business strategy and implemented in daily
processes throughout the company as a whole. It cannot be left solely to the human resources
department to attract and retain employees, but rather must be practiced at all levels of the
organization. The business strategy must include responsibilities for line managers to develop the
skills of their immediate subordinates. Divisions within the company should be openly sharing
information with other departments in order for employees to gain knowledge of the overall
organizational objectives.

38
STRATEGIC TALENT MANAGEMENT IN J.K. TYRE &
INDUSTRIES

In order to carry out the process of strategic talent management in a proper, effective and
efficient manner, several aspects are taken into consideration.

Judging or evaluating a candidate on the basis of one specific criterion can lead to a faulty
observation of the process and hence, the entire purpose of this practice can go into vain.

Also, not all employees can be good in one common thing. Therefore, there are many aspects
that need to be taken into consideration.

Hence, taking care of all these factors, here, in J.K. Tyres & Industries, the activity of
STRATEGIC TALENT MANAGEMENT gives equal preference to both, an employee’s
BEHAVIOURAL ASPECTS as well as PERFORMANCE ASPECTS.

39
4. EMPLOYEE ENGAGEMENT
For any Human Resources staff, employee engagement and its role in the workplace is of major
importance. Employee engagement is what is used to measure the sort of loyalty that any given
employee has to their job or position, as well as towards co-workers and company culture.
Employee engagement is important, as one’s loyalty can affect the productivity and wellness of
the company. Naturally, Human Resource staff want the best workers to be engaged in a way
that best benefits the company. Positive engagement means that these employees are connected
to their job, loyal, and willing to put in the extra work necessary to accomplish company
goals. Employee engagement illustrates the commitment and energy that employees bring to
work and is a key indicator of their involvement and dedication to the organization. Employees
who are engaged are more productive, content and more likely to be loyal to an organization.

40
HISTORY AND EVOLUTION OF EMPLOYEE ENGAGEMENT
History of management continues to be the backbone of the so-called modern concepts.
Although the term employee engagement was not used in scientific management or in the
human relations movement, the characteristics were incorporated in these early schools. The
three factors of employee engagement explained 78 per cent of the total variance of
employee engagement construct and were significantly influenced by self-efficacy.

Employee engagement may seem a relatively recent concept but actually it goes back over
20 years when the term first appeared in an academic journal in 1990. Prior to that, during
the 70’s and 80’s, HR’s (or as it was then ‘personnel’s’) focus was on employee
satisfaction. But this had little or no connection with performance and was more about the
employee than the organisation or the employee’s relationship with it.

The focus then moved from satisfaction to commitment (and somewhere along the way
‘personnel’ became ‘human resources.’) in return for a job, and possibly a job for life, the
employee would be loyal and commit himself to the organisation. Whilst commitment is an
important element of and predictor of engagement it cannot replace engagement.

But then things started to change. Increased global competition and the shift from a
manufacturing economy to a service one meant employers needed to be more flexible,
leaner and competitive. Traditional industries closed or were severely cut back and
employees learned the hard way that there were no jobs for life, that to progress in their
careers they too needed to be more flexible and move to where the opportunities were.

And that’s what they did. The old contract of a job for life with a nice fat pension at the end
of it was broken. People were free – encouraged even – to move from job to job, selling
their skills and at the same time acquiring new ones courtesy of the new employer. Loyalty
didn’t come into it, or if it did it was more fleeting, more short term. So it benefited the
employee but employers soon realised that actually they were losing people they didn’t want
to lose. It was costing them money and affecting their ability to compete effectively

41
EMPLOYEE ENGAGEMENT IN J.K. TYRE AND INDUSTRIES
In order to ensure the maintained enthusiasm and interest of employees, in work, as well as the
work environment, the company organizes several activities.The activities are of a vast variety.
They range from competitions to parties.

Some of the activities held for employee engagement are as follows:

Competitions

Quizzes

Workshops

Parties

Games

42
5.PERFORMANCE MANAGEMENT
SYSTEM
Performance management is the systematic process by which the Department of Commerce
involves its employees, as individuals and members of a group, in improving organizational
effectiveness in the accomplishment of agency mission and goals.

Performance management is a system designed to identify the ways to achieve organizational

goals through constant assessment and feedback leading to improvement of employee
performance. Performance management, unlike the performance appraisal or annual evaluation
process, is an ongoing assessment of employees in a manner geared to match their goals to the
organizational goals. It also makes strong use of goal-setting and metrics to identify progress and
areas of individual strengths.

43
HISTORY OF PERFORMANCE MANAGEMENT SYSTEM

Performance management systems, in various forms, have been employed for nearly two
millennia. In the third century AD, the Chinese were not only using performance appraisal
systems but were critiquing each other’s biases in their evaluations of their employees. During
the Industrial Revolution of the 18th century, factory managers became aware of the importance
of their employees’ performance on their production outputs. The development of the philosophy
of performance evaluation systems in America has been attributed to such researchers and
philosophers as Peter Drucker and Douglas McGregor, who developed ideas of management by
objectives (MBOs) and employee motivation. Spreigel reported in 1962 that by the early 1960s
more than 60% of American organizations had a performance appraisal system.The system’s
popularlity stemmed from the Army’s implementation of a performance management system for
its officers. Since then, researchers have continued to develop theories of how different
performance evaluation methods can contribute to the success of the organization.

ELEMENTS OF PERFORMANCE MANAGEMENT SYSTEM

Armstrong identifies the five elements of performance management as agreement (of employee,
unit, and organizational goals), measurement, feedback, positive reinforcement and dialogue.
These elements ensure that the performance management process is positive, successful and a
spur to employee improvement. Key to the performance management process are continued
feedback and assessment, depicted shown in the performance management cycle.

There are four main elements of the planning portion of the performance management cycle: role
creation and development, objective planning, assessment and development planning. The first
step, role creation and development, is important because an employee must understand his or
her role in the organization before the performance of that role can be fairly assessed. By first
defining the employee’s goal, a supervisor can then align the employee’s objectives with the
organizational goals.

In performance management, employers provide continuous appraisal through feedback and re-
alignment of goals based on performance. Unlike the annual evaluation process, most
performance management systems are designed to meet the changing needs of both the
organization and the employee. Armstrong identifies that performance assessment can include
the following:

 discussing what the job holder has done and achieved;

 identifying any shortfalls in achieving objectives or meeting standards;
 establishing the reasons for any shortfalls, including changed circumstances;
 agreeing to any changes required to objectives and work plans in response to changed
circumstances;
 agreeing to any actions required by the individual or the manager to improve performance.

44
The organizations that have chosen to use a performance management process have often done
so because the annual evaluation process has failed to meet their appraisal needs. The constant
communication loop of performance management enables organizations to meet both the goals
of their organization and the development and feedback needs of their employees. In contrast, the
annual evaluation process, which is retrospective in nature, provides no formal opportunity for
employees to receive feedback about their performance, request development to increase their
efficiency or ask for new goals during the year.

There are four main elements of the planning portion of the performance management cycle: role
creation and development, objective planning, assessment and development planning. The first
step, role creation and development, is important because an employee must understand his or
her role in the organization before the performance of that role can be fairly assessed. By first
defining the employee’s goal, a supervisor can then align the employee’s objectives with the
organizational goals.

In performance management, employers provide continuous appraisal through feedback and re-
alignment of goals based on performance. Unlike the annual evaluation process, most
performance management systems are designed to meet the changing needs of both the
organization and the employee. Armstrong identifies that performance assessment can include
the following:

45
  discussing what the job holder has done and achieved;
 identifying any shortfalls in achieving objectives or meeting standards;
 establishing the reasons for any shortfalls, including changed circumstances;
 agreeing to any changes required to objectives and work plans in response to changed
circumstances;
 agreeing to any actions required by the individual or the manager to improve performance.

The organizations that have chosen to use a performance management process have often done
so because the annual evaluation process has failed to meet their appraisal needs. The constant
communication loop of performance management enables organizations to meet both the goals
of their organization and the development and feedback needs of their employees. In contrast, the
annual evaluation process, which is retrospective in nature, provides no formal opportunity for
employees to receive feedback about their performance, request development to increase their
efficiency or ask for new goals during the year.

BENEFITS OF PERFORMANCE MANAGEMENT SYSTEM

Performance management has many benefits that the traditional annual evaluation does not.
Luecke identifies three reasons “why performance management matters:”

1. Shareholders (those with a vested interest in the organization) observe better results,
because the human assets of the organization are top-notch and working in unison toward
key goals.
2. Managers are more successful, because their subordinates are doing the right things
correctly.
3. Employees experience greater job security, career advancement, and fatter paychecks,
thanks to outstanding performance

CHALLENGES WITH PERFORMANCE MANAGEMENT SYSTEM

The performance management system is designed to benefit the organization, but like any system
it may meet with resistance or be unconstructively applied. Many supervisors resist the change
from a simple annual performance evaluation process or no process at all to the performance
management system for many reasons: a dislike of criticizing employees; lack of skill in the
appraisal process; dislike of new procedures; and mistrust of the validity of the appraisal
instrument (67). Other reasons the performance management system may fail because of lack of
support from the supervisors and the employees, unclear goals or lack of support for professional
development.

If performed incorrectly, an unsuccessful performance management system can have negative

consequences on the organization. Aguinis identifies the following dangers of a poorly executed
system (9):

46
1. Increased turnover
2. Use of misleading information (if performed improperly, an employee’s performance
appraisal can be incorrect)
3. Lowered self-esteem
4. Wasted time and money
5. Damaged relationships
6. Decreased motivation to perform
7. Employee burnout and job dissatisfaction
8. Increased risk of litigation
9. Unjustified demands on managers’ resources
10. Varying and unfair standards and ratings
11. Emerging biases
12. Unclear ratings systems

PERFORMANCE MANAGEMENT SYSTEM

1. Translate organizational goals into individual job objectives (KRAs).

2. Communicate level and type of competency required for the job.

3. Communicate management's expectations regarding employee performance.

4. Provide feedback to the employee about job performance in light of management's

objectives.

5. Coach the employee on how to achieve job objectives / requirements.

6. Diagnose the employee's strengths and weaknesses.

7. Determine what kind of development activities might help the employee better utilize his
or her skills improve performance on the current job.

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Introduction: Performance Management System in JK Tyre

The fundamental goal of performance management system is to promote and improve

employees’ effectiveness. It is a continuous process where the managers and employees work
together to plan, monitor and review an employee’s work objectives or goals and his or her
overall contribution to the organization.

The role of performance management system in J.K.organisation is as under –

 To objectively assess performance and potential of the individuals.

 To integrate the individuals goal with the company’s goal.
 To serve as an effective tool for the development of individuals.
 To serve as a rational basis for managerial decision and rewards.
 To serve as a tool for identifying individual with potential for growth.
 To serve as an effective tool for performance management.
 To inculcate a culture for performance planning and implementation.
 To serve as a basis for development actions like training, job rotation and career
development.
 To create a conducive climate for team work, individual development and
organizational excellence.

 The performance management is done by the HR department at middle level and at

frontline level of management in J.K. Tyre & Industries Ltd.

The PMS of J.K. Organisation involves following stages –

 Deciding performance parameter and targets.

 Appraise report on his/her own performance.

48
  Performance review
 Performance rating
 Assessment of potential
 Development planning
 reward and recognition
 Target setting for next year

INCREMENTS-

J.K.TYRES has a policy of performance based increments, aimed at suitably rewarding and
encouraging high performance. The increments are decided on the basis of company performance,
departmental performance and individual performance.

COMPETENCIES

 The 7 New Competencies framework on which the company addresses the changing
needs is as follows- -:

 Strategic business perspective

 Customer focus
 Entrepreneurial ability
 Executes with agility
 Nurtures people and performance
 Builds partnership
 Thinks transformation

Career development of employees is done in the form of - :

 Promotion to higher designation

 Cross functional projects/ assignments.
 On the job assignments.
 Job rotation

49
 Coaching and mentoring
 Customizes management development programs
 Potential assessment through objective methods such as assessment centers.

50
 CHAPTER 4
ROLE OF AN HRD
FACILITATOR

51
ROLE OF HRD FACILITATOR IN PERFORMANCE
MANAGEMENT SYSTEMS IN J.K. TYRE & INDUSTRIES
HRD Facilitator is to be present during the biannual and annual performance review of an
employee during review and fill up checklist to help improve process in future.

 To ensure that the review process is robust and seriously done

 HRD facilitator will not interfere or participate in KRA review
process
 To ensure complete confidentiality about discussions and never
discuss or reveal it anyone. This is very important to develop trust
in HRD facilitation process.
 To issue appraisal form to appraisee for self-appraisal.
 To ensure that adequate notice is given at least one week before
the fixed date for review.
 To ensure that place of review does not have any interruptions.
 To ensure adequate time one hour or more is spent per review
 To fill up checklist attached and share it with appraiser after
review is over and the appraisee has left.

52
CHAPTER 5
CONCLUSION

53
CONCLUSION
Hence, it can be clearly implied that the Human Resource Department for J.K. Tyre and
Organisation stands on five main pillars that play a very crucial role in the functioning of the
entire organization.

These 5 pillars of the HR Department have been elaborately and clearly explained earlier in this
project.

To sum up, following are the five main pillars of the HR Department, J.K. Tyre and
Organisations.

 RECRUITMENT
 LEARNING & DEVELOPMENT
 STRATEGIC TALENT MANAGEMENT
 EMPLOYEE ENGAGEMENT
 PERFORMANCE MANAGEMENT SYSTEM

54
CHAPTER 6
ANNEXURE

55
BIBLIOGRAPHY
 https://www.hrzone.com/
 https://www.emeraldinsight.com/
 https://instituteforpr.org/
 https://hbr.org/
 https://www.topechelon.com/
 https://unicornhro.com/

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