New Microsoft Word Document

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.
in)
Page 1
A
PROJECT REPORT
On
Study of HR Practices & Process of Performance Appraisal Study of HR Practices &
Process of Performance Appraisal Study of HR Practices & Process of Performance
Appraisal Study of HR Practices & Process of Performance Appraisal
With special reference to
ADITYA BIRLA GROUP

GRASIM I!DUSTRIES
R.M.C Division
Head Office & MUMBAI
Submitted To
TILAK MAHARASHTRA U!IVERSITY, PU!E
Submitted by
SATISH PRAKASH GOYAL

M MB BA A& & H H. .R R
( (2 20 00 07 7& &2 20 00 09 9) )
I!STITUTE OF BUSI!ESS STUDIES & RESEARCH

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
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Table of Contents
CHAPTER !O. TITLES PAGE !O.

1 Acknowledgement 3
2 Executive Summary 8
3 Company Profile 9
4 Organizational Chart 16
5 Introduction 18
6 About the project
Recruitment
Selection
Performance Appraisal
Training & Development
Talent Management
Job Analysis
Organisation Structure
Human Resource Information System
Company Philosophy
Exit Interview
20
22
25
28
34
40
42
47
51
56
58
7 Learnings 65
8 Observations & Findings 66
9 Recommendations 67
10 Nomenclatures and Abbreviations 68
11 Limitations & Bibliography 69
12 Annexure 71

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Acknowledgement
It is not possible to prepare a project report without the assistance & encouragement of
other
people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt obligation
towards
all the personages. Without their active guidance, help, cooperation & encouragement, I
would not
have made headway in the project.
I would like to express my sincere thanks to Major P.K.Das (GM-HR,Grasim Industries)
who
gave me the opportunity to work with such an esteemed organization.
I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR)
who has
continuously guided me & supported in all the tasks by giving me valuable insight into
issues like
the meaning of HR practices, its uses, objectives and tools as well as steps to be
considered in
developing and studying an organizational structure.
I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me enough
support
& cooperation to me by finding time from her hectic schedule. I also thank her for
guiding me,
clearing the doubts & advising me in the right time to make this project a real learning
experience.
I am thankful to the entire employee at Grasim Industries (RMC Div.) for their
cooperation during
the internship.
Last but not the least, I would thank Dr.M.L.Monga,( Executive Director), Dr.Ginlianlal
Buhril,
(Director, Navi Mumbai) , Mr.Anurag Shrivastava,(Asst.Dir.) & all my lecturers for
giving me
an opportunity to work with such an esteemed organization ,guiding& encouraging me
throughout.
Thanking You:
Satish P.Goyal

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CERTIFICATE FROM THE FACULTY GUIDE
This is to certify that the project work entitled “Study of HR Practices & Process of
Performance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries ) is a
bonafide work carried out by Mr. Satish P.Goyal ,a candidate for the MBA June
(2007+2009)
Examination of Tilak Maharashtra University, Pune under my guidance and direction.
Signature of the Guide.

2ame : Dr.Ginlianlal Buhril
Designation : Director
Address : IBSAR, avi Mumbai.
Date :
Place :

Page 5
CERTIFICATE FROM THE U!IVERSITY
This is to certify that the project work entitled “Study of HR Practices & Process
of Performance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries )
is a bonafide work carried out by Mr. Satish P.Goyal , a candidate for the MBA June
(2007+2009) Examination of Tilak Maharashtra University, Pune. The project
report has been approved as it satisfies the academic requirements in respect of project
work prescribed for the Masters of Business Administration Degree.
Head :
Internal Guide :
External Guide:
Date :
Place :

Page 6
Executive Summary&
The importance of personnel management is being increasingly realized in industrial and

non-
industrial organization both in India and abroad. The realization has come about because
of
increasing complexity of the task of managers and administrators. In most organizations
the
problems of getting the competent and relevant people, retaining them, keeping up their
motivation
and morale, and helping them to both continuously grow and contribute their best to the
organizations, are now viewed as the most critical problems.
So with this reference the project titled Study of Study of HR practices & process of
Performance Appraisal has been conducted, based on the primary research in Ultratech
Cement
Limited, RMC Division has been prepared to get a better insight into the management
practices
adopted by UTCL with reference to HR Policies prepared by the HR department in
organization. It
emphasizes on the importance of a clear cut organization structure and culture to avoid
any
confusion in order to achieve maximum result with minimum resources.
The project is aimed to cover maximum knowledge of the HR practices followed in the
organization and how the performance is evaluated of employees, what primary factors
are
considered , how data is maintained and finally the evaluation done. Here the HR
practices of the
company have been explained to understand how the company follows these practices
and the
performance appraisal process adopted. The practical knowledge has been gained mainly
by
observing all the activities taking place in the H.R. department. This is a brief study done
to have
understanding of the subject H.R., how it is practically implemented, why it is necessary,
its
implications & the benefits.
With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle
functions, Selection done, Training Calendar prepared, what does compensation & cost to
company means and the steps of performance appraisal.
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Company Profile
Aditya Birla Group is India's first truly multinational corporation. The group has an
annual
turnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25
different
nationalities on its rolls.
Aditya Birla Group has its presence in 20 countries –
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA,
UK,
Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
Globally the Aditya Birla Group is:
• A metals powerhouse, among the world’s most cost-efficient aluminium and copper
producers.
Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium
rolling
company and one of the 3 biggest producers of primary aluminium in Asia.
In India:
• A premier branded garments player.
• The 2nd largest player in viscose filament yarn.
• The 2nd largest in the Chlor-alkali sector.
• Among the top 5 mobile telephony companies.
Hindalco:
It has established been in 1958, Hindalco deals in Aluminium and Copper and is an
industry leader
in both. Hindalco is the world's largest aluminium rolling company and one of the
biggest
producers of primary aluminium in Asia. Its copper smelter is today the world's largest
custom
smelter at a single location. In 2007, Hindalco acquired Novelis and in the process
became the
world's largest aluminium rolling company and one of the biggest producers of primary
aluminium
in Asia, as well as India's leading copper producer. IBSAR Navi Mumbai
(satishpgoyal@yahoo.co.in) Page 8
Aditya Birla !uvo: Aditya Birla Nuvo is a diversified business conglomerate with
interests in
viscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and
insulators.
Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into life
insurance,
telecom, business process outsourcing (BPO), IT services, asset management and other
financial
services.
Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech
cement.
Together the two companies under the group account for a substantial share of the cement
market
in India.
UltraTech cement comprises the erstwhile cement business of L&T which was acquired
by the
group.Ultra Tech Cement manufactures and markets Ordinary Portland Cement, Portland
Blast
Furnace Slag Cement and Portland Pozzolana Cement. It is the country's largest exporter
of
cement clinker. Its export market includes countries around the Indian Ocean, Africa,
Europe and
the Middle East.
GRASIM I!DUSTRIES LIMITED is the flagship company of Aditya Birla Group.
Grasim
itself is a multi-product company with cement being the major area of focus. Now a day
the
cement division of the Grasim industries Limited works under the banner of the Ultratech
Cement
limited (UTCL). In August 1998, Grasim acquired the well-known Dharani Cements Ltd
situated
at Reddipalayam, Perambalur District. Soon after the acquisition, Grasim embarked on a
most
prestigious project of one million top capacity cement plant at the existing locations.
READY MIX CO!CRETE IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

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Concrete is a hardened building material created by combining a binder i.e. cement

(commonly
Portland cement), aggregate (generally gravel and sand), water and admixtures. Although
people
commonly use the word cement as a synonym for concrete, it is only one of several
components in
modern concrete. As concrete dries, it acquires a stone-like consistency that makes it
ideal for
constructing roads, bridges, water supply and sewage systems, factories, airports,
railroads,
waterways, mass transit systems.
Concrete is used more than any other man made material on the planet. It was in 1824,
when
Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement
came into
existence. However, it was not widely used until World War II, when several large docks
and
bridges were constructed.
Today, different types of concrete are categorized according to their method of
installation. Ready
or pre-mixed concrete is batched and mixed at a central plant before it is delivered to a
site. This
type of concrete is sometimes transported in an agitator truck and is also known as
transit-mixed
concrete. Shrink-mixed concrete is partially mixed at the central plant and its mixing is
then
completed en route to the site.
The secret of good concrete lies in the degree of quality control
and technical parameters of the mix. UltraTech, the Aditya Birla
Group Company, which makes good concrete better, maintains a
high level of precision in its quality assurance procedures and
produces world-class concrete that comes in a package of highly
reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right
proportions of all
the ingredients as per the standard Bureau of Indian Standards (BIS) code assures the
desired
strength and durability. And an art because it is not just the accurate proportioning which
determines the quality of concrete, but the way it is mixed, placed, compacted, cured and
protected
also play a great role.
UltraTech Concrete makes good concrete better because the company takes extra care to
make
sure it is perfect both ways — proportion wise and handling wise. To ensure quality,
each and

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every sample of concrete passes through stringent tests in fresh and hardened state to
ensure
strength, durability and performance.
How does UltraTech Concrete make good concrete better?
Right from selecting the raw materials to batching and mixing, transportation, placing of
concrete
till testing of concrete — UltraTech ensures flawless operation in every stage. Clearly, it's
all about
putting together the right ingredients for that perfect recipe.
Cement
Fresh cement, protected from weathering conditions and influence of external
environment such as
air, moisture etc., is an important ingredient of concrete. UltraTech Concrete plant uses
fresh
cement directly procured from the cement plants through cement bulkers, which in turn
pump it
directly into the concrete silos thus protecting it from the external environment.
Coarse aggregates
Coarse aggregates — free from clay, weeds and other organic materials, cubical or
rounded with a
combination of different sizes and not elongated or flaky — ensure proper strength of the
concrete
and make it non-porous. These coarse aggregates are a vital ingredient of good concrete.
UltraTech
Concrete directly sources the aggregates from selected and approved suppliers, tested as
per BIS
for size, shape, gradation, impact value and crushing value etc.
Fine aggregate
Sand, the fine aggregate used in concrete must be free from silt, clay, salts and organic
materials to
prevent shrinkage cracks, which affect the concrete quality and durability.
UltraTech Concrete directly purchases sand from selected and approved suppliers tested
for
moisture content. To maintain the correct water-cement ratio, UltraTech Concrete plants
use
moisture sensors and an automatic water correction procedure.
Water
Potable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic
materials is IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 11
ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and uses
water
purifiers whenever necessary.
Admixture
Admixtures used in concrete during mixing ensures its workability (the ease of placing of
concrete
in moulds) and the setting time is carefully chosen from reputed companies. The
workability is
measured for every batch through the slump cone and is controlled using a scientific
method of
dosing. UltraTech Concrete is equipped with computerized batching and mixing plants to
strictly
monitor the quality of the concrete. It uses a computerized recipe for the raw mix design
(cement :
sand : coarse aggregate : water : admixture) and quantities of raw materials are weighed
automatically as per the design mix. The water-cement ratio, very important to satisfy the
strength
and durability criteria of concrete, is pre-designed through a scientific mix design as per
the BIS
standards and kept constant throughout to maintain the consistency in quality for a
particular mix.
Mixing is generally done through high efficiency pan mixers (machine mixers / turbo
mixer) to
ensure uniform and consistent quality concrete.
Transportation
The transport of concrete from its place of mixing to the delivery point is very critical, as
there is
possibility of the concrete drying out and losing its workability and plasticity.
UltraTech Concrete transports concrete from its ready mix concrete plants to the site
through
transit mixers. Further, the concrete is pumped to the actual point of concreting using
high
efficiency concrete pumps, thus maintaining the homogeneity of the concrete throughout
the transit
till the final deposition. Placing the concrete is expedited scientifically by specialized
delivery
trucks. Qualified and experienced engineers monitor the entire operation.
Page 12
It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different

nationalities. In India, the Group has been adjudged “The Best Employer in India and
among
the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal Study 2007.
Over 50
per cent of its revenues flow from its overseas operations.
Beyond business — the Aditya Birla Group is:
Working in 3,700 villages
Reaching out to seven million people annually through the Aditya Birla Centre for
Community
Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and espousing
social
cause. .

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A Ab bo ou ut t U Ul lt tr ra at te ec ch h C Ce em me en nt t L Lt td d
Ultratech Cement Ltd is having its own vision, mission and values.
Vision of the company:
To be a premium global conglomerate with a clear focus on each business.
Mission of the company:
To deliver superior value to the customers, shareholders, employees and society at large.
Values of the company:
People contribute when they relate to an organization and they relate, when they
understand the
organization. People understand an organization through its values by experiencing the
culture that
values create and by using the systems and processes that values define. In large
organizations,
such shared understanding cannot be created through leadership of individuals alone; it
requires
leadership of principles, of beliefs, of conviction. Integrity, Commitment, Passion,
Seamlessness, Speed. These together constitute what they call their “Value”.

Page 14
Organizational Chart
RMC Central IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in
Head
HR
Head
Mktg &
Sales
Head Sales Head Mktg
Head
Tech.
Service
satishpgoyal@yahoo.co.in) Page
Head
RMC
Head
Tech.
Service
Head
Operation
Head
O&M Head IT
Head
F&C
Head
SCM
Head
Aggregate
) Page 15
Head
SCM
Head
logistics
Head
ProjectsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in
Recruitment
specialist
Assistant
Poornat
a/MIS
Head HR
Org.
Development
Poornat
a/MIS
MS/PM
S
Training
School
Zonal Coordinators
North/East/West/South
City HR/IR
& Safety
RMC HR
) Page 16
Zonal Coordinators
City HR/IR
& Safety
RMC HR IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 17
Introduction
HR PRACTICES
The success of any business depends as much on appropriate, effective, well-
communicated, HR
and business practices as it depends on meeting the requirements of mandated laws and
regulations. In fact, good planning and the development of effective practices make
regulatory
compliance much easier.
HR practices helps in increasing the productivity and quality, and to gain the competitive
advantage of a workforce strategically aligned with the organization’s goals and
objectives.
KPI's For HR PRACTICES
Some of the key performance indicators for Human Resources include but are not limited
to the
following.
• Employees’ clarity on HR policies

• Employees’ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear policies and guidelines
• Competitiveness of compensation structure relative to industry benchmark
• Usefulness and accuracy of compensation survey
• Lead time to respond to staff welfare issues
• Employees’ assessment of promotion criteria and process (clarity, fairness)
• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programs resulting in productivity improvement
• Staff attrition rate
• Understanding / Clarity of the Organizational philosophy
• Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects
Page 18
• Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports
the
organizational strategy
• Develop KPI's for each of the strategic objectives.
• Track and measure performance
Human Resources Best Practices
The best practices in the management of human resources are the ones which optimize a
workforce
so that it can not only get work done, but also ensure a greater level of efficiency,
timeliness and
quality as it accomplishes increases productivity overall.
Hence the job of the best practices human resources firm is to make sure that these
benefits and
pay scales meet the company’s budget while remaining attractive and competitive enough
to pull
in the very best talent possible. We should know that these figures put the company in a
good light
while also presenting themselves as engaging and competitive for company’s recruitment
efforts.
OBJECTIVE OF HR PRACTICES:&
The main objective of HR Practices is to differentiate the organization from its
competitors by
effective and efficient HR Practices. By following this, the organization does its whole
work
process. The objective of HR Practices is to increase productivity and quality, and to gain
the
competitive advantage of a workforce strategically aligned with the organization’s goals
and
objectives.
As The Transparent HR practices can reduce attrition, Because-
Transparent HR practices ensure continuous business growth in every organization.
It gives the suitable working environment to the employees.
The success of company motivates the employees of organization to continue
relationship with
it. As all the employees Perks chart has been mentioned according to their designation in
the HR
practices, it helps the employees to know what their perks charts are. So it creates a
transparency.
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OBJECTIVE of the PROJECT
As we know the whole function of HR department depends upon the HR Practices of the
organization. The HR management is done according to the HR Practices of the
company. Which
things to be done and which things should not be done depend upon this only. It also
helps the
organization to achieve the target of the organization.
The HR policies of the organization have been mentioned in the HR Practices. All the
rules &
regulations for the employees have been also mentioned in this. All the welfare of the
employees’
processes is also mentioned in this.
So the study of the HR Practices means basically the brief study of all HR functions in
the
organization. I believe the HR Practices is a vital part of an organization, which helps the
organization to achieve the goal of the organization.
All companies are having their HR Practices but the company who is having the best, is
the most
successful company among its competitors. So the company can get success within its
competitors
by applying best, effective HR Practices.
The main objective of the project is

To understand the HR practices followed & Process of Performance Appraisal.
To know what are the uses of HR practices for any organization.
How these HR Practices help any organization to know its stand in the market and to be
competitive by implementing good HR Practices for their employees.
To understand how the organization would achieve its goals by implementing good HR
Practices.
To understand the work culture of the organization.
HR function is very important in every organization. It helps the organization to manage

not only
the people of the organization but to manage all the working processes in it also. HR is
Page 20
management function that helps managers to recruit, select, train and develop members
for an
organization. Obviously HR is concerned with the people’s dimensions in organizations.
HR refers
to set of programs, functions, and activities designed and carried out.
HR practices of ULTRATECH Cement Ltd (RMC Division)

Effective and Efficient HR practices are very much important for every organization. So,
UTCL
has also its HR Practices, which helps it a lot to achieve the targets.
Human Resource Management initiatives in any Organization endeavor to change,
redefine,
revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is
effectively
done with the help of alignment & integration of HR policies & strategies with business
goal &
objectives.
Definition of HRM&
HRM is concerned with the people dimensions in management. Since every organization
is made
up of people, acquiring their services, developing their skills, motivating them to higher
levels of
performance and ensuring that they continue to maintain their commitment to the
organization are
essential for achieving organizational objectives.
HRM is planning, organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end so
that
individual, organizational and social objectives are accomplished.
The HR practices of Ultratech Cement Ltd (RMC Division) are as follows: IBSAR Navi
Mumbai (satishpgoyal@yahoo.co.in)
Page 21
1. Recruitment and Selection:
RECRUITME!T&
It is a process to discover the sources of manpower to meet the requirements of the
staffing
schedules and to employ the effective measures for attracting that manpower in adequate
numbers
to facilitate effective selection of an efficient workforce.
Edwin B. Flippo has defined it as “ the process of searching for prospective employees
and
stimulating them to apply for jobs in the organization. “
OBJECTIVES of RECRUITME!T
• To attract people with multi-dimensional skills and experiences that suti the present and
future
organizational strategies,
• To infuse fresh blood at all levels of the organization,
• To develop an organisational culture that attracts competent people to the company,
• To search for talent globally and not just within the company,
• To design entry pay that competes on quality but not on quantum,
• To anticipate and find people for positions that do not exists yet.

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PROCESS
• Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees
needed.
• Developing suitable techniques to attract suitable candidates.
• Stimulating as many candidates as possible.
FACTORS affecting RECRUITME!T
I!TER!AL FACTORS EXTER!AL FACTORS

Employer’s brand Socio-economic factors
Company’s pay package Supply & Demand factors
Quality of work life Employment Rate
Organisation culture Labour market conditions
Career planning & growth Political, Legal, Governmental factors
Company’s size
Company’s products, services
Role of trade unions
Cost of recruitment
Company’s name & fame.

Page 23
SOURCES of RECRUITME!T
I!TER!AL SOURCES EXTER!AL SOURCES

Present employees Campus Recruitment
Retired employees Private employment consultant
Dependent of present Data Banks
Employee Referrals Casual Applicants
Trade Unions
Walk-ins
Head Hunting
Mergers & Acquisitions
E-Recruitment
It helps in translating Business Strategy into people requirements. A combination of

internal
recruitment, campus recruitment, and executive search is leveraged to meet up to the
changing
needs of the organization
In today’s rapidly changing business environment, organizations have to respond
quickly to
requirements for people. Hence, it is important to have a well-defined recruitment policy
in place,
which can be executed effectively to get the best fits for the vacant positions. Selecting
the wrong
candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization.

Page 24
Selection
It is one area where the interference of external factors is minimal. Hence the HR
department can
use its discretion in framing its selection policy and using various selection tools for the
best result.
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine
their essential factors) written into a job description so that the selectors know what
physical and
mental characteristics applicants must possess, what qualities and attitudes are desirable
and what
characteristics are a decided disadvantage.
Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by
probable years of service) hence bad buys can be very expensive. For that reason some
firms (and
some firms for particular jobs) use external expert consultants for recruitment and
selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from
existing employers to the recruiting employer. However, the 'cost' of poor selection is
such that,
even for the mundane day-to-day jobs, those who recruit and select should be well trained
to judge
the suitability of applicants.
Outsourcing is also done through consultancies by mentioning the requirement, number
and time.
Where the organization does its own printed advertising it is useful if it has some
identifying logo
as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to
apply (personal appearance, letter of application, completion of a form) will vary
according to the
posts vacant and numbers to be recruited.
Interviewing can be carried out by individuals (e.g. supervisor or departmental manager),

by
panels of interviewers or in the form of sequential interviews by different experts and can
vary IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 25
from a five minute 'chat' to a process of several days. Ultimately personal skills in
judgment are
probably the most important.
Training in interviewing and in appraising candidates is clearly essential to good

recruitment.
Largely the former consists of teaching interviewers how to draw out the interviewee and
the latter
how to rate the candidates. For consistency (and as an aid to checking that) rating often
consists of
scoring candidates for experience, knowledge, physical/mental capabilities, intellectual
levels,
motivation, prospective potential, leadership abilities etc. (according to the needs of the
post).
Application of the normal curve of distribution to scoring eliminates freak judgments
The Recruitment Process of UTCL&
The recruitment process of UTCL Cement Ltd starts from the requirement of different
departments
as per to the org chart. Then they tell to the HR Department. HR Department takes the
candidates
Page 26
from Data bank of company, Poornata etc, then does the short-listing, then does the
scheduling for
the interview. After this the selection and negotiation process occurs. Then offer letter is
been
given to the selected candidate. The employee then joins in the organization. Then the
company
arranges the Induction Program for the employee. After this the recruitment process ends
with this.
The Chart of Recruitment & Selection Process has been given here.
HOD
Requisition for
Vacancy to be as
per Org Chart
HR
1. Data bank
2. Req Agency
3. Poornata
Short Listing
Scheduling
the interview
Selection &
!egotiation
Offer Letter
Joining
Induction
E!D IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 27
2. Performance Management System
It is a structured method of formally and objectively evaluating employees’ performance

with
respect to their objectives. It addresses the issue of an employee’s development by
providing them
with structured and in-depth analysis of strengths and areas of improvement. It provides
with input
for annual increments, training and development.
For an organization the aim should not be just to have the best people, but also to retain
them and
get best out of them.
Employee Performance management includes planning work and setting expectations,
developing
the capacity to perform, continuously monitoring performance and evaluating it.
Most organizations focus on an annual evaluation process for employees and call that
Performance
Management. However, annual evaluations are often subjective and can lack specific
measurements and supportive data to help the employee truly improve their behavior.
Simply putting, a Performance Management System is essential to the success of any

organization
because it influences the effort expended by employees, which in turn, drives bottom-line
business
results. Furthermore, the Performance Management System helps an organization
identify, recruit,
motivate, and retain key employees.
An effective Performance Management System should achieve the following:

Review the employment cycle of every employee,
Beginning with the recruiting process,
Employee development,
Ending with effective exit interviews.
Employee’s knowledge, skills, and abilities with the organization's human capital needs
and
business objectives.
Provide managers and employees with the tools necessary to focus on short-term and
long-term
goals that contribute to both career and organizational success. IBSAR Navi Mumbai
Support the organization in developing and sustaining a culture that recognizes and
rewards
individual contributions and team performance.
Promote a work climate that requires employees to remain flexibly focused. For
instance,
employees can manage current tasks and unit goals while keeping pace with, and
adapting to,
change in the work environment.
HR Performance Management System can be performed in three steps:
Needs Analysis
Identifying Competencies
Development of effective Performance Management System.
PURPOSE
For Administration-
• Document HR decisions with regards to performance & its related issues.
• Determine promotion of employees.
• Determine increment in pay of employees.
• Determine transfer & change in job assignments.
• Determine retention or termination.
• Decide on layoffs.
• Decide need for training
• Decide salary & related issues.
For Development&
• Provide performance feedback to all concerned.
• Identify individual skills, core competencies, strength & weaknesses.
• Assist employees in setting goals.
• Identify training needs.
• Improve communication.

Page 29
Method employed &

• Rating & Contribution
• Management by Objectives (MBO)-
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50
organisations have
adopted MBO in work settings.
MBO is a process whereby superior & subordinate managers of an organization jointly
identify its
common goals, define each individual’s major areas of responsibilities in terms of results
expected
of him & use these measures of guides for operating the unit & assessing the contribution
of its
members.
The MBO focuses attention on participatively set goals that are tangible, verifiable
& measurable.
The superior & subordinates jointly determine goals to be considered during appraisal
period &
what level of performance is necessary for subordinates to satisfactorily achieve specific
goals.
During performance appraisal period the superior & subordinates update & alter goals as
necessary
due to changes in business environment.
If not achieved identify reasons for deviation.
SYSTEM of Performance Appraisal –

a) Establish Performance Standard.
b) Communicate standard & expectation to employees.
c) Measure actual performance, by following instructions.
d) Adjust actual performance due to environment influence.
e) Compare actual performance with set standards & find out deviations.
f) Suggest changes in job analysis & standards if necessary.
g) Follow up.
IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in
PROBLEMS&
• Rating biases-
• Halo effect
• Error of central tendency.
• Personal Prejudice.
• Recency effect.
Mainly the performance management of UTCL is done by online system includes the
following
basic processes
1. Annual goal setting
2. Mid year review
3. Annual performance review
following
Annual performance review
) Page 30
following IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 31
1.Annual goal setting –
In the month of April/May every year, after the annual planning and budgeting rounds,
all teams
identify their KRA’s and goals for the forthcoming financial year. This process occurs by
offline.
Then the employees fill their goal setting document in the Poornata system, listing the
KRA’s,
Goals, Measurement Criteria, Assigning Weightage and due date for completion of
specific goals
as already discussed offline.
Then they notify the same to their manager/immediate supervisor and await approval.
The manager recommends any changes if required or else approves the goals set in the
document.
The approval of the goals set by the managers completes the goal setting process.
The approved documents will be then available to the employees as well as their
managers for
the reference throughout the year. These documents can also be viewed by manager’s
manager
(Reviewer) for their indirect subordinates.

Page 32
2. Mid Year Review:
Mid year review of goals set at the beginning of the financial year held on the months of
October/November every year.
The mid year review generally initiated by the manager.
The main focus of the mid year review is to check if the goals set at the beginning of the
year are
relevant or if they need to be revised or updated.
The mid year review is also an opportunity for the manager and his team members to
identify
and discuss about any performance issues and initiate corrective action for the same.
The mid year review does not entail any ratings.
3. Annual Performance review:
The annual performance reviews against goals set and achieved held during the months
of April-
May every year.
The employee completes his self-review /appraisal against goals set, online in the
Poornata
system and submits the same to his manager for review.
The manager then discuss the performance of the employee with him/her off-line, give
him
feedback on his performance and capture his own comments and performance ratings
against goals
and overall ratings in the manager’s evaluation form.
The manager also discusses the employee’s performance as well as rating with the
manager’s
manager (reviewer) and sends the document to the HR department for further processing.

Page 33
3. Training and Development

The needs of individual are objectively identified & necessary interventions are planned
for
identified groups, which get rolled out in a phased manner through training calendar.
The training and development program is charted out to cover the number of trainees,
existing staff
etc. The programs also cover the identification of resource personnel for conducting
development
program, frequency of training and development programs and budget allocation.
Training and
development programs can also be designed depending upon job requirement and
analysis.
Selection of trainees is also facilitated by job analysis.
The company has a strong focus on manpower training according to their requirements.
The
internal training department aims at improving the skill sets relevant to the work profile
of
employees.
• This includes improving communication
• Different skills
• E-mail programming
• Operation systems.
The design of the training program can be undertaken only when a clear training
objective has
been produced. The training objective clears what goal has to be achieved by the end of
training
program i.e. what the trainees are expected to be able to do at the end of their training.
Training
objectives assist trainers to design the training program.

Page 34
Training Design&
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal,
judgmental skills in order to deliver quality content to trainers.
The trainees – A good training design requires close scrutiny of the trainees and their
profiles.
Age, experience, needs and expectations of the trainees are some of the important factors
that
affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings,
positive
perception for training program, etc.
Trainees’ learning style – The learning style, age, experience, educational background of
trainees
must be kept in mind in order to get the right pitch to the design of the program.
Training strategies – Once the training objective has been identified, the trainer translates
it into
specific training areas and modules. The trainer prepares the priority list of about what
must be
included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to be
delivered.
Trainers break the content into headings, topics and ad modules. These topics and
modules are
then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program becomes
clear,
trainer comes in the position to select most appropriate tactics or methods or techniques.
The
method selection depends on the following factors: IBSAR Navi Mumbai
(satishpgoyal@yahoo.co.in
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc
Improve performance
lities and resources, etc

) Page 35
Page 36
“Training & Development is any attempt to improve current or future employee
performance by
increasing an employee’s ability to perform through learning, usually by changing the
employee’s
attitude or increasing his or her skills and knowledge.”
MEA!I!G OF TRAI!I!G & DEVELOPME!T ACCORDI!G TO UTCL: &
The need for Training and Development is determined by the employee’s performance
deficiency,
computed as follows.
Training & Development Need = Standard Performance – Actual Performance
Training: Training refers to the process of imparting specific skills. An employee

undergoing
training is presumed to have had some formal education. No training program is complete
without
an element of education. Hence we can say that Training is offered to operatives.
Development: Development means those learning opportunities designed to help

employees to
grow. Development is not primarily skills oriented. Instead it provides the general
knowledge and
attitudes, which will be helpful to employers in higher positions. Efforts towards
development
often depend on personal drive and ambition. Development activities such as those
supplied by
management development programs are generally voluntary in nature. Development
provides
knowledge about business environment, management principles and techniques, human
relations,
specific industry analysis and the like is useful for better management of a company.
The Training Inputs are

• Skills
• Education
• Development
• Ethics
• Problem Solving Skills
• Decision Making
• Attitudinal Changes IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 37
Importance of Training & Development

• Helps remove performance deficiencies in employees
• Greater stability, flexibility and capacity for growth in an organization
• Accidents, scraps and damages to machinery can be avoided
• Serves as effective source of recruitment
• It is an investment in HR with a promise of better returns in future
• Reduces dissatisfaction, absenteeism, complaints and turnover of employees
!eeds of Training
Individual level
• Diagnosis of present problems and future challenges
• Improve individual performance or fix up performance deficiency
• Improve skills or knowledge or any other problem
• To anticipate future skill-needs and prepare employee to handle more challenging tasks
• To prepare for possible job transfers
Training given on
• Safety aspects
• Behavorial aspects
• Technical aspects
• Communication skills

Page 38
Identification of Training !eeds (Methods)
Individual Training Needs Identification
1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales
Group Level Training !eeds Identification

1. Organizational Goals and Objectives
2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes
Benefits of Training !eeds Identification

1. Trainers can be informed about the broader needs in advance
2. Trainers Perception Gaps can be reduced between employees and their supervisors
3. Trainers can design course inputs closer to the specific needs of the participants
4. Diagnosis of causes of performance deficiencies can be done.
Page 39
5. Talent Management
It is a holistic and systematic process, across the group. It is built on the work done so far
on
people processes, and has a Talent Identification and Talent Development Strategy for all
the 3
levels of management i.e. Senior, Middle & Junior Management. This is facilitated by
Development Assessment Center followed by Individual Development Plan, enabling
planned
succession and career management.
The talent management process includes HR process for
• Recruitment,
• Performance,
• Compensation,
• Succession planning,
• Learning and other capabilities around self-service,
• Analytics IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 40
• Reporting.
With businesses going global and competition becoming intense, there is mounting
pressure on
organizations to deliver more and better than before. Organizations therefore need to be
able to
develop and deploy people who can articulate the passion and vision of the organization
and make
teams with the energy to perform at much higher levels.
Talent management is a key business process and like any business process takes inputs
and
generates output.
Talent management is a professional term that gained popularity in the late 1990s. It
refers to the
process of developing and fostering new workers through onboarding, developing and
keeping
current workers and attracting highly skilled workers to work for your company. Talent
management in this context does not refer to the management of entertainers.
Companies that are engaged in talent management (human capital management) are
strategic and
deliberate in how they source, attract, select, train, develop, promote, and move
employees through
the organization. This term also incorporates how companies drive performance at the
individual
level (performance management).
The term talent management means different things to different people.
• To some it is about the management of high-worth individuals or “the talented”.
• To others it is about how talent is managed generally - i.e. on the assumption that all
people have
talent which should be identified and liberated.
Talent management decisions are often driven by a set of organizational core
competencies as well
as position-specific competencies. The competency set may include knowledge, skills,
experience,
and personal traits (demonstrated through defined behaviors)

Page 41
5. Job Analysis & Evaluation

It is broadly categorized in two parts. Job Analysis is a process to understand the job,
identify and
disaggregate the activities, competencies and accountabilities associated with the job. It
defines
and clusters the task required to perform the job. It also clarifies boundaries between
jobs. The
output of Job Analysis exercise is referred to as job description.

Page 42
STEPS
(Process of Col lect ing Informat ion)
“Job Analysis is a process of studying and collecting information relating to operations
and
responsibilities of a specific job. The immediate products of this analysis are ‘Job
Description’ and
‘Job Specifications’.”
(Systemat ic Explorat ion of Act ivi t ies)
“Job Analysis is a systematic exploration of activities within a job. It is a basic technical
procedure
that is used to define duties and responsibilities and accountabilities of the job.”
( Ident i fying Job Requirements)
“Job is a collection of tasks that can be performed by a single employee to contribute to
the
production of some product or service, provided by the organization. Each job has
certain ability
requirements (as well as certain rewards) associated with it. Job Analysis is a process
used to
identify these requirements.”
Each job is a unique description of a role that a person can hold in an organization or
required to
be performed for the business benefit of that organization. When jobs are created, their
tasks and
requirements are taken into consideration.
Jobs are used in the following components:
• Job and Position Description
• Shift Planning
• Personnel Cost Planning
• Career and Succession Planning
Note:
Job descriptions should be as general as possible and as detailed as necessary.

Page 43
JOBS

Jobs
Head of Department
Secretary Buyer
Jobs are general
classifications of
tasks performed
by employees
Examples :
Head of Department
Buyer
Secretary

Page 44
Positions
Positions
Positions are the
concrete representation
of jobs. They are held
by individuals at your
enterprise.
Job:
Head of
Dept.
Position:
HOD : HR
Position:
HOD : Sales
Position:
HOD : Purchasing
Positions are specific to
your enterprise
More than one position can
be based on the same job
Each position typically
represents one employee,
but may be partially filled
by more than one
Page 45
Once you have created a job, define the number of positions required the enterprise.
Jobs are not staffed by employees. That is the role of positions. If more than one person
must
perform jobs, more than one position must be created to meet this requirement.
A position inherits the job’s tasks, and can also be assigned its own additional tasks.
Positions can be 100% staffed, partially staffed, or vacant.
When we define a position as vacant, the system prompts us to define the period for
which the
position will be vacant There will be a central authority that will be designated to declare
vacancies and make them available for Recruitment (both internal and external).
Positions can
fall vacant due to reassignment or Separation as well. Such positions become unoccupied
and
not vacant. Vacancy is thus a declared feature for a position.
A chief position is a position designated as the leader of a particular organizational unit.
By matching the requirements of a position and the qualifications of the employees, we

will be
able to do career planning for employees and succession planning for positions.
A profile matching reports can also be run to review the results of how an existing
employee or
an applicant fares against the requirements of a position.
6. Organizational Structure
Using the basic object types – constructs of relationships is built to mirror the business
edifices and
processes. By assigning object characteristics, validations, requirements etc, we can
capture
complex organizational realities with relative ease.
Process Flow:
• Before creating all of the other necessary objects and relationships, the user must first
create a
root organizational unit. Once one organizational unit has been created, it is
recommended to
create the appropriate organizational units below it.
• Jobs may be created after an organizational unit exists in the model.
• You can assign cost centers to organizational units
Organizational Structure
constructs of relationships is built to mirror the business edifices and
object characteristics, validations, requirements etc, we can capture
Before creating all of the other necessary objects and relationships, the user must first
create a
l unit. Once one organizational unit has been created, it is recommended to
Jobs may be created after an organizational unit exists in the model.
You can assign cost centers to organizational units and Positions.
) Page 46
create a
Page 47
Inputs:
Organization chart
• Root org unit
• Additional Org units
• Jobs if Required
• Positions
• Details to where the positions need to be mapped.
• Position Details like Position Type, Position Sub Type, Department, and Sub
department.
Every organization has its organizational structure. According to this every employee has
some
specific work. The work also depends upon their levels. As per their levels in different
departments
they will have to do their work.
In RMC business, there are different departments so as to organize the work efficiently
and
effectively. These are:
• HR
• Marketing
• Technical
• Commercial and Accounts
• IT
• Key Accounts
• CRM
• Quality
As for different departments different works has been specified for the different levels of
people. It
helps them to perform their work, which has been specified to him. For similar jobs also
the work
of the employees’ has been structured properly, to avoid the repetition of the work with
the other
employees. It helps in decrease the overlapping of the work. IBSAR Navi Mumbai
To manage the different levels of work the employees have been separated in to different
designations and different depts. According to their area of specialization. The
designations which
have been given to the employees are based on the skills they have, grades, knowledge,
varying
experiences. These designations have been specified as per the standard HR Practices of
the
organizations, so as to make the organization different from other organizations.
In this way the organization stands in a better position than its competitors in the
competitive
business.

Page 49
The different designations given to the employees in UTCL (RMC Division) are given in
the
following table.
Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff

Page 50
7. Human Resource Information System

POORNATA, an ERP (People soft) implementation of Human Resource practices has
been
introduced in UTCL to elevate HR processes to world class levels and standardize them
across
Units and Businesses. This has resulted in single integrated HR-ERP for all management
cadre
employees of the group. These automated HR Processes will also aid in faster, efficient,
timely and
accurate data availability to Management for decision-making.
UTCL’s People Soft Enterprise Performance Management (EPM) enables it to achieve
world-class
performance by aligning the right information and resources to strategic objectives.
People Soft
EPM offers performance management solutions for every budget and every phase of the
management cycle, helping its managers to formulate strategies for profitable growth,
align
strategies with operational plans, and actively monitor day-to-day operations.
Poornata helps a lot in the different works of the organization. It helps in the following
ways
• It helps in entry of all the database of all the employees.
• It reduces time to note all the databases of the employees.
• It reduces different mistakes or errors while maintaining the databases
• It helps in doing performance appraisal of the employees.
• It also helps in doing the data updation of the employees.
• It helps in recruitment and selection of the employees
• It reduces the time of the work
• It also reduces the no of employees for maintaining the database.
• It helps in maintaining the job description of employees.
• It records the compensation details for the employee.
Poornata also helps the employees in this way, IBSAR Navi Mumbai
Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata
ID,
which helps the employees to know about the different policies of Organization.
They can know these policies directly from the ERP system.
As it done only through Online, there is no delay in getting different infomations.
It also helps them to do the reporting to the concerned person.
They can also fill their problems which they face during their work and send to their
departments.
In this way Poornata helps not only the managers but the employees also.
Poornata (ERP) helps UTCL in the following ways
Poornata helps in performing day to day roles.
Introduction – Poornata helps in creating and updating of the positions of the employees.
Each position will correspond to specific vacancy in the organization, have a specific
headcount
defined for it and is also tied to the following specific attributes:
• Business unit
• Department
• Company
• Job code
• Location
• Regulatory Region
• Job Function
• Reporting to position (The position to which this particular position reports to)
• Career stages
Every time one or more of the above attributes change, the same have to be updated for
the
position, or a new position may need to be created corresponding to the new combination
of the
attributes. IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 52
Any individual who occupies a position will inherit the above-mentioned attributes of the
position.
A position is thus specific and particular opening in the organization, as opposed to job
codes,
which are more generic in nature. Job codes reflect the job points of the jobs across the
organization, whereas a position number reflects a specific job description in the
organization.
• Poornata helps and gives hints and warns the user the important information he must
know about
the Poornata system.
• It provides the additional information to assist the user & provide key information.
• It also tells the frequently asked questions with respect to hiring employees.
• It also shows the common error and warning messages that the user may get at the time
of hiring.
It needs the information about regarding these:
Employee ID, Position Number, Job code (the job points of the employee), Company
(The legal
entity to which an employee /department is attached.), The Business unit to which the
employee
belongs to, Location (i.e. where the employee works), Department etc.
Following are the steps that will be used to maintain positions and department budgets
• Creating new positions
• Updating the information for existing positions as and when required
1. Creating a new position
A position corresponds to a specific vacancy in the organization. Hence a position should
be
created in Poornata, only when a new vacancy has arisen in the organization, and the
approval for
the same has been obtained offline.
Only after the offline approval has been obtained, should the position be created in the
system, i.e.
only pre-approved positions should be entered in to the system.
2. Updating The information for existing positions IBSAR Navi Mumbai
From time to time the user should update the information for an existing position.
Typical situations are when:
• The position attributes or the approved max headcount for the position has changed.
• The position no longer exists.
• Organizational Restructuring.
Direct Hire Process:
It helps in doing the directly hiring an employee by Poornata system.
Introduction: The direct hiring process involves an employee being directly added to the
Poornata
system that is the situation where his information doesn’t exits as applicant in the
Poornata system.
An employee on joining the group would fill up the joining check list and the related
forms as per
the unit policy. The HR administrator would then hire him into the system by capturing
his
relevant information with respect to his personal job compensation, qualifications and
dependents’
information.
The hire action will be used to capture the event of the employee’s joining the
organization. There
can be either of two reasons for hire:
• Joining the ABG: This will reflect the situation where an employee joins a unit of the
ABG
group directly.
• Joining the acquired company: This will reflect the situation where an employee had
joined an
organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the data
of those
employees from the non-management cadre moving into the management cadre who had
originally
joined a company that was acquired by ABG.
The following information would be captured at the time of hiring the employee. IBSAR
Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 54
• Personal information – Name, address, NIN, DOB, gender marital status, religion /
caste.
• Job related information related to hiring, his position a related details.
• Compensation information with respect to the break of his CTC
Recording personal actions for an employee
Introduction: Post hiring as the employee moves through the organization, there would be
various
kinds of updation in the employee data. Broadly the processes that an employee could
move
through in the course of his life cycle in the organization comprise:
• Probation, followed by confirmation.
• Promotion
• Pay rate change
• Transfer
• Resignation
• Termination
• Separation /Retirement

Page 55
8. Compensation Philosophy of the company&

It is an outcome of what the Organization would like to pay for, which is determined by
external
and internal factors. All the processes are aligned to reinforce the philosophy. The
company views
compensation not only as something that reflects on the pay slip or in the CTC (Cost To
Company)
but also they are concerned about overall employee well being though they may not put
any
monetary value on items like Scholarships, Club membership, Retirement benefit, Health
and
Accident coverage.
The Group’s approach towards various aspects of compensation focuses on:
• Pay for performance (Variable Pay)
Rewards stretch performance which is linked to business, team and individual results
• Compensation increase
Pay for the job
Internal equity based on contribution to the organization
• External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance
To be market aware, not blindly follow market practices
• Compensation structure
Tax efficient but compliant
Common perk structure but varying amount
Page 56
Three major terms used in the company’s compensation:

1. Fixed Cost: It is the fixed component of the salary that is committed to an employee
and is paid
on monthly / annual basis. This includes base salary, all perks and reimbursements and
retrials
such as PF, Gratuity and Superannuation.
2. Variable Pay: This is the variable component, payout of which is contingent on
Business,
Unit/Zone and Individual performance. Targets for the year will be fixed and
communicated at the
beginning of every performance year
3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.
CTC is decided based on designation, qualification and experience. Basic is around 42%
of fixed
cost without housing. Perks and allowances are fixed as per the designations. Variable
pay based
on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance
amount is
paid as special allowance.

Page 57
9. EXIT I!TERVIEWS
An exit interview is simply a conversation between a departing employee (who is
leaving the
company either voluntarily or involuntarily) and a representative from the organization.
The
interview can follow a structured format or be conducted on an informal basis; written
questionnaires can even be used in place of a face-to-face meeting. Whichever format is
used, exit
interviews are generally documented.
Traditionally, exit interviews are conducted with employees leaving an organization. The
purpose
of the interview is to provide feedback on why employees are leaving, what they liked or
didn’t
like about their employment and what areas of the organization they feel need
improvement. Exit
interviews are one of the most widely used methods of gathering employee feedback,
along with
employee satisfaction surveys.
Benefits of Exit Interview
Exit interviews can be a win-win situation for both the organization and the leaver. The
organization gets to retain a portion of the leaver’s knowledge and make it available to
others,
while the leaver gets to articulate their unique contributions to the organization and to
‘leave their
mark’.
Exit interviews offer a fleeting opportunity to find out information that otherwise might
be more
difficult or impossible to obtain. The exit interview is an important learning tool for
employers.
When properly conducted, the interview provides the employer with the opportunity to:
• Discuss and clarify the reasons for the termination
• Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused
vacation,
conversion or continuation of benefits, terms of a severance package, unemployment
insurance,
etc.)
• Explain company policies relating to departing employees (e.g., trade secret
confidentiality,
restrictive covenants or non-compete agreements, the possibility of future re-
employment,
freelance or contract work, the provision of references to prospective employers, etc.)
Page 58
• Ensure the return of keys, security cards, and company property

• Obtain information about improper or questionable management practices connected
with the
employee's termination
• Obtain information about a supervisor's management skills
• Obtain information about how effectively a department operates
• Obtain feedback about employees' opinions and attitudes about the company
• Resolve or defuse any remaining disputes with the exiting employee
• Protect itself against subsequent charges that the employee was forced to resign (i.e.,
constructive discharge)
UTCL is doing this interview. Because it knows “Learn of potential changes in policies
and
practices that may make the company more competitive (e.g., compensation and benefits
packages,
flexible work arrangements).
Page 59
EXPOSURE TO OTHER KEY HR OPERATIO!S

• Approval of loans.
• Expense related issues.
• Clearance certificates.
• Local conveyance.
• Exit interview form.
• Application form.
• Joining formalities.
• Making joining letters.
• Maintaining personal files with updated details.
• Verifying Mediclaims.

Page 60
Comparison of HR Practices With the MASLOW’S theory&
MASLOW’S !EED HIERACHY THEORY
Explanation:&
According to Maslow “Human beings have wants & desires which can influence their
behavior.
Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators.
Since
needs are many, they are arranged in the order of their importance, or hierarchy from the
basic to
complex.”
Self&Esteem
Belongingness & Love
Safety !eeds
Physiological !eeds
I
Self
Actualization IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 61
Physiological !eeds &
The most basic, powerful & obvious of all human needs is the need for physical survival.
Included
in this group are the needs for food, drink, sleep, protection from extreme temperature
etc. That
means the basic needs.
In UTCL physiological needs are represented by

Employees’ concern for salary
Basic working conditions.
E.g.-In workers level it is providing the basic needs (e.g. through wages), which are
required for
them.
It gives all hygienic factors to the workers (better working environment). It’s also
providing
uniforms & shoes, so that they will get satisfied at their working place and get motivated
to work
efficiently.
It’s not only providing the physiological needs at working level but at employees’ level
also.
Safety !eeds&
Once physiological needs are met, another set of motives, called safety or security needs,
become
motivators. The primary motivating force here is to ensure a reasonable degree of
continuity,
order, structure, & predictability in one’s environment.
In UTCL security needs means the factors like
Job security,
Salary increments,
Safe working conditions etc.
It also satisfy the safety needs of employees include
Group insurance,
Provident fund, gratuity, IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 62
Safe working conditions,

Grievance procedure,
System of seniority to govern lay-off etc.
It’s definitely provides job securities to its employees because once employee get in to
the
organization, the chances of retrenchment is very less till the employee has not done any
thing
misconduct. Because of these reasons employees can satisfy their safety needs. That is
the reason
for low attrition in the organization.
Belonging & Love !eeds &

The belonging & Love needs constitute the third level in the hierarchy of needs. These
needs arise
when physiological & safety needs are satisfied.
In UTCL the work groups are very co-operative.

There present the peer acceptance,
Professional friendship &
Friendly supervision in the organization.
Here the managers also encourage informal group.
So there is completely a friendly working environment.

That’s why employees are very friendly.
Self&Esteem !eeds&
Next in Maslow’s hierarchy is esteem or egoistic needs.
In the work place of UTCL, self-esteem needs are;

Job title, merit pay,
Peer/supervisory recognition,
Challenging works,
Responsibility etc.
The Group fulfils these needs by giving
Challenging work assignments, IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 63
Performance appraisals,
Performance recognition,
Involving employees in goal setting & decision making.
In this way UTCL satisfies the self-esteem needs of employees.
Self&Actualization !eeds&
Finally if all the above four levels’ needs are satisfied, the needs for self-actualization
comes. The
employees who are in the highest position in UTCL are comes under these needs like:
1.V.P.,
2.President,
3.GM etc.
4.All top level employees.
They are getting all types of facilities like mobile, medical, education, conveyance
allowances
etc.So they are in the position that they are satisfied with all the needs. Now they are
helping their
juniors for the betterment of the organization. All the five needs of Maslow’s hierarchy
are
fulfilled by UTCL. So the employees are getting motivated and performing efficiently in
the
organization, which impacts directly on the success of UTCL group. That’s why the
attrition rate is
less in the organization, which is one of the reason for the success of the companies.

Page 64
KEY LEAR!I!GS FROM THE PROJECT

• Firstly it was a very good experience to work and learn with a world class for two
months as it
was my first step into the corporate world.
• When I saw my senior people doing each & every kind of work I came to know how
much
important is each & every work. Maintaining files in systematic manner with each &
every detail
is very important, if not done it hinders the work whenever these are required for
reference in
medical claim formalities, appraisal etc.
• As I worked with the employees of HR department in the organization during the
project they
shared their experience and learnings with me, which was a very good opportunity I got
during my
project.
• I learned different HR Policies of the organization which were unknown to me before
entering to
the corporate world.
• I also learned how much the values and culture of the organization impacts the
employees
productivity. Like here the Seniors were approachable in nature, I felt an open culture.
• Many a times I felt people are not open to new ideas and they are resistant to change.
• I have gained some learning from every individual working here; it might be in terms of
knowledge, skills, behavior or personal traits etc.
• I have learned many small, minute things by observations, being in the HR department
for 2
months, which could not be learnt simply by reading books theoretically. The practical
experience
was totally different.
• I have also learnt that a HR person should be very polite, soft spoken & good in
handling people.
Co-ordination with all departments is very necessary especially with Finance
Department.

Page 65
OBSERVATIO!S A!D FI!DI!GS
During the study of the project I observed different functions of the HR Department. I
got
the knowledge about the different types of HR Policies functioning in the organization. I
also got knowledge about how the organization is following their values in a very sincere
way.
I learnt how and what types of facilities are being provided to the employees .
I also observed how they are doing the Performance Appraisal on basis of the
achievement of the targets by the employees in the time given to them through ERP.
I got the knowledge about different departments in a manufacturing company and idea
about the challenges what the employees are facing while performing their work.
As I worked on the ERP system of the organization, I came to know that how they are
maintaining the database of the employees for all departments region-wise & its
importance.
They emphasis on providing proper working environment to their employees, so that
the
employees can work efficiently & smoothly .

Page 66
RECOMME!DATIO!S
• The company should give the compensation as per to the skills, so that the employees
could
do the efficient work.
• Organizations must enhance work force motivation to improve productivity. Workers

must
be encouraged and motivated to develop a customer satisfaction mind set.
• Organizations need to empower their workers by allowing them greater autonomy and
control and to design jobs that are more stimulating. This will enhance the personal
productivity.
• Interdependency of different departments should be well studied, co-ordinated for

effective
output.
• Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new
vacancies.
• Goal Setting programs undertaken with schedule to find potential prospective

employees
for higher posts, giving training, discussing the on job responsibilities.
• The employee goals are well studied and structured. The Key Related Areas are
properly
designed & clearly mentioned to employees.

Page 67
!OME!CLATURE A!D ABBRIVIATIO!
1. UTCL: - Ultratech Cement Ltd.

2. VSF: - Viscose Staple Fibre.
3. KPI: - Key Performance Indicator.
4. VFY: - Viscose Filament Yarn.
5. RMC: - Ready Mix Concrete.
6. OYOCS: - Own Your Own Car Scheme.
7. CRM: - Cement Research Management.
8. EPM: - Enterprise Performance Management.
9. ERP: - Enterprise Resource Planning.
10. HRA: - House Rent Allowance.
11. LTA: - Leave Travel Assistance

Page 68
LIMITATIO!S
During the project there were various constraints, which were faced.
The review is done in retrospect and is an average of six months old, so recollection of
events is poor .
The opinions of staff and manager are often in opposition, causing de-motivation .
The process is usually Manager driven and the staff member is expected to be
compliant
in the interview .
The process usually involves the Manager giving their opinion and the staff member
having to defend the position, rather than a positive discussion .
The process is usually done in a rushed manner to meet a budget development process
and therefore loses its relevance to performance .
Results of merit rating are not accurate unless factors in the assessment are relevant.
Sometimes,proper weightage may not be given to different qualities to be rated.
Actual rating of subjective factors like initiative & personality of employees may not be
on scientific lines.
Superior may be biased.
Method of Appraisal unreliable.

Page 69
BIBILIOGRAPHY:
References:
Websites:
www.adityabirla.com
www.bizhrguide.com
www.grasim.com
Text Books:
STEPHE!S ROBBI!S
C.B.MAMORIA & S.V.GA!KAR
Personnel Management
Himalaya Publication

Page 70
A!!EXURE&1
Process of Performance Appraisal
Employee Evaluation at Managerial Level
Mr.X , Div., Desig.

ABG Performance Doc.:07/01/2007 – 06/31/2008
Section&1 –JOB PURPOSE
RMC (Zonal Head,Karnataka)
Description:
• To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.
• Ensure achievement of both sales & credit targets, optimizing of resources.
• Develop/ harmonize team operations of plant / marketing for achieving customer
satisfaction &
maximum output.
• Focus on future commercial / dedicated expansions.
Section –2 –KRA
KRA No.1 SALES & MARKET SHARE

• Description: To achieve the Sales Targets as per Budget with increase in market share.
KRA No.2 CREDIT CONTROL
• Description: Reduction of critical o/s , Reducing no. of days.
KRA No.3 OPTIMIZATION OF RESOURCES IBSAR Navi Mumbai

• Description: Optimising Manpower resources to generate maximum output.

KRA No.4 CUSTOMER SATISFACTION
• Description: Ensuring customer satisfaction
KRA No.5 MARKET EXPANSION
• Description: Market expansion for commercial & dedicated plants.
KRA No.6- STATUTORY COMPLIANCES
• Description: Ensuring operation of plants with all legal compliances.
Section&3& EMPLOYEE GOALS
Goal 1: Supports KRA No.1 Weight-20%

1.Description: To achieve the Sales Targets as per Budget.
2.Measurement: Actual sales achieved every month compared with targeted volumes.
3.Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, loss
due to strike.
Rating: Exceeds-110-117%
Goal 2 : Supports KRA No.1 Weight-5%

1.Description: Achieve & retain market share as per sales target.
2.Measurement: To be monitored monthly via-a-vis budget.
3.Comments: Market share improved from last year 19% to this year 23% despite
construction
industry showing trends of slow down.
Rating: Far exceeds Expectation>120%
Goal 3: Supports KRA No.2 Weight : 10%

1.Description: Credit control IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 72
2.Measurement: Monitor the same every month for number of days & reduction in
critical.
Outstanding as compared to the budget.
3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major accounts
reconciled.
Rating: Exceeds Expectation>120%
Goal 4: Supports KRA No.3 Weight:20%
1.Description: Optimising manpower resources, maximizing output forpumps/plant.
2.Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum
;output &
harmonious operations etc.
3.Comments: Harmonius operation was ensured by timely requirement
& in house training.
Rating: Exceeds>110-117%
Goal 5: Supports KRA No.4. Weight:10%

1.Description: Ensure Customer Satisfaction
2.Measurement: Feedback from Customers.
3.Comments: Mobile testing facility started at Banglore.
Feedback from customers obtained & periodically analysed.
Rating: Far Exceeds Expectation>120%

1.Description: Market expansion for commercial & dedicated plants.
2.Measurement: As per expansion plans based on market potential.
3.Comments: Market expansion in Manglore and Mysore achieved with in two months of
commercial production achieved market share of 25%.

Page 73
Goal 7: Supports KRA No.6. Weight: 15%

1.Description: Ensure operation of plants with all legal compliances.
Safety norms followed in all plants.
2.Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff &
workers.
3.Comments: Training programs/Demos conducted in all plants.
Section 4 – Employee Mid Year Review Comments&
Description:
• To achieve sales target as per budget : Against budgeted target of 282000 cu.m
achieved 263000
cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.
• Achieve & Retain market share: Market share of 22% achieved. Improvement of 3%
onYOY
basis.
• Credit Control: No. of days o/s reduced from 38days to 27days.
• Optimisation of Resources: with in 2 months of operation.
• Ensure customer satisfaction: Mobile concrete Training facility introduced.
• Market Expansion through dedicated plants: 1captive plant started & successfully
running.
• Ensuring legal compliances: All legal compliances are met.
Major Challenges:
Creating differentiation in product & services to enhance brand premium.

Page 74
Manager’s COMME!TS –
• Sales target impacted due to 18 days strike, otherwise would have achieved.
• BLK project plant, a good initiative.
• Cr control has significantly improved but still more needs to be done & focused into.
• New products to be pushed & new plants have been well established.
Section 5& VALUES

Values
Commitment
Passion
Seamlessness
Speed
Section 6& EMPLOYEE COMME!TS
Section 7& Training !eeds
Section 8& Career Aspiration

A!!EXURE&2
Page 75
Page 76
A!!EXURE& 3
EMPLOYEE REFERRAL APPLICATIO! FORM

(RMC DIVISIO!)
E Code No:
Employee Name:
Department:
Location:
Contact Details:
Position Referred For: Location:
Referred Candidate’s Name:
I hereby declare that I know the above candidate personally/professionally and he is

willing to
join RMC business of ABG if found suitable and offer given to him as per his
satisfaction.
Signature of the Employee Signature of HR

Date:

Page 77
Annexure& 4
TRA!SFER REQUEST FORM
!AME OF TRA!SFEREE
POSITIO!
DESIG!ATIO! / JOB BA!D
EMPLOYEE CODE
PRESE!T LOCATIO!
PRESE!T DEPARTME!T
PRESE!T SUPERIOR
(!AME & POSITIO!)
FU!CTIO!AL HEAD
LOCATIO! O! TRA!SFER
!EW POSITIO!
!EW DEPARTME!T
DATE OF TRA!SFER
!EW SUPERIOR (!AME &
POSITIO!)
!EW FU!CTIO!AL HEAD

!EW ZO!E
Zonal / Functional Head
(Transferor)
Zonal / Functional Head (Transferee)

Page 1
A
PROJECT REPORT
On
Study of HR Practices & Process of Performance Appraisal Study of HR Practices &
Process of Performance Appraisal Study of HR Practices & Process of Performance
Appraisal Study of HR Practices & Process of Performance Appraisal
With special reference to
ADITYA BIRLA GROUP

GRASIM I!DUSTRIES
R.M.C Division
Head Office & MUMBAI
Submitted To
TILAK MAHARASHTRA U!IVERSITY, PU!E

Submitted by
SATISH PRAKASH GOYAL

M MB BA A& & H H. .R R
( (2 20 00 07 7& &2 20 00 09 9) )
I!STITUTE OF BUSI!ESS STUDIES & RESEARCH

Page 2
Table of Contents
CHAPTER !O. TITLES PAGE !O.

1 Acknowledgement 3
2 Executive Summary 8
3 Company Profile 9
4 Organizational Chart 16
5 Introduction 18
6 About the project
Recruitment
Selection
Performance Appraisal
Training & Development
Talent Management
Job Analysis
Organisation Structure
Human Resource Information System
Company Philosophy
Exit Interview
20
22
25
28
34
40
42
47
51
56
58
7 Learnings 65
8 Observations & Findings 66
9 Recommendations 67
10 Nomenclatures and Abbreviations 68
11 Limitations & Bibliography 69
12 Annexure 71

Page 3
Acknowledgement
It is not possible to prepare a project report without the assistance & encouragement of
other
people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt obligation
towards
all the personages. Without their active guidance, help, cooperation & encouragement, I
would not
have made headway in the project.
I would like to express my sincere thanks to Major P.K.Das (GM-HR,Grasim Industries)
who
gave me the opportunity to work with such an esteemed organization.
I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR)
who has
continuously guided me & supported in all the tasks by giving me valuable insight into
issues like
the meaning of HR practices, its uses, objectives and tools as well as steps to be
considered in
developing and studying an organizational structure.
I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me enough
support
& cooperation to me by finding time from her hectic schedule. I also thank her for
guiding me,
clearing the doubts & advising me in the right time to make this project a real learning
experience.
I am thankful to the entire employee at Grasim Industries (RMC Div.) for their
cooperation during
the internship.
Last but not the least, I would thank Dr.M.L.Monga,( Executive Director), Dr.Ginlianlal
Buhril,
(Director, Navi Mumbai) , Mr.Anurag Shrivastava,(Asst.Dir.) & all my lecturers for
giving me
an opportunity to work with such an esteemed organization ,guiding& encouraging me
throughout.
Thanking You:
Satish P.Goyal
Page 4
CERTIFICATE FROM THE FACULTY GUIDE
This is to certify that the project work entitled “Study of HR Practices & Process of
Performance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries ) is a
bonafide work carried out by Mr. Satish P.Goyal ,a candidate for the MBA June
(2007+2009)
Examination of Tilak Maharashtra University, Pune under my guidance and direction.
Signature of the Guide.

2ame : Dr.Ginlianlal Buhril
Designation : Director
Address : IBSAR, avi Mumbai.
Date :
Place :

Page 5
CERTIFICATE FROM THE U!IVERSITY
This is to certify that the project work entitled “Study of HR Practices & Process
of Performance Appraisal ”, worked under Aditya Birla Group ( Grasim Industries )
is a bonafide work carried out by Mr. Satish P.Goyal , a candidate for the MBA June
(2007+2009) Examination of Tilak Maharashtra University, Pune. The project
report has been approved as it satisfies the academic requirements in respect of project
work prescribed for the Masters of Business Administration Degree.
Head :
Internal Guide :
External Guide:
Date :
Place :

Page 6
Executive Summary&
The importance of personnel management is being increasingly realized in industrial and

non-
industrial organization both in India and abroad. The realization has come about because
of
increasing complexity of the task of managers and administrators. In most organizations
the
problems of getting the competent and relevant people, retaining them, keeping up their
motivation
and morale, and helping them to both continuously grow and contribute their best to the
organizations, are now viewed as the most critical problems.
So with this reference the project titled Study of Study of HR practices & process of
Performance Appraisal has been conducted, based on the primary research in Ultratech
Cement
Limited, RMC Division has been prepared to get a better insight into the management
practices
adopted by UTCL with reference to HR Policies prepared by the HR department in
organization. It
emphasizes on the importance of a clear cut organization structure and culture to avoid
any
confusion in order to achieve maximum result with minimum resources.
The project is aimed to cover maximum knowledge of the HR practices followed in the
organization and how the performance is evaluated of employees, what primary factors
are
considered , how data is maintained and finally the evaluation done. Here the HR
practices of the
company have been explained to understand how the company follows these practices
and the
performance appraisal process adopted. The practical knowledge has been gained mainly
by
observing all the activities taking place in the H.R. department. This is a brief study done
to have
understanding of the subject H.R., how it is practically implemented, why it is necessary,
its
implications & the benefits.
With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle
functions, Selection done, Training Calendar prepared, what does compensation & cost to
company means and the steps of performance appraisal.
Page 7
Company Profile
Aditya Birla Group is India's first truly multinational corporation. The group has an
annual
turnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25
different
nationalities on its rolls.
Aditya Birla Group has its presence in 20 countries –
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA,
UK,
Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
Globally the Aditya Birla Group is:
• A metals powerhouse, among the world’s most cost-efficient aluminium and copper
producers.
Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium
rolling
company and one of the 3 biggest producers of primary aluminium in Asia.
In India:
• A premier branded garments player.
• The 2nd largest player in viscose filament yarn.
• The 2nd largest in the Chlor-alkali sector.
• Among the top 5 mobile telephony companies.
Hindalco:
It has established been in 1958, Hindalco deals in Aluminium and Copper and is an
industry leader
in both. Hindalco is the world's largest aluminium rolling company and one of the
biggest
producers of primary aluminium in Asia. Its copper smelter is today the world's largest
custom
smelter at a single location. In 2007, Hindalco acquired Novelis and in the process
became the
world's largest aluminium rolling company and one of the biggest producers of primary
aluminium
in Asia, as well as India's leading copper producer. IBSAR Navi Mumbai
Aditya Birla !uvo: Aditya Birla Nuvo is a diversified business conglomerate with
interests in
viscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and
insulators.
Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into life
insurance,
telecom, business process outsourcing (BPO), IT services, asset management and other
financial
services.
Ultra Tech Cement: The Groups cement business is under both Grasim and UltraTech
cement.
Together the two companies under the group account for a substantial share of the cement
market
in India.
UltraTech cement comprises the erstwhile cement business of L&T which was acquired
by the
group.Ultra Tech Cement manufactures and markets Ordinary Portland Cement, Portland
Blast
Furnace Slag Cement and Portland Pozzolana Cement. It is the country's largest exporter
of
cement clinker. Its export market includes countries around the Indian Ocean, Africa,
Europe and
the Middle East.
GRASIM I!DUSTRIES LIMITED is the flagship company of Aditya Birla Group.
Grasim
itself is a multi-product company with cement being the major area of focus. Now a day
the
cement division of the Grasim industries Limited works under the banner of the Ultratech
Cement
limited (UTCL). In August 1998, Grasim acquired the well-known Dharani Cements Ltd
situated
at Reddipalayam, Perambalur District. Soon after the acquisition, Grasim embarked on a
most
prestigious project of one million top capacity cement plant at the existing locations.
READY MIX CO!CRETE IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

Page 9
Concrete is a hardened building material created by combining a binder i.e. cement

(commonly
Portland cement), aggregate (generally gravel and sand), water and admixtures. Although
people
commonly use the word cement as a synonym for concrete, it is only one of several
components in
modern concrete. As concrete dries, it acquires a stone-like consistency that makes it
ideal for
constructing roads, bridges, water supply and sewage systems, factories, airports,
railroads,
waterways, mass transit systems.
Concrete is used more than any other man made material on the planet. It was in 1824,
when
Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland cement
came into
existence. However, it was not widely used until World War II, when several large docks
and
bridges were constructed.
Today, different types of concrete are categorized according to their method of
installation. Ready
or pre-mixed concrete is batched and mixed at a central plant before it is delivered to a
site. This
type of concrete is sometimes transported in an agitator truck and is also known as
transit-mixed
concrete. Shrink-mixed concrete is partially mixed at the central plant and its mixing is
then
completed en route to the site.
The secret of good concrete lies in the degree of quality control
and technical parameters of the mix. UltraTech, the Aditya Birla
Group Company, which makes good concrete better, maintains a
high level of precision in its quality assurance procedures and
produces world-class concrete that comes in a package of highly
reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right
proportions of all
the ingredients as per the standard Bureau of Indian Standards (BIS) code assures the
desired
strength and durability. And an art because it is not just the accurate proportioning which
determines the quality of concrete, but the way it is mixed, placed, compacted, cured and
protected
also play a great role.
UltraTech Concrete makes good concrete better because the company takes extra care to
make
sure it is perfect both ways — proportion wise and handling wise. To ensure quality,
each and

Page 10
every sample of concrete passes through stringent tests in fresh and hardened state to
ensure
strength, durability and performance.
How does UltraTech Concrete make good concrete better?
Right from selecting the raw materials to batching and mixing, transportation, placing of
concrete
till testing of concrete — UltraTech ensures flawless operation in every stage. Clearly, it's
all about
putting together the right ingredients for that perfect recipe.
Cement
Fresh cement, protected from weathering conditions and influence of external
environment such as
air, moisture etc., is an important ingredient of concrete. UltraTech Concrete plant uses
fresh
cement directly procured from the cement plants through cement bulkers, which in turn
pump it
directly into the concrete silos thus protecting it from the external environment.
Coarse aggregates
Coarse aggregates — free from clay, weeds and other organic materials, cubical or
rounded with a
combination of different sizes and not elongated or flaky — ensure proper strength of the
concrete
and make it non-porous. These coarse aggregates are a vital ingredient of good concrete.
UltraTech
Concrete directly sources the aggregates from selected and approved suppliers, tested as
per BIS
for size, shape, gradation, impact value and crushing value etc.
Fine aggregate
Sand, the fine aggregate used in concrete must be free from silt, clay, salts and organic
materials to
prevent shrinkage cracks, which affect the concrete quality and durability.
UltraTech Concrete directly purchases sand from selected and approved suppliers tested
for
moisture content. To maintain the correct water-cement ratio, UltraTech Concrete plants
use
moisture sensors and an automatic water correction procedure.
Water
Potable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic
materials is IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 11
ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and uses
water
purifiers whenever necessary.
Admixture
Admixtures used in concrete during mixing ensures its workability (the ease of placing of
concrete
in moulds) and the setting time is carefully chosen from reputed companies. The
workability is
measured for every batch through the slump cone and is controlled using a scientific
method of
dosing. UltraTech Concrete is equipped with computerized batching and mixing plants to
strictly
monitor the quality of the concrete. It uses a computerized recipe for the raw mix design
(cement :
sand : coarse aggregate : water : admixture) and quantities of raw materials are weighed
automatically as per the design mix. The water-cement ratio, very important to satisfy the
strength
and durability criteria of concrete, is pre-designed through a scientific mix design as per
the BIS
standards and kept constant throughout to maintain the consistency in quality for a
particular mix.
Mixing is generally done through high efficiency pan mixers (machine mixers / turbo
mixer) to
ensure uniform and consistent quality concrete.
Transportation
The transport of concrete from its place of mixing to the delivery point is very critical, as
there is
possibility of the concrete drying out and losing its workability and plasticity.
UltraTech Concrete transports concrete from its ready mix concrete plants to the site
through
transit mixers. Further, the concrete is pumped to the actual point of concreting using
high
efficiency concrete pumps, thus maintaining the homogeneity of the concrete throughout
the transit
till the final deposition. Placing the concrete is expedited scientifically by specialized
delivery
trucks. Qualified and experienced engineers monitor the entire operation.
Page 12
It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different

nationalities. In India, the Group has been adjudged “The Best Employer in India and
among
the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal Study 2007.
Over 50
per cent of its revenues flow from its overseas operations.
Beyond business — the Aditya Birla Group is:

Working in 3,700 villages
Reaching out to seven million people annually through the Aditya Birla Centre for
Community
Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and espousing
social
cause. .

Page 13
A Ab bo ou ut t U Ul lt tr ra at te ec ch h C Ce em me en nt t L Lt td d
Ultratech Cement Ltd is having its own vision, mission and values.
Vision of the company:
To be a premium global conglomerate with a clear focus on each business.
Mission of the company:
To deliver superior value to the customers, shareholders, employees and society at large.
Values of the company:
People contribute when they relate to an organization and they relate, when they
understand the
organization. People understand an organization through its values by experiencing the
culture that
values create and by using the systems and processes that values define. In large
organizations,
such shared understanding cannot be created through leadership of individuals alone; it
requires
leadership of principles, of beliefs, of conviction. Integrity, Commitment, Passion,
Seamlessness, Speed. These together constitute what they call their “Value”.
Page 14
Organizational Chart
RMC Central IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in
Head
HR
Head
Mktg &
Sales
Head Sales Head Mktg
Head
Tech.
Service
Head
RMC
Head
Tech.
Service
Head
Operation
Head
O&M Head IT
Head
F&C
Head
SCM
Head
Aggregate
) Page 15
Head
SCM
Head
logistics
Head
ProjectsIBSAR Navi Mumbai (satishpgoyal@yahoo.co.in
Recruitment
specialist
Assistant
Poornat
a/MIS
Head HR
Org.
Development
Poornat
a/MIS
MS/PM
S
Training
School
Zonal Coordinators
City HR/IR
& Safety
RMC HR
) Page 16
Zonal Coordinators
City HR/IR
& Safety
RMC HR IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 17
Introduction
HR PRACTICES
The success of any business depends as much on appropriate, effective, well-
communicated, HR
and business practices as it depends on meeting the requirements of mandated laws and
regulations. In fact, good planning and the development of effective practices make
regulatory
compliance much easier.
HR practices helps in increasing the productivity and quality, and to gain the competitive
advantage of a workforce strategically aligned with the organization’s goals and
objectives.
KPI's For HR PRACTICES
Some of the key performance indicators for Human Resources include but are not limited
to the
following.
• Employees’ clarity on HR policies

• Employees’ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear policies and guidelines
• Competitiveness of compensation structure relative to industry benchmark
• Usefulness and accuracy of compensation survey
• Lead time to respond to staff welfare issues
• Employees’ assessment of promotion criteria and process (clarity, fairness)
• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programs resulting in productivity improvement
• Staff attrition rate
• Understanding / Clarity of the Organizational philosophy
• Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects
Page 18
• Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports
the
organizational strategy
• Develop KPI's for each of the strategic objectives.
• Track and measure performance
Human Resources Best Practices
The best practices in the management of human resources are the ones which optimize a
workforce
so that it can not only get work done, but also ensure a greater level of efficiency,
timeliness and
quality as it accomplishes increases productivity overall.
Hence the job of the best practices human resources firm is to make sure that these
benefits and
pay scales meet the company’s budget while remaining attractive and competitive enough
to pull
in the very best talent possible. We should know that these figures put the company in a
good light
while also presenting themselves as engaging and competitive for company’s recruitment
efforts.
OBJECTIVE OF HR PRACTICES:&
The main objective of HR Practices is to differentiate the organization from its
competitors by
effective and efficient HR Practices. By following this, the organization does its whole
work
process. The objective of HR Practices is to increase productivity and quality, and to gain
the
competitive advantage of a workforce strategically aligned with the organization’s goals
and
objectives.
As The Transparent HR practices can reduce attrition, Because-
Transparent HR practices ensure continuous business growth in every organization.
It gives the suitable working environment to the employees.
The success of company motivates the employees of organization to continue
relationship with
it. As all the employees Perks chart has been mentioned according to their designation in
the HR
practices, it helps the employees to know what their perks charts are. So it creates a
transparency.
Page 19
OBJECTIVE of the PROJECT
As we know the whole function of HR department depends upon the HR Practices of the
organization. The HR management is done according to the HR Practices of the
company. Which
things to be done and which things should not be done depend upon this only. It also
helps the
organization to achieve the target of the organization.
The HR policies of the organization have been mentioned in the HR Practices. All the
rules &
regulations for the employees have been also mentioned in this. All the welfare of the
employees’
processes is also mentioned in this.
So the study of the HR Practices means basically the brief study of all HR functions in
the
organization. I believe the HR Practices is a vital part of an organization, which helps the
organization to achieve the goal of the organization.
All companies are having their HR Practices but the company who is having the best, is
the most
successful company among its competitors. So the company can get success within its
competitors
by applying best, effective HR Practices.
The main objective of the project is

To understand the HR practices followed & Process of Performance Appraisal.
To know what are the uses of HR practices for any organization.
How these HR Practices help any organization to know its stand in the market and to be
competitive by implementing good HR Practices for their employees.
To understand how the organization would achieve its goals by implementing good HR
Practices.
To understand the work culture of the organization.
HR function is very important in every organization. It helps the organization to manage

not only
the people of the organization but to manage all the working processes in it also. HR is
Page 20
management function that helps managers to recruit, select, train and develop members
for an
organization. Obviously HR is concerned with the people’s dimensions in organizations.
HR refers
to set of programs, functions, and activities designed and carried out.
HR practices of ULTRATECH Cement Ltd (RMC Division)

Effective and Efficient HR practices are very much important for every organization. So,
UTCL
has also its HR Practices, which helps it a lot to achieve the targets.
Human Resource Management initiatives in any Organization endeavor to change,
redefine,
revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is
effectively
done with the help of alignment & integration of HR policies & strategies with business
goal &
objectives.
Definition of HRM&
HRM is concerned with the people dimensions in management. Since every organization
is made
up of people, acquiring their services, developing their skills, motivating them to higher
levels of
performance and ensuring that they continue to maintain their commitment to the
organization are
essential for achieving organizational objectives.
HRM is planning, organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end so
that
individual, organizational and social objectives are accomplished.
The HR practices of Ultratech Cement Ltd (RMC Division) are as follows: IBSAR Navi
Mumbai (satishpgoyal@yahoo.co.in)
Page 21
1. Recruitment and Selection:
RECRUITME!T&
It is a process to discover the sources of manpower to meet the requirements of the

staffing
schedules and to employ the effective measures for attracting that manpower in adequate
numbers
to facilitate effective selection of an efficient workforce.
Edwin B. Flippo has defined it as “ the process of searching for prospective employees
and
stimulating them to apply for jobs in the organization. “
OBJECTIVES of RECRUITME!T
• To attract people with multi-dimensional skills and experiences that suti the present and
future
organizational strategies,
• To infuse fresh blood at all levels of the organization,
• To develop an organisational culture that attracts competent people to the company,
• To search for talent globally and not just within the company,
• To design entry pay that competes on quality but not on quantum,
• To anticipate and find people for positions that do not exists yet.
Page 22
PROCESS
• Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees
needed.
• Developing suitable techniques to attract suitable candidates.
• Stimulating as many candidates as possible.
FACTORS affecting RECRUITME!T
I!TER!AL FACTORS EXTER!AL FACTORS

Employer’s brand Socio-economic factors
Company’s pay package Supply & Demand factors
Quality of work life Employment Rate
Organisation culture Labour market conditions
Career planning & growth Political, Legal, Governmental factors
Company’s size
Company’s products, services
Role of trade unions
Cost of recruitment
Company’s name & fame.

Page 23
SOURCES of RECRUITME!T
I!TER!AL SOURCES EXTER!AL SOURCES

Present employees Campus Recruitment
Retired employees Private employment consultant
Dependent of present Data Banks
Employee Referrals Casual Applicants
Trade Unions
Walk-ins
Head Hunting
Mergers & Acquisitions
E-Recruitment
It helps in translating Business Strategy into people requirements. A combination of

internal
recruitment, campus recruitment, and executive search is leveraged to meet up to the
changing
needs of the organization
In today’s rapidly changing business environment, organizations have to respond
quickly to
requirements for people. Hence, it is important to have a well-defined recruitment policy
in place,
which can be executed effectively to get the best fits for the vacant positions. Selecting
the wrong
candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization.

Page 24
Selection
It is one area where the interference of external factors is minimal. Hence the HR
department can
use its discretion in framing its selection policy and using various selection tools for the
best result.
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine
their essential factors) written into a job description so that the selectors know what
physical and
mental characteristics applicants must possess, what qualities and attitudes are desirable
and what
characteristics are a decided disadvantage.
Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by
probable years of service) hence bad buys can be very expensive. For that reason some
firms (and
some firms for particular jobs) use external expert consultants for recruitment and
selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from
existing employers to the recruiting employer. However, the 'cost' of poor selection is
such that,
even for the mundane day-to-day jobs, those who recruit and select should be well trained
to judge
the suitability of applicants.
Outsourcing is also done through consultancies by mentioning the requirement, number
and time.
Where the organization does its own printed advertising it is useful if it has some
identifying logo
as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to
apply (personal appearance, letter of application, completion of a form) will vary
according to the
posts vacant and numbers to be recruited.
Interviewing can be carried out by individuals (e.g. supervisor or departmental manager),

by
panels of interviewers or in the form of sequential interviews by different experts and can
vary IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 25
from a five minute 'chat' to a process of several days. Ultimately personal skills in
judgment are
probably the most important.
Training in interviewing and in appraising candidates is clearly essential to good

recruitment.
Largely the former consists of teaching interviewers how to draw out the interviewee and
the latter
how to rate the candidates. For consistency (and as an aid to checking that) rating often
consists of
scoring candidates for experience, knowledge, physical/mental capabilities, intellectual
levels,
motivation, prospective potential, leadership abilities etc. (according to the needs of the
post).
Application of the normal curve of distribution to scoring eliminates freak judgments
The Recruitment Process of UTCL&

The recruitment process of UTCL Cement Ltd starts from the requirement of different
departments
as per to the org chart. Then they tell to the HR Department. HR Department takes the
candidates
Page 26
from Data bank of company, Poornata etc, then does the short-listing, then does the
scheduling for
the interview. After this the selection and negotiation process occurs. Then offer letter is
been
given to the selected candidate. The employee then joins in the organization. Then the
company
arranges the Induction Program for the employee. After this the recruitment process ends
with this.
The Chart of Recruitment & Selection Process has been given here.
HOD
Requisition for
Vacancy to be as
per Org Chart
HR
1. Data bank
2. Req Agency
3. Poornata
Short Listing
Scheduling
the interview
Selection &
!egotiation
Offer Letter
Joining
Induction
E!D IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 27
2. Performance Management System
It is a structured method of formally and objectively evaluating employees’ performance

with
respect to their objectives. It addresses the issue of an employee’s development by
providing them
with structured and in-depth analysis of strengths and areas of improvement. It provides
with input
for annual increments, training and development.
For an organization the aim should not be just to have the best people, but also to retain
them and
get best out of them.
Employee Performance management includes planning work and setting expectations,
developing
the capacity to perform, continuously monitoring performance and evaluating it.
Most organizations focus on an annual evaluation process for employees and call that
Performance
Management. However, annual evaluations are often subjective and can lack specific
measurements and supportive data to help the employee truly improve their behavior.
Simply putting, a Performance Management System is essential to the success of any

organization
because it influences the effort expended by employees, which in turn, drives bottom-line
business
results. Furthermore, the Performance Management System helps an organization
identify, recruit,
motivate, and retain key employees.
An effective Performance Management System should achieve the following:

Review the employment cycle of every employee,
Beginning with the recruiting process,
Employee development,
Ending with effective exit interviews.
Employee’s knowledge, skills, and abilities with the organization's human capital needs
and
business objectives.
Provide managers and employees with the tools necessary to focus on short-term and
long-term
goals that contribute to both career and organizational success. IBSAR Navi Mumbai
Support the organization in developing and sustaining a culture that recognizes and
rewards
individual contributions and team performance.
Promote a work climate that requires employees to remain flexibly focused. For
instance,
employees can manage current tasks and unit goals while keeping pace with, and
adapting to,
change in the work environment.
HR Performance Management System can be performed in three steps:
Needs Analysis
Identifying Competencies
Development of effective Performance Management System.
PURPOSE
For Administration-
• Document HR decisions with regards to performance & its related issues.
• Determine promotion of employees.
• Determine increment in pay of employees.
• Determine transfer & change in job assignments.
• Determine retention or termination.
• Decide on layoffs.
• Decide need for training
• Decide salary & related issues.
For Development&
• Provide performance feedback to all concerned.
• Identify individual skills, core competencies, strength & weaknesses.
• Assist employees in setting goals.
• Identify training needs.
• Improve communication.

Page 29
Method employed &

• Rating & Contribution
• Management by Objectives (MBO)-
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50
organisations have
adopted MBO in work settings.
MBO is a process whereby superior & subordinate managers of an organization jointly
identify its
common goals, define each individual’s major areas of responsibilities in terms of results
expected
of him & use these measures of guides for operating the unit & assessing the contribution
of its
members.
The MBO focuses attention on participatively set goals that are tangible, verifiable
& measurable.
The superior & subordinates jointly determine goals to be considered during appraisal
period &
what level of performance is necessary for subordinates to satisfactorily achieve specific
goals.
During performance appraisal period the superior & subordinates update & alter goals as
necessary
due to changes in business environment.
If not achieved identify reasons for deviation.
SYSTEM of Performance Appraisal –

a) Establish Performance Standard.
b) Communicate standard & expectation to employees.
c) Measure actual performance, by following instructions.
d) Adjust actual performance due to environment influence.
e) Compare actual performance with set standards & find out deviations.
f) Suggest changes in job analysis & standards if necessary.
g) Follow up.
PROBLEMS&
• Rating biases-
• Halo effect
• Error of central tendency.
• Personal Prejudice.
• Recency effect.
following
basic processes
1. Annual goal setting
2. Mid year review
3. Annual performance review
following
Annual performance review
) Page 30
following IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 31
1.Annual goal setting –
In the month of April/May every year, after the annual planning and budgeting rounds,
all teams
identify their KRA’s and goals for the forthcoming financial year. This process occurs by
offline.
Then the employees fill their goal setting document in the Poornata system, listing the
KRA’s,
Goals, Measurement Criteria, Assigning Weightage and due date for completion of
specific goals
as already discussed offline.
Then they notify the same to their manager/immediate supervisor and await approval.
The manager recommends any changes if required or else approves the goals set in the
document.
The approval of the goals set by the managers completes the goal setting process.
The approved documents will be then available to the employees as well as their
managers for
the reference throughout the year. These documents can also be viewed by manager’s
manager
(Reviewer) for their indirect subordinates.

Page 32
2. Mid Year Review:
Mid year review of goals set at the beginning of the financial year held on the months of
October/November every year.
The mid year review generally initiated by the manager.
The main focus of the mid year review is to check if the goals set at the beginning of the
year are
relevant or if they need to be revised or updated.
The mid year review is also an opportunity for the manager and his team members to
identify
and discuss about any performance issues and initiate corrective action for the same.
The mid year review does not entail any ratings.
3. Annual Performance review:
The annual performance reviews against goals set and achieved held during the months
of April-
May every year.
The employee completes his self-review /appraisal against goals set, online in the
Poornata
system and submits the same to his manager for review.
The manager then discuss the performance of the employee with him/her off-line, give
him
feedback on his performance and capture his own comments and performance ratings
against goals
and overall ratings in the manager’s evaluation form.
The manager also discusses the employee’s performance as well as rating with the
manager’s
manager (reviewer) and sends the document to the HR department for further processing.

Page 33
3. Training and Development

The needs of individual are objectively identified & necessary interventions are planned
for
identified groups, which get rolled out in a phased manner through training calendar.
The training and development program is charted out to cover the number of trainees,
existing staff
etc. The programs also cover the identification of resource personnel for conducting
development
program, frequency of training and development programs and budget allocation.
Training and
development programs can also be designed depending upon job requirement and
analysis.
Selection of trainees is also facilitated by job analysis.
The company has a strong focus on manpower training according to their requirements.
The
internal training department aims at improving the skill sets relevant to the work profile
of
employees.
• This includes improving communication
• Different skills
• E-mail programming
• Operation systems.
The design of the training program can be undertaken only when a clear training
objective has
been produced. The training objective clears what goal has to be achieved by the end of
training
program i.e. what the trainees are expected to be able to do at the end of their training.
Training
objectives assist trainers to design the training program.

Page 34
Training Design&
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal,
judgmental skills in order to deliver quality content to trainers.
The trainees – A good training design requires close scrutiny of the trainees and their
profiles.
Age, experience, needs and expectations of the trainees are some of the important factors
that
affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings,
positive
perception for training program, etc.
Trainees’ learning style – The learning style, age, experience, educational background of
trainees
must be kept in mind in order to get the right pitch to the design of the program.
Training strategies – Once the training objective has been identified, the trainer translates
it into
specific training areas and modules. The trainer prepares the priority list of about what
must be
included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to be
delivered.
Trainers break the content into headings, topics and ad modules. These topics and
modules are
then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program becomes
clear,
trainer comes in the position to select most appropriate tactics or methods or techniques.
The
method selection depends on the following factors: IBSAR Navi Mumbai
(satishpgoyal@yahoo.co.in
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc
Improve performance
lities and resources, etc

) Page 35
Page 36
“Training & Development is any attempt to improve current or future employee

performance by
increasing an employee’s ability to perform through learning, usually by changing the
employee’s
attitude or increasing his or her skills and knowledge.”
MEA!I!G OF TRAI!I!G & DEVELOPME!T ACCORDI!G TO UTCL: &
The need for Training and Development is determined by the employee’s performance
deficiency,
computed as follows.
Training & Development Need = Standard Performance – Actual Performance
Training: Training refers to the process of imparting specific skills. An employee

undergoing
training is presumed to have had some formal education. No training program is complete
without
an element of education. Hence we can say that Training is offered to operatives.
Development: Development means those learning opportunities designed to help
employees to
grow. Development is not primarily skills oriented. Instead it provides the general
knowledge and
attitudes, which will be helpful to employers in higher positions. Efforts towards
development
often depend on personal drive and ambition. Development activities such as those
supplied by
management development programs are generally voluntary in nature. Development
provides
knowledge about business environment, management principles and techniques, human
relations,
specific industry analysis and the like is useful for better management of a company.
The Training Inputs are

• Skills
• Education
• Development
• Ethics
• Problem Solving Skills
• Decision Making
• Attitudinal Changes IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 37
Importance of Training & Development

• Helps remove performance deficiencies in employees
• Greater stability, flexibility and capacity for growth in an organization
• Accidents, scraps and damages to machinery can be avoided
• Serves as effective source of recruitment
• It is an investment in HR with a promise of better returns in future
• Reduces dissatisfaction, absenteeism, complaints and turnover of employees
!eeds of Training
Individual level
• Diagnosis of present problems and future challenges
• Improve individual performance or fix up performance deficiency
• Improve skills or knowledge or any other problem
• To anticipate future skill-needs and prepare employee to handle more challenging tasks
• To prepare for possible job transfers
Training given on
• Safety aspects
• Behavorial aspects
• Technical aspects
• Communication skills

Page 38
Identification of Training !eeds (Methods)
Individual Training Needs Identification
1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales
Group Level Training !eeds Identification

1. Organizational Goals and Objectives
2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes
Benefits of Training !eeds Identification

1. Trainers can be informed about the broader needs in advance
2. Trainers Perception Gaps can be reduced between employees and their supervisors
3. Trainers can design course inputs closer to the specific needs of the participants
4. Diagnosis of causes of performance deficiencies can be done.
Page 39
5. Talent Management
It is a holistic and systematic process, across the group. It is built on the work done so far
on
people processes, and has a Talent Identification and Talent Development Strategy for all
the 3
levels of management i.e. Senior, Middle & Junior Management. This is facilitated by
Development Assessment Center followed by Individual Development Plan, enabling
planned
succession and career management.
The talent management process includes HR process for
• Recruitment,
• Performance,
• Compensation,
• Succession planning,
• Learning and other capabilities around self-service,
• Analytics IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 40
• Reporting.
With businesses going global and competition becoming intense, there is mounting
pressure on
organizations to deliver more and better than before. Organizations therefore need to be
able to
develop and deploy people who can articulate the passion and vision of the organization
and make
teams with the energy to perform at much higher levels.
Talent management is a key business process and like any business process takes inputs
and
generates output.
Talent management is a professional term that gained popularity in the late 1990s. It
refers to the
process of developing and fostering new workers through onboarding, developing and
keeping
current workers and attracting highly skilled workers to work for your company. Talent
management in this context does not refer to the management of entertainers.
Companies that are engaged in talent management (human capital management) are
strategic and
deliberate in how they source, attract, select, train, develop, promote, and move
employees through
the organization. This term also incorporates how companies drive performance at the
individual
level (performance management).
The term talent management means different things to different people.
• To some it is about the management of high-worth individuals or “the talented”.
• To others it is about how talent is managed generally - i.e. on the assumption that all
people have
talent which should be identified and liberated.
Talent management decisions are often driven by a set of organizational core
competencies as well
as position-specific competencies. The competency set may include knowledge, skills,
experience,
and personal traits (demonstrated through defined behaviors)

Page 41
5. Job Analysis & Evaluation

It is broadly categorized in two parts. Job Analysis is a process to understand the job,
identify and
disaggregate the activities, competencies and accountabilities associated with the job. It
defines
and clusters the task required to perform the job. It also clarifies boundaries between
jobs. The
output of Job Analysis exercise is referred to as job description.

Page 42
STEPS
(Process of Col lect ing Informat ion)
“Job Analysis is a process of studying and collecting information relating to operations
and
responsibilities of a specific job. The immediate products of this analysis are ‘Job
Description’ and
‘Job Specifications’.”
(Systemat ic Explorat ion of Act ivi t ies)
“Job Analysis is a systematic exploration of activities within a job. It is a basic technical
procedure
that is used to define duties and responsibilities and accountabilities of the job.”
( Ident i fying Job Requirements)
“Job is a collection of tasks that can be performed by a single employee to contribute to
the
production of some product or service, provided by the organization. Each job has
certain ability
requirements (as well as certain rewards) associated with it. Job Analysis is a process
used to
identify these requirements.”
Each job is a unique description of a role that a person can hold in an organization or
required to
be performed for the business benefit of that organization. When jobs are created, their
tasks and
requirements are taken into consideration.
Jobs are used in the following components:
• Job and Position Description
• Shift Planning
• Personnel Cost Planning
• Career and Succession Planning
Note:
Job descriptions should be as general as possible and as detailed as necessary.

Page 43
JOBS

Jobs
Head of Department
Secretary Buyer
Jobs are general
classifications of
tasks performed
by employees
Examples :
Head of Department
Buyer
Secretary

Page 44
Positions
Positions
Positions are the
concrete representation
of jobs. They are held
by individuals at your
enterprise.
Job:
Head of
Dept.
Position:
HOD : HR
Position:
HOD : Sales
Position:
HOD : Purchasing
Positions are specific to
your enterprise
More than one position can
be based on the same job
Each position typically
represents one employee,
but may be partially filled
by more than one

Page 45
Once you have created a job, define the number of positions required the enterprise.
Jobs are not staffed by employees. That is the role of positions. If more than one person
must
perform jobs, more than one position must be created to meet this requirement.
A position inherits the job’s tasks, and can also be assigned its own additional tasks.
Positions can be 100% staffed, partially staffed, or vacant.
When we define a position as vacant, the system prompts us to define the period for
which the
position will be vacant There will be a central authority that will be designated to declare
vacancies and make them available for Recruitment (both internal and external).
Positions can
fall vacant due to reassignment or Separation as well. Such positions become unoccupied
and
not vacant. Vacancy is thus a declared feature for a position.
A chief position is a position designated as the leader of a particular organizational unit.
By matching the requirements of a position and the qualifications of the employees, we

will be
able to do career planning for employees and succession planning for positions.
A profile matching reports can also be run to review the results of how an existing
employee or
an applicant fares against the requirements of a position.
6. Organizational Structure
Using the basic object types – constructs of relationships is built to mirror the business
edifices and
processes. By assigning object characteristics, validations, requirements etc, we can
capture
Process Flow:
• Before creating all of the other necessary objects and relationships, the user must first
create a
root organizational unit. Once one organizational unit has been created, it is
recommended to
• Jobs may be created after an organizational unit exists in the model.
• You can assign cost centers to organizational units
Organizational Structure
create a
Jobs may be created after an organizational unit exists in the model.
You can assign cost centers to organizational units and Positions.
) Page 46
create a
Page 47
Inputs:
Organization chart
• Root org unit
• Additional Org units
• Jobs if Required
• Positions
• Details to where the positions need to be mapped.
• Position Details like Position Type, Position Sub Type, Department, and Sub
department.
Every organization has its organizational structure. According to this every employee has
some
specific work. The work also depends upon their levels. As per their levels in different
departments
they will have to do their work.
In RMC business, there are different departments so as to organize the work efficiently
and
effectively. These are:
• HR
• Marketing
• Technical
• Commercial and Accounts
• IT
• Key Accounts
• CRM
• Quality
As for different departments different works has been specified for the different levels of
people. It
helps them to perform their work, which has been specified to him. For similar jobs also
the work
of the employees’ has been structured properly, to avoid the repetition of the work with
the other
employees. It helps in decrease the overlapping of the work. IBSAR Navi Mumbai
To manage the different levels of work the employees have been separated in to different
designations and different depts. According to their area of specialization. The
designations which
have been given to the employees are based on the skills they have, grades, knowledge,
varying
experiences. These designations have been specified as per the standard HR Practices of
the
organizations, so as to make the organization different from other organizations.
In this way the organization stands in a better position than its competitors in the
competitive
business.

Page 49
The different designations given to the employees in UTCL (RMC Division) are given in
the
following table.
Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff

Page 50
7. Human Resource Information System

POORNATA, an ERP (People soft) implementation of Human Resource practices has
been
introduced in UTCL to elevate HR processes to world class levels and standardize them
across
Units and Businesses. This has resulted in single integrated HR-ERP for all management
cadre
employees of the group. These automated HR Processes will also aid in faster, efficient,
timely and
accurate data availability to Management for decision-making.
UTCL’s People Soft Enterprise Performance Management (EPM) enables it to achieve
world-class
performance by aligning the right information and resources to strategic objectives.
People Soft
EPM offers performance management solutions for every budget and every phase of the
management cycle, helping its managers to formulate strategies for profitable growth,
align
strategies with operational plans, and actively monitor day-to-day operations.
Poornata helps a lot in the different works of the organization. It helps in the following
ways
• It helps in entry of all the database of all the employees.
• It reduces time to note all the databases of the employees.
• It reduces different mistakes or errors while maintaining the databases
• It helps in doing performance appraisal of the employees.
• It also helps in doing the data updation of the employees.
• It helps in recruitment and selection of the employees
• It reduces the time of the work
• It also reduces the no of employees for maintaining the database.
• It helps in maintaining the job description of employees.
• It records the compensation details for the employee.
Poornata also helps the employees in this way, IBSAR Navi Mumbai
Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata
ID,
which helps the employees to know about the different policies of Organization.
They can know these policies directly from the ERP system.
As it done only through Online, there is no delay in getting different infomations.
It also helps them to do the reporting to the concerned person.
They can also fill their problems which they face during their work and send to their
departments.
In this way Poornata helps not only the managers but the employees also.
Poornata (ERP) helps UTCL in the following ways
Poornata helps in performing day to day roles.
Introduction – Poornata helps in creating and updating of the positions of the employees.
Each position will correspond to specific vacancy in the organization, have a specific
headcount
defined for it and is also tied to the following specific attributes:
• Business unit
• Department
• Company
• Job code
• Location
• Regulatory Region
• Job Function
• Reporting to position (The position to which this particular position reports to)
• Career stages
Every time one or more of the above attributes change, the same have to be updated for
the
position, or a new position may need to be created corresponding to the new combination
of the
attributes. IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 52
Any individual who occupies a position will inherit the above-mentioned attributes of the
position.
A position is thus specific and particular opening in the organization, as opposed to job
codes,
which are more generic in nature. Job codes reflect the job points of the jobs across the
organization, whereas a position number reflects a specific job description in the
organization.
• Poornata helps and gives hints and warns the user the important information he must
know about
the Poornata system.
• It provides the additional information to assist the user & provide key information.
• It also tells the frequently asked questions with respect to hiring employees.
• It also shows the common error and warning messages that the user may get at the time
of hiring.
It needs the information about regarding these:
Employee ID, Position Number, Job code (the job points of the employee), Company
(The legal
entity to which an employee /department is attached.), The Business unit to which the
employee
belongs to, Location (i.e. where the employee works), Department etc.
Following are the steps that will be used to maintain positions and department budgets
• Creating new positions
• Updating the information for existing positions as and when required
1. Creating a new position
A position corresponds to a specific vacancy in the organization. Hence a position should
be
created in Poornata, only when a new vacancy has arisen in the organization, and the
approval for
the same has been obtained offline.
Only after the offline approval has been obtained, should the position be created in the
system, i.e.
only pre-approved positions should be entered in to the system.
2. Updating The information for existing positions IBSAR Navi Mumbai
From time to time the user should update the information for an existing position.
Typical situations are when:
• The position attributes or the approved max headcount for the position has changed.
• The position no longer exists.
• Organizational Restructuring.
Direct Hire Process:
It helps in doing the directly hiring an employee by Poornata system.
Introduction: The direct hiring process involves an employee being directly added to the
Poornata
system that is the situation where his information doesn’t exits as applicant in the
Poornata system.
An employee on joining the group would fill up the joining check list and the related
forms as per
the unit policy. The HR administrator would then hire him into the system by capturing
his
relevant information with respect to his personal job compensation, qualifications and
dependents’
information.
The hire action will be used to capture the event of the employee’s joining the
organization. There
can be either of two reasons for hire:
• Joining the ABG: This will reflect the situation where an employee joins a unit of the
ABG
group directly.
• Joining the acquired company: This will reflect the situation where an employee had
joined an
organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the data
of those
employees from the non-management cadre moving into the management cadre who had
originally
joined a company that was acquired by ABG.
The following information would be captured at the time of hiring the employee. IBSAR
Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 54
• Personal information – Name, address, NIN, DOB, gender marital status, religion /
caste.
• Job related information related to hiring, his position a related details.
• Compensation information with respect to the break of his CTC
Recording personal actions for an employee
Introduction: Post hiring as the employee moves through the organization, there would be
various
kinds of updation in the employee data. Broadly the processes that an employee could
move
through in the course of his life cycle in the organization comprise:
• Probation, followed by confirmation.
• Promotion
• Pay rate change
• Transfer
• Resignation
• Termination
• Separation /Retirement

Page 55
8. Compensation Philosophy of the company&

It is an outcome of what the Organization would like to pay for, which is determined by
external
and internal factors. All the processes are aligned to reinforce the philosophy. The
company views
compensation not only as something that reflects on the pay slip or in the CTC (Cost To
Company)
but also they are concerned about overall employee well being though they may not put
any
monetary value on items like Scholarships, Club membership, Retirement benefit, Health
and
Accident coverage.
The Group’s approach towards various aspects of compensation focuses on:
• Pay for performance (Variable Pay)
Rewards stretch performance which is linked to business, team and individual results
• Compensation increase
Pay for the job
Internal equity based on contribution to the organization
• External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance
To be market aware, not blindly follow market practices
• Compensation structure
Tax efficient but compliant
Common perk structure but varying amount
Page 56
Three major terms used in the company’s compensation:

1. Fixed Cost: It is the fixed component of the salary that is committed to an employee
and is paid
on monthly / annual basis. This includes base salary, all perks and reimbursements and
retrials
such as PF, Gratuity and Superannuation.
2. Variable Pay: This is the variable component, payout of which is contingent on
Business,
Unit/Zone and Individual performance. Targets for the year will be fixed and
communicated at the
beginning of every performance year
3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.
CTC is decided based on designation, qualification and experience. Basic is around 42%
of fixed
cost without housing. Perks and allowances are fixed as per the designations. Variable
pay based
on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance
amount is
paid as special allowance.
Page 57
9. EXIT I!TERVIEWS
An exit interview is simply a conversation between a departing employee (who is
leaving the
company either voluntarily or involuntarily) and a representative from the organization.
The
interview can follow a structured format or be conducted on an informal basis; written
questionnaires can even be used in place of a face-to-face meeting. Whichever format is
used, exit
interviews are generally documented.
Traditionally, exit interviews are conducted with employees leaving an organization. The
purpose
of the interview is to provide feedback on why employees are leaving, what they liked or
didn’t
like about their employment and what areas of the organization they feel need
improvement. Exit
interviews are one of the most widely used methods of gathering employee feedback,
along with
employee satisfaction surveys.
Benefits of Exit Interview
Exit interviews can be a win-win situation for both the organization and the leaver. The
organization gets to retain a portion of the leaver’s knowledge and make it available to
others,
while the leaver gets to articulate their unique contributions to the organization and to
‘leave their
mark’.
Exit interviews offer a fleeting opportunity to find out information that otherwise might
be more
difficult or impossible to obtain. The exit interview is an important learning tool for
employers.
When properly conducted, the interview provides the employer with the opportunity to:
• Discuss and clarify the reasons for the termination
• Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused
vacation,
conversion or continuation of benefits, terms of a severance package, unemployment
insurance,
etc.)
• Explain company policies relating to departing employees (e.g., trade secret
confidentiality,
restrictive covenants or non-compete agreements, the possibility of future re-
employment,
freelance or contract work, the provision of references to prospective employers, etc.)
Page 58
• Ensure the return of keys, security cards, and company property

• Obtain information about improper or questionable management practices connected
with the
employee's termination
• Obtain information about a supervisor's management skills
• Obtain information about how effectively a department operates
• Obtain feedback about employees' opinions and attitudes about the company
• Resolve or defuse any remaining disputes with the exiting employee
• Protect itself against subsequent charges that the employee was forced to resign (i.e.,
constructive discharge)
UTCL is doing this interview. Because it knows “Learn of potential changes in policies
and
practices that may make the company more competitive (e.g., compensation and benefits
packages,
flexible work arrangements).

Page 59
EXPOSURE TO OTHER KEY HR OPERATIO!S

• Approval of loans.
• Expense related issues.
• Clearance certificates.
• Local conveyance.
• Exit interview form.
• Application form.
• Joining formalities.
• Making joining letters.
• Maintaining personal files with updated details.
• Verifying Mediclaims.
Page 60
Comparison of HR Practices With the MASLOW’S theory&
MASLOW’S !EED HIERACHY THEORY
Explanation:&
According to Maslow “Human beings have wants & desires which can influence their
behavior.
Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators.
Since
needs are many, they are arranged in the order of their importance, or hierarchy from the
basic to
complex.”
Self&Esteem
Belongingness & Love
Safety !eeds
Physiological !eeds
I
Self
Actualization IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 61
Physiological !eeds &

The most basic, powerful & obvious of all human needs is the need for physical survival.
Included
in this group are the needs for food, drink, sleep, protection from extreme temperature
etc. That
means the basic needs.
In UTCL physiological needs are represented by

Employees’ concern for salary
Basic working conditions.
E.g.-In workers level it is providing the basic needs (e.g. through wages), which are
required for
them.
It gives all hygienic factors to the workers (better working environment). It’s also
providing
uniforms & shoes, so that they will get satisfied at their working place and get motivated
to work
efficiently.
It’s not only providing the physiological needs at working level but at employees’ level
also.
Safety !eeds&
Once physiological needs are met, another set of motives, called safety or security needs,
become
motivators. The primary motivating force here is to ensure a reasonable degree of
continuity,
order, structure, & predictability in one’s environment.
In UTCL security needs means the factors like

Job security,
Salary increments,
Safe working conditions etc.
It also satisfy the safety needs of employees include
Group insurance,
Provident fund, gratuity, IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 62
Safe working conditions,

Grievance procedure,
System of seniority to govern lay-off etc.
It’s definitely provides job securities to its employees because once employee get in to
the
organization, the chances of retrenchment is very less till the employee has not done any
thing
misconduct. Because of these reasons employees can satisfy their safety needs. That is
the reason
for low attrition in the organization.
Belonging & Love !eeds &

The belonging & Love needs constitute the third level in the hierarchy of needs. These
needs arise
when physiological & safety needs are satisfied.
In UTCL the work groups are very co-operative.

There present the peer acceptance,
Professional friendship &
Friendly supervision in the organization.
Here the managers also encourage informal group.
So there is completely a friendly working environment.

That’s why employees are very friendly.
Self&Esteem !eeds&
Next in Maslow’s hierarchy is esteem or egoistic needs.
In the work place of UTCL, self-esteem needs are;

Job title, merit pay,
Peer/supervisory recognition,
Challenging works,
Responsibility etc.
The Group fulfils these needs by giving
Challenging work assignments, IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 63
Performance appraisals,
Performance recognition,
Involving employees in goal setting & decision making.
In this way UTCL satisfies the self-esteem needs of employees.
Self&Actualization !eeds&
Finally if all the above four levels’ needs are satisfied, the needs for self-actualization
comes. The
employees who are in the highest position in UTCL are comes under these needs like:
1.V.P.,
2.President,
3.GM etc.
4.All top level employees.
They are getting all types of facilities like mobile, medical, education, conveyance
allowances
etc.So they are in the position that they are satisfied with all the needs. Now they are
helping their
juniors for the betterment of the organization. All the five needs of Maslow’s hierarchy
are
fulfilled by UTCL. So the employees are getting motivated and performing efficiently in
the
organization, which impacts directly on the success of UTCL group. That’s why the
attrition rate is
less in the organization, which is one of the reason for the success of the companies.

Page 64
KEY LEAR!I!GS FROM THE PROJECT

• Firstly it was a very good experience to work and learn with a world class for two
months as it
was my first step into the corporate world.
• When I saw my senior people doing each & every kind of work I came to know how
much
important is each & every work. Maintaining files in systematic manner with each &
every detail
is very important, if not done it hinders the work whenever these are required for
reference in
medical claim formalities, appraisal etc.
• As I worked with the employees of HR department in the organization during the
project they
shared their experience and learnings with me, which was a very good opportunity I got
during my
project.
• I learned different HR Policies of the organization which were unknown to me before
entering to
the corporate world.
• I also learned how much the values and culture of the organization impacts the
employees
productivity. Like here the Seniors were approachable in nature, I felt an open culture.
• Many a times I felt people are not open to new ideas and they are resistant to change.
• I have gained some learning from every individual working here; it might be in terms of
knowledge, skills, behavior or personal traits etc.
• I have learned many small, minute things by observations, being in the HR department
for 2
months, which could not be learnt simply by reading books theoretically. The practical
experience
was totally different.
• I have also learnt that a HR person should be very polite, soft spoken & good in
handling people.
Co-ordination with all departments is very necessary especially with Finance
Department.

Page 65
OBSERVATIO!S A!D FI!DI!GS
During the study of the project I observed different functions of the HR Department. I
got
the knowledge about the different types of HR Policies functioning in the organization. I
also got knowledge about how the organization is following their values in a very sincere
way.
I learnt how and what types of facilities are being provided to the employees .
I also observed how they are doing the Performance Appraisal on basis of the
achievement of the targets by the employees in the time given to them through ERP.
I got the knowledge about different departments in a manufacturing company and idea
about the challenges what the employees are facing while performing their work.
As I worked on the ERP system of the organization, I came to know that how they are
maintaining the database of the employees for all departments region-wise & its
importance.
They emphasis on providing proper working environment to their employees, so that
the
employees can work efficiently & smoothly .
Page 66
RECOMME!DATIO!S
• The company should give the compensation as per to the skills, so that the employees
could
do the efficient work.
• Organizations must enhance work force motivation to improve productivity. Workers

must
be encouraged and motivated to develop a customer satisfaction mind set.
• Organizations need to empower their workers by allowing them greater autonomy and
control and to design jobs that are more stimulating. This will enhance the personal
productivity.
• Interdependency of different departments should be well studied, co-ordinated for

effective
output.
• Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new
vacancies.
• Goal Setting programs undertaken with schedule to find potential prospective

employees
for higher posts, giving training, discussing the on job responsibilities.
• The employee goals are well studied and structured. The Key Related Areas are
properly
designed & clearly mentioned to employees.

Page 67
!OME!CLATURE A!D ABBRIVIATIO!
1. UTCL: - Ultratech Cement Ltd.

2. VSF: - Viscose Staple Fibre.
3. KPI: - Key Performance Indicator.
4. VFY: - Viscose Filament Yarn.
5. RMC: - Ready Mix Concrete.
6. OYOCS: - Own Your Own Car Scheme.
7. CRM: - Cement Research Management.
8. EPM: - Enterprise Performance Management.
9. ERP: - Enterprise Resource Planning.
10. HRA: - House Rent Allowance.
11. LTA: - Leave Travel Assistance

Page 68
LIMITATIO!S
During the project there were various constraints, which were faced.
The review is done in retrospect and is an average of six months old, so recollection of
events is poor .
The opinions of staff and manager are often in opposition, causing de-motivation .
The process is usually Manager driven and the staff member is expected to be
compliant
in the interview .
The process usually involves the Manager giving their opinion and the staff member
having to defend the position, rather than a positive discussion .
The process is usually done in a rushed manner to meet a budget development process
and therefore loses its relevance to performance .
Results of merit rating are not accurate unless factors in the assessment are relevant.
Sometimes,proper weightage may not be given to different qualities to be rated.
Actual rating of subjective factors like initiative & personality of employees may not be
on scientific lines.
Superior may be biased.
Method of Appraisal unreliable.
Page 69
BIBILIOGRAPHY:
References:
Websites:
www.adityabirla.com
www.bizhrguide.com
www.grasim.com
Text Books:
STEPHE!S ROBBI!S
C.B.MAMORIA & S.V.GA!KAR
Personnel Management
Himalaya Publication
Page 70
A!!EXURE&1
Process of Performance Appraisal
Employee Evaluation at Managerial Level
Mr.X , Div., Desig.

ABG Performance Doc.:07/01/2007 – 06/31/2008
Section&1 –JOB PURPOSE
RMC (Zonal Head,Karnataka)
Description:
• To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.
• Ensure achievement of both sales & credit targets, optimizing of resources.
• Develop/ harmonize team operations of plant / marketing for achieving customer
satisfaction &
maximum output.
• Focus on future commercial / dedicated expansions.
Section –2 –KRA
KRA No.1 SALES & MARKET SHARE

• Description: To achieve the Sales Targets as per Budget with increase in market share.
KRA No.2 CREDIT CONTROL
• Description: Reduction of critical o/s , Reducing no. of days.
KRA No.3 OPTIMIZATION OF RESOURCES IBSAR Navi Mumbai

• Description: Optimising Manpower resources to generate maximum output.

KRA No.4 CUSTOMER SATISFACTION
• Description: Ensuring customer satisfaction
KRA No.5 MARKET EXPANSION
• Description: Market expansion for commercial & dedicated plants.
KRA No.6- STATUTORY COMPLIANCES
• Description: Ensuring operation of plants with all legal compliances.
Section&3& EMPLOYEE GOALS

Goal 1: Supports KRA No.1 Weight-20%
1.Description: To achieve the Sales Targets as per Budget.
2.Measurement: Actual sales achieved every month compared with targeted volumes.
3.Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, loss
due to strike.
Rating: Exceeds-110-117%
Goal 2 : Supports KRA No.1 Weight-5%

1.Description: Achieve & retain market share as per sales target.
2.Measurement: To be monitored monthly via-a-vis budget.
3.Comments: Market share improved from last year 19% to this year 23% despite
construction
industry showing trends of slow down.
Rating: Far exceeds Expectation>120%
Goal 3: Supports KRA No.2 Weight : 10%

1.Description: Credit control IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)
Page 72
2.Measurement: Monitor the same every month for number of days & reduction in
critical.
Outstanding as compared to the budget.
3.Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major accounts
reconciled.
Rating: Exceeds Expectation>120%
Goal 4: Supports KRA No.3 Weight:20%

1.Description: Optimising manpower resources, maximizing output forpumps/plant.
2.Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum
;output &
harmonious operations etc.
3.Comments: Harmonius operation was ensured by timely requirement
& in house training.
Rating: Exceeds>110-117%

1.Description: Ensure Customer Satisfaction
2.Measurement: Feedback from Customers.
3.Comments: Mobile testing facility started at Banglore.
Feedback from customers obtained & periodically analysed.
1.Description: Market expansion for commercial & dedicated plants.
2.Measurement: As per expansion plans based on market potential.
3.Comments: Market expansion in Manglore and Mysore achieved with in two months of
commercial production achieved market share of 25%.

Page 73
Goal 7: Supports KRA No.6. Weight: 15%

1.Description: Ensure operation of plants with all legal compliances.
Safety norms followed in all plants.
2.Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff &
workers.
3.Comments: Training programs/Demos conducted in all plants.
Section 4 – Employee Mid Year Review Comments&
Description:
• To achieve sales target as per budget : Against budgeted target of 282000 cu.m
achieved 263000
cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.
• Achieve & Retain market share: Market share of 22% achieved. Improvement of 3%
onYOY
basis.
• Credit Control: No. of days o/s reduced from 38days to 27days.
• Optimisation of Resources: with in 2 months of operation.
• Ensure customer satisfaction: Mobile concrete Training facility introduced.
• Market Expansion through dedicated plants: 1captive plant started & successfully
running.
• Ensuring legal compliances: All legal compliances are met.
Major Challenges:
Creating differentiation in product & services to enhance brand premium.

Page 74
Manager’s COMME!TS –
• Sales target impacted due to 18 days strike, otherwise would have achieved.
• BLK project plant, a good initiative.
• Cr control has significantly improved but still more needs to be done & focused into.
• New products to be pushed & new plants have been well established.
Section 5& VALUES

Values
Commitment
Passion
Seamlessness
Speed
Section 6& EMPLOYEE COMME!TS
Section 7& Training !eeds
Section 8& Career Aspiration

A!!EXURE&2
Page 75

Page 76
A!!EXURE& 3
EMPLOYEE REFERRAL APPLICATIO! FORM

(RMC DIVISIO!)
E Code No:
Employee Name:
Department:
Location:
Contact Details:
Position Referred For: Location:
Referred Candidate’s Name:
I hereby declare that I know the above candidate personally/professionally and he is

willing to
join RMC business of ABG if found suitable and offer given to him as per his
satisfaction.
Signature of the Employee Signature of HR

Date:

Page 77
Annexure& 4
TRA!SFER REQUEST FORM
!AME OF TRA!SFEREE
POSITIO!
DESIG!ATIO! / JOB BA!D
EMPLOYEE CODE
PRESE!T LOCATIO!
PRESE!T DEPARTME!T
PRESE!T SUPERIOR
(!AME & POSITIO!)
FU!CTIO!AL HEAD
LOCATIO! O! TRA!SFER
!EW POSITIO!
!EW DEPARTME!T
DATE OF TRA!SFER
!EW SUPERIOR (!AME &
POSITIO!)
!EW FU!CTIO!AL HEAD

!EW ZO!E
Zonal / Functional Head
(Transferor)
Zonal / Functional Head (Transferee)

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IBSAR Navi Mumbai (satishpgoyal@yahoo.co.

With special reference to

ADITYA BIRLA GROUP

TILAK MAHARASHTRA U!IVERSITY, PU!E

SATISH PRAKASH GOYAL

I!STITUTE OF BUSI!ESS STUDIES & RESEARCH

CHAPTER !O. TITLES PAGE !O.

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

CERTIFICATE FROM THE FACULTY GUIDE

Signature of the Guide.

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

CERTIFICATE FROM THE U!IVERSITY

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The importance of personnel management is being increasingly realized in industrial and

READY MIX CO!CRETE IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in)

Concrete is a hardened building material created by combining a binder i.e. cement

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It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different

Beyond business — the Aditya Birla Group is:

Working in 3,700 villages

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RMC Central IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in

KPI's For HR PRACTICES

• Employees’ clarity on HR policies

OBJECTIVE of the PROJECT

The main objective of the project is

HR function is very important in every organization. It helps the organization to manage

HR practices of ULTRATECH Cement Ltd (RMC Division)

1. Recruitment and Selection:

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FACTORS affecting RECRUITME!T

I!TER!AL FACTORS EXTER!AL FACTORS

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I!TER!AL SOURCES EXTER!AL SOURCES

It helps in translating Business Strategy into people requirements. A combination of

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Interviewing can be carried out by individuals (e.g. supervisor or departmental manager),

Training in interviewing and in appraising candidates is clearly essential to good

The Recruitment Process of UTCL&

2. Performance Management System

It is a structured method of formally and objectively evaluating employees’ performance

Simply putting, a Performance Management System is essential to the success of any

An effective Performance Management System should achieve the following:

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Method employed &

SYSTEM of Performance Appraisal –

1.Annual goal setting –

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2. Mid Year Review:

3. Annual Performance review:

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3. Training and Development

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Sequence the contents – Contents are then sequenced in a following manner:

lities and resources, etc

MEA!I!G OF TRAI!I!G & DEVELOPME!T ACCORDI!G TO UTCL: &

Training: Training refers to the process of imparting specific skills. An employee

Development: Development means those learning opportunities designed to help

The Training Inputs are

Importance of Training & Development

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