A Study of

HR practices and Challenges

In

Nilkamal Limited

By
Group No. 3 (FTB2)
Arpitaa Kharbanda (71)

Anirudh Hingle (64)

Mayank Gupta (88)

Ritesh Chauhan (98)

Rubin James (99)

Saikat Dutta (100)

1
Table of Contents

A Study of................................................................................................................. 1
HR practices and Challenges.....................................................................................1
In............................................................................................................................... 1
Nilkamal Limited........................................................................................................1
By.............................................................................................................................. 1
Table of Contents...................................................................................................... 2
Nilkamal Limited........................................................................................................3
Nilkamal at Delhi – HR Practices................................................................................5
Methodology.............................................................................................................. 5
Human Resources Philosophy....................................................................................5
Human Resources at Nilkamal...................................................................................7
Employee Relations (Labour Relations, Trade Unions, Collective Bargaining, etc) 7
International HR .................................................................................................. 10
Training & Development:.....................................................................................11
Other than the induction programme, there is half yearly training for managers.
............................................................................................................................. 14
Manpower Recruitment Policy:.............................................................................14
PERFORMANCE APPRAISAL FORM...........................................................................29

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Nilkamal Limited
Nilkamal Limited is an ISO 9001 with a turnover of Rs. 1000 Crores is into
injection moulding of plastic material handling crates, bins and furniture
Processors of fifty thousand metric tons of polyethylene and poly propylene
per annum having market presence for more than a decade.

The Major three divisions of Nilkamal are as under:

i) Material Handling Division

ii) Injection Moulded Plastic furniture
iii) @ Home division (Retail outlets of Wooden Furniture)

1) Material Handling Division

Nilkamal is one of the largest manufacturers of material handling crates and

bins in India. They have been active performers in the Material Handling
industry since the last three decades. Their Material Handling range includes
crates and bins designed to cater to material handling, storage and
transport requirements generated at almost all sectors of industries; be it
Automobile, Pharmaceutical, Engineering, Electrical, Hospitality & Catering,
Logistics, Textiles, Supermarkets, Electronics, Retail, Food and Beverages,
Agriculture & Seafood, etc.

Nilkamal is also into rotational moulding and are members of the

Association of Roto Moulders. By investing in a high quality machine, molds
and the latest technology, Nilkamal is growing fast to cater to requirements
of insulated boxes, fish containers, waste bins and other roto-moulded items
both in India and abroad.

Nilkamal has tied up with Hanel Buro- Und Lagersysteme, Germany who is
the world's most reputed manufacturers of Automatic storage and retrieval
systems. We are proud to mention that we are their sole dealers in India and
are supplying their systems to industries.

Nilkamal is also into a Joint Venture with BITO Lagertechnik Bittmann GmbH
of Germany, who is a big player in the Material Handling industry in Europe.
The JV Company, Nilkamal BITO Storage Systems Pvt. Ltd. is located in
northern India and will manufacture Material Handling storage systems in
metal.

In addition to all these, they have Joint ventures in Bangladesh and Sri
Lanka to manufacture the crates and furniture products. They have also a
set up a factory in Nepal to manufacture plastic closures, which is a result of
a Joint Venture with Alcoa Inc, USA.

There is an Import Division which is involved in regularly buying plastic

pallets, pallet boxes, wash-racks, chicken crates, Waste bins, etc from
countries in the Far East and Europe. They purchase material handling
equipments like hand pallet trucks, stackers, lift tables, etc. from suppliers
in Asia and sell them in the Indian market.

3
The Export Division caters to requirements from various parts of the world.
They have warehouses all across India to cater to requirements from the
remotest part of India. The sales network is very wide, well informed and
strong. They have also opened a warehouse cum office in Ajman Free Zone
in Dubai, UAE.

Nilkamal Plant Locations :

Silvassa, U.T. of D &NH (West Zone) – Two Plants

Noida, U.P. (North Zone) – One Plant
Barjora, West Bengal (East Zone) – One Plant
Pondicherry U.T. (South Zone) – One Plant
Jammu (North Zone) – Two Plants

Sales and Marketing of Material Handling Division is through Direct

Institutional Sales backed by complete back office support with 38 Regional
offices and Stock Depots spread all across India.

2) FURNITURE DIVISION:

Range of furniture is a common sight in homes, restaurants, gardens,

parties, etc.

Sales & Marketing of Furniture division is handled through Channel sales

backed by back office operation at Regional level and sales people.

3) @ HOME DIVISION;

The Sale of Wooden furniture of Nilkamal is done through Retail outlets at

Various Places with the name @ Home that’s a home store that has
everything to make your home ‘YOUR HOME’

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Nilkamal at Delhi – HR Practices

The Delhi office is basically a Regional office and a link between northern
India Branch offices and head office. The North India branches are –
Gurgaon, Ghaziabad, Noida, Faridabad, Jaipur, Dehradun, Rudrapur,
Chandigarh, Ludhiana. Delhi office is a Regional office and following HR
activities are controlled from Delhi office For Entire Northern India. -
Recruitment, Selection, ESI, Consolidation of Appraisals reports and
forwarding the same to H.O

Methodology
The company selected by us is Nilkamal Limited. Nilkamal offered us an
excellent case to study HR practices in practicality. Being among the biggest
companies in its area of operation, the HR practices followed at Nilkamal
would serve as a benchmark for the rest of the industry. The HR at Nilkamal
is going through an expansion phase since even though the Company is
huge and employees thousands across the country, the HR practices are not
well delineated. While the HR function exists, there are no separate
departments for each of the HR practices.

The department chosen by us taking into account the location limitations

was the Delhi Admin.

The manufacturing and core departments are all based outside of Delhi. At
the same time, telephonic discussion was done with certain HR employees.

The Nilkamal office is located in JanakPuri. An attempt was made to

understand the HR challenges that the company is facing by getting it filled
through both Nilkamal employees at Delhi as well as Mumbai (responses
sent through mail).

Human Resources Philosophy

To understand the HR philosophy of the company it is necessary to
understand the corporate mission, objectives and hence the HR related
action plan.

Corporate mission:
Market Leadership through participation

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It defines active involvement of customer, share holders and employees for
attaining market leadership. People are encouraged to actively participate in
an endeavour to achieve the mission.

Customer Satisfaction

Customer Satisfaction is a major objective of Nilkamal Ltd. It aims to achieve

the same through three primary objectives

• Market Leadership

• Efficient Operations

• Consistent quality in conformance to International standards

To achieve these objectives it has the following goals:

• Zero defect products

• Cost effectiveness

• Team Work

• Productivity

For achieving these goals, it has decided to give a lot of attention to the
following aspects:

• Better behaviour

• Provide training & education

• Develop subordinates

• Better co-ordination with one and all

• Environmental care

To meet the objectives, goals it has participative management practice

and have a dedicated team of well trained employees who:

• Have a common bond with common purpose

• Delegates & Develops

• Respects others ideas

• Innovates & Acts

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 • Faces problems with conviction and confidence

As the company has expanded over the years the HR policies have evolved
over a period of time and continuous improvement is being made to achieve
the overall objective and mission

Human Resources at Nilkamal

Reliance Industries was setup by the Late Vrajlal Parekh. As a family owned
business, most policies and decisions are taken by the top management and
all other functions generally execute these decisions. The Human Resource
function at Nilkamal faces a daunting task of recruiting skilled work-force for
the highly competitive businesses. The competencies of HR have to be
diverse as Nilkamal operates in business ranging from furniture to material
handling. Our study has mainly focussed on the various HR practices which
are discussed here.

The HR policies at Nilkamal range from recruitment policy to Leave rules,

Deputation policy, Loans & advances policy, Overtime rules for factory staff,
Gratuity policy, Transfer policy, hospitalization, maternity policy, vehicle
policy etc.

Employee Relations (Labour Relations, Trade Unions, Collective

Bargaining, etc)

Employee Relations is concerned with preventing and resolving problems

involving individuals which arise out of or affect work situations

The organization has cordial inter employee relations and employer

employee relations as well; the promoters of the company are directly or
indirectly in touch with white collar and blue collar employees. As far as
existence of trade unions is concerned it does not have any active trade
union so there has not been any question of collective bargaining so far.

Most of the factory workers are through a contractor hence saving the
company from issues related to unionism. It is the contractor who deals with
the employees in case there is a problem. Even though till date there have
been no HR issues, the top management does take interest in knowing how
the lower levels of the organization are working.

The Overtime rules for factory staff are clearly delineated though. These
include

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 A and M grade upto Sr. Officers

A) 6.30pm to No O.T. but Rs.40 ( including Conv. & food)

7.30pm

B) 6.30pm to 4 Hrs O.T + Rs 40. ( including Conv. & food)

9.00pm

C) 5.30pm to 12.00 8 Hrs O.T + Rs 60. ( including Conv. & food)

midnight

D) 5.30pm to 2.00 16Hrs O.T + Rs 75. ( including Conv. & food)

am

Holiday Duty

A) 11.00 am to 8 Hrs Salary + Rs. 60 ( including Conv. & food)

4.30pm

B) 11.00 am to 12 Hrs salary + Rs 60 ( including Conv. & food)

8.00pm

C) 11.00 am to 16 hrs salary + Rs 75 ( including Conv. & food)

12.00 midnight

Early Duty

A) One Hr before No allowance

Office time

B) More than one Rs 40

hour before

Outstation duty

A On normal days No OT but hotels and other expenses at actual

B Holiday duty 1 day salary + hotel and other expenses at

actual

‘A’ Grade Executives

A After 6.30pm Rs 60.00 ( food)

upto 7.30pm

B After 9.00 pm Conveyance at actual upto the nearest station Rs

60.00 (food)

C After 12.00 Conveyance up to Residence + Rs60

midnight

Holiday duty

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A 11.00 am to Rs 75.00 ( food)
4.30pm

‘M’ Grade Executives upto Senior Manager

A After 7.00 pm Rs 100.00 ( Food with supporting)

B Only after Conveyance at actual up to nearest station + Rs.

9.00pm 100 ( Food with supporting)

C After 12.00 Conveyance upto Residence + Rs 100.( Food

midnight with supporting)

Outdoor Duty for all Cadres

A On normal days No. O.T but hotel and other expenses at actual

B Holiday outdoor One day salary ( 8 Hrs) + hotel and other

Duty expenses at actual

Other than these above laid out rules the company also has overtime rules
for peons and drivers.

Then, there is an overtime rule for staff as well.

There is also an insurance policy in place for its employees

All staff and officers of Nilkamal Group who are not covered under the ESIC
have been covered under the Group personal Accident Policy of New India
Assurance.

The entire premium towards this policy is borne by the Company. The policy
is valid 24 hrs a day and covers wide range of disablement benefits and
following are the benefits under this policy.

1. Entitled to benefits, if any injury is caused due to an accident in India

or abroad while on duty or off duty

2. In case of fatal accident, the amount payable is the capital sum

assured

3. In case of permanent disability due to an accident, compensation

payable is decided looking into the extent of the disability caused

4. In case of temporary disablement due to an accident and if the

insured is confined to bed and unable to attend his normal duties,
compensation of one percent of sum insured per week is given for a
maximum period of ten weeks.

When any claim is to be lodged to an accident, the following documents

need to be handed over to the Personnel Dept. at Head office.

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 1. Doctor’s certificate mentioning duration of treatment, type and
nature of accident etc. on the claim form.

a. Disablement period

b. Recovery period

2. All medical bills including hospital

3. Medicine bills, physiotherapy bills and other pathological reports, X-

Rays etc

4. Employers certificate mentioning the period of stay away from

work and date of resumption on duty

5. Physical fitness certificate from Doctor

The policy is renewed on the 20th of November every year and all new
employees are covered within 6 months of their recruitment.

International HR

As has already been mentioned Nilkamal has tied up with Hanel Buro- Und
Lagersysteme, Germany. It is also into Joint Venture with BITO Lagertechnik
Bittmann GmbH of Germany, who is a big player in the Material Handling
industry in Europe. In addition to all these, they have Joint ventures in
Bangladesh and Sri Lanka to manufacture the crates and furniture products.
They have also a set up a factory in Nepal to manufacture plastic closures,
which is a result of a Joint Venture with Alcoa Inc, USA. There is also an
Import Division which is involved in regularly buying plastic pallets, pallet
boxes, wash-racks, chicken crates, Waste bins, etc from countries in the Far
East and Europe and selling them in Indian market. The Export Division
caters to requirements from various parts of the world. They have also
opened a warehouse cum office in Ajman Free Zone in Dubai, UAE. Hence
Nilkamal is a company with a global character. With presence in several
countries and its expansion phase means Nilkamal offers global
opportunities for its employees. These great opportunities help to work
across multiple functions, multiple disciplines as well as in multiple
geographies.

There is therefore an International Travel policy and Deputation

policy.
International Travel Policy:
This is in place since the Nilkamal group of Companies send their Directors
and employees abroad for various official and business visits, for which the
company has a well laid International travel policy.

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For employees travelling abroad on official businesses are entitled to
personal allowance as follows
1. US$ 200 for the first visit during the calendar year plus actual
expenses
2. US $ 100 for second visit during the calendar year plus actual
expenses
3. For the third visit and above, only expenses at actual and no personal
allowance
4. For visit to Sri Lanka, Dacca, Dubai US $ 100 only once during the
calendar year.
Other than this,
• All the expenses of hotel, food, surface travel, air travel, and other
expenses incidental to the work will be borne by the company at
actual.
• Travelling days are not included for the calculation of the no. of days
• The balance amount of foreign exchange to be deposited back on
return within 4 working days of return to the concerned person along
with detailed account of approval.
There is also the Deputation policy:
Its category I, II III
Category I,: Deputy General Manager& above
Category II: Executive/ Asst. Manager & Manager
Category III: Staff/ Jr Officer/ Officer/ Sr. Officer
The lodging, boarding, transportation from place of stay to the company and
back, deputation allowance is given.

Training & Development:

Over a period of time, Nilkamal has built and nurtured a workforce of over
_____ people that includes over ______Engineers, ________ Management
Graduates, ___ plus Accountants. Having a diverse Business portfolio
spanning not only multiple industries but also different countries, each of
their businesses requires unique skill sets. Nilkamal therefore offers its
employees an excellent platform to learn, grow and excel in myriad fields of
expertise. The efficiency of their human capital therefore, is consistent and
reinforces their competitive edge.

Nilkamal Believes in both hiring people with experience and having

those hands on experience. At the same time they believe in
training and development as well.

Training plays a vital role in enhancing the efficiency, productivity and

performance.

Let us look at the induction or orientation program at Nilkamal:

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Induction:
Induction is provided for 10 days during office hours i.e. 9:30 am to 6:00 pm
including Factory visits, visits at Stock depots, practical training at party’s
site.

The induction program aims to:

Make new recruits aware of the company's vision, culture, environment etc

For respective departments, make them aware of the departments need

through making them familiar with the department’s people and the work,
the clients etc

There are several training programmes like:

• Seminars by departmental head.

• Sharing of experience by company head etc.

Since the induction program includes both information about the company
as well as department level training. Professionals are called up for training
for the concerned departments for e.g. Training for filing tax, HR Training,
Training for improving sales, Leadership Training, Effective communication,
Management Training, Product based training etc.

The objective of the training is to Time management, motivation, Industrial

Scenario as regards to others players in the market, Personal Growth of
employee and of course understanding of the needs of the firm and hence
their requirements as employees.

A. The Induction starts from H.R.D. Department who introduce the

recruits to all Directors, Managers and Executives.

B. “NILKAMAL PROFILE FOLDER” & PRODUCT CATALOGUE are handed

over by HRD Department with annexure (enclosed).
C. These documents include:
1. Induction Program Schedule.
2. Crates Documentation Flow Chart.
3. List of Documents to be studied and demonstrations to be
attended.
4. List of stationeries.
5. Questionnaire for Industries.
6. Check list for visiting person from Regional Office.

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 7. Test Papers to be answered by Induction Trainee at the end of
the Training.
DOCUMENTS TO STUDY

1. NILKAMAL PROFILE
2. CATALOGUES
3. PRICE-LIST
4. INTRODUCTION LETTERS OF DIFFERENT INDUSTRIES
5. QUESTIONNAIRE FORM FOR FRUIT / VEGETABLE CUSTOMER
6. QUESTIONNAIRE FORM FOR OTHER INDUSTRIES
7. LIST OF ENDUSER CODES
8. CIRCULAR FILE
9. MOM FORMAT STARTING WITH GIANT INTRO
10. ENQUIRY
11. QUOTATION CUM ORDER FORMS
12. CUSTOMERS PURCHASE ORDERS
13. INTERNAL COMPUTER ORDERS
14. PENDING ENQUIRY FOLDERS (REGIONWISE)
15. PENDING ORDER (FOLDERS) WITH ORDER DEPT
16. PENDING ORDER (FOLDERS) WITH CREDIT CHECK DEPT
17. PROFORMA INVOICE
18. INVOICE
19. BANK DOCUMENT
20. T.P.C. FORM
21. CHECK-LIST OF PARTITION
22. CUSTOMER FEED BACK FORM
23. CUSTOMER COMPLAINT FORM
24. ROAD PERMIT
25. COSTING FORM
It is also explained how to fill each of these forms.

Each of these is provided and the contact person for each kind of problem is
then given.

Let us now look at a more detailed Marketing

Induction programme schedule attached in annexure 1
Post the training there is a training evaluation form that has to be filled.

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Other than the induction programme, there is half yearly training for
managers.
For this the training is from outside faculty and topics include teamwork.
Dealing with office stress, strategy making etc.

They are conducted in phases, first for Asst. Managers and then for
Managers. Then Sr. Managers, Vice presidents Etc.

Since these trainings bring together managers etc from across the country
together at the head office. It is supposed to be a time to increase
camaraderie, compare business unofficially.

Manpower Recruitment Policy:

While the objective of the company is to optimize HR within the company
and additions/replacements are considered on the basis of expansion plans,
diversification plans. Where the activity level remains constant no additions
are sanctioned.

HO personnel make independent evaluations of manpower requests that

come from regional or branch offices.

METHOD OF REC RUITMENT:

After the manpower has been sanctioned by the Dept. Manager/ Function
Head, the recruitment can be initiated locally or where required through HO
Personnel. The assistance of local personnel is for arranging interviews or
liaising with recruitment agencies or for releasing advertisements in the
newspaper.

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Campus recruitment has not been conducted till date.

There are more than 30 Regional offices all across India, while job portals
are used for getting applications, the candidate in question after short listing
is also called up for interview at the nearest branch office available for face
to face interaction with the respective branch manager.

For senior management positions as a rule, recruitment is done by H.O. For

this, the company takes the assistance of reputed management
consultancies who on behalf of Nilkamal shortlist the candidates.

Annexure 3 and annexure 4 contain the manpower requisition form and the
minimum qualifications required for each level along with the experience.
The personnel are divided into

• Commercial and Non technical grade

• Technical grade

The minimum qualifications are based on the grade and level in the
hierarchy.

People are selected based on the job requirement and right candidate is
selected with relevant qualification and experience matching with the job
requirement.

As Nilkamal has a wide range of products beginning from simplest to most

technical, so the minimum requirement is Graduate for simple/ non
technical products however for technical Product sales even B.Tech / B.E are
taken. Freshers are taken for simple/non technical products only if the
candidate is outstanding. Otherwise they don’t believe in hiring Freshers.
Preference is given to MBA’s/ PG or higher qualifications.

Job Analysis

Job Analysis is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for a
given job. Job Analysis is a process where judgements are made about data
collected on a job.

In Job Analysis information is collected on the following areas:

• Duties and Tasks: The basic unit of a job is the performance of

specific tasks and duties. Information to be collected about these

15
 items may include: frequency, duration, effort, skill, complexity,
equipment, standards, etc.
• Environment: This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may
include unpleasant conditions such as offensive odours and
temperature extremes. There may also be definite risks to the
incumbent such as noxious fumes, radioactive substances, hostile and
aggressive people, and dangerous explosives.
• Tools and Equipment: Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective
clothing. These items need to be specified in a Job Analysis.
• Relationships: Supervision given and received. Relationships with
internal or external people.
• Requirements: The knowledge, skills, and abilities (KSA's) required
in performing the job. While an incumbent may have higher KSA's
than those required for the job, a Job Analysis typically only states the
minimum requirements to perform the job.

At Nilkamal, Job analysis has not been carried out. In fact since the
recruitment process always has a senior executive of the same department
taking the interview. It is taken that the interviewer has analysed the
interviewee on the parameters required. That is on the basis of the tasks
involved, whether he’ll be able to adjust in the work environment. If he/she
has the required skill set, ability to use tools etc.

However, lately over the past one year, the HR is trying to identify the
various KSA’s at each level. This activity has yet not been completed since
the HR function at Nilkamal is very small, though active.

Compensation
Nilkamal has well structured tailor made salary guidelines for administrative
and managerial grades which is uniform at all locations and at par with the
industry.

Nilkamal gave ESOPS – When the public issue was released 200 Shares were
given to Employees through preference scheme.

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The existing structure is gross per annum. The increment is decided on the
basis of Gross per annum.

Package includes – Basic, HRS, CCA, Refreshment allowance,

Performance allowance, Trans. Allowance, LTA, Medical

Conveyance – For Sales / Field Staff Conveyance is 100 % reimbursed

on submission of original evidentiary documents

Medical – Part of Gross package, however if any employee meets with an

accidents on job his medical bills are reimbursed 100 %.

Gratuity – is not a part of Gross Salary Package.

There is no performance linked incentive at any level as of now.

Relocation assistance is however provided for outstation candidates.

Transfer policy:
The Nilkamal employees can be transferred anywhere in India as per the
company’s needs. . Whenever any employee is transferred the employee
shall be informed in advance and all relevant documents shall be
transferred to the new location.

Relocation policy:

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Transportation charges from one place to another - 1 truck load

Travel expense: one way fare for the family (husband/ wife/ children &
dependant parents)

School donation for children by cheque only against receipt: Maximum of Rs

10,000/-

Compensation policy for trainees

This is divided into two sections:

• For engineering trainees

o For Diploma engineers

o Graduate Engineers(B.E/B Tech)

o Post Graduate Engineer (M.E/M Tech)

• For graduate trainees

o Graduates

o Graduate with one year PG diploma/ post graduate

Training period is of one year

On successful completion of one year training and based on

performance, the trainees are absorbed and put on six months probation
in respective grades

No LTA and medical for trainees during the training period.

Appraisals & Performance Management

The performance management process is used to communicate
organizational strategic goals, reinforce individual employee

18
 accountability for meeting those goals, and track and evaluate individual
and organizational performance results.

To track the same, certain critical elements are recognized. A critical

element is a work assignment, responsibility, or result to be achieved
that is of such importance that unacceptable performance in that
element means performance is below expectations.

Critical elements must:

• Be aligned with organizational goals and objectives;

• Be the cornerstone of individual accountability in employee
performance management;
• Be a major component of work;
• Describe work assignments and responsibilities that are within the
employee's control to accomplish; and

At Nilkamal, the process of appraisals is being revamped.

As of now, for material Handling Division – Appraisal is done yearly as it is

an institutional Sale

For Furniture Division – It is done twice in a year

Appraisal is conducted taking into account the calculation of %age of

achievement of assigned Sales targets and Collection of Payments,
Longevity in the organization, Job knowledge and organization goals.

There are two types of appraisal forms at Nilkamal.

One is for For Sales / Field Executives / TM Executives / Team Leader/

Evaluator / Front Office Executives etc. It’s mainly for those who have
targets to be achieved and their job requires them to interact with
customers, ensure sales of products etc.

Each of the parameters identified has a weightage, which in turn affects the
overall score and therefore the total effective increment.

Similarly, there is another appraisal form for For Back Office Executives
incl. Executives of Admin, Accounts, and Sales, Services
Department. While the parameters for evaluation differ, it has the
weightage etc mentioned.

Both the appraisal forms are provided in the appendix.

19
Then there is also a system of self appraisal. Self appraisal gives a chance to
the employee to look at his/her strengths and weaknesses, his
achievements, and judge his own performance.

The appraisal form not only looks at the various initiatives that the
employee has taken in a year but also the factors that led to better
performance or hindered performance. This is a major input to the HR
department so as to maximize the performance enhancers.

Other than this it also asks for areas of improvement and areas where
training is required.

The Self appraisal form is appended in the appendix below.

They do not have a system of 360 degree performance appraisal. Since the
appraisal form is filled by the senior. And the only other appraisal that takes
place is the self evaluation.

However, interestingly, at Nilkamal, they believe employee self appraisal is

an everyday process. In fact for sales people, their performance is appraised
by daily updates in the form of messages (Discussed in the SAP system).
The director directly keep in touch with employees at all levels through
regular phone calls to understand if anything wrong is happening at the
lower levels.

20
HR Information System
The Human Resources Information System is a reporting tool integrated with
SAP HR that lets you request reports from inside Structural Graphics (which
is a graphic representation of your organization with all departments,
positions and employees). From here, reports from different components,
such as Payroll, Benefits, and Time Management etc. can be run from one
screen without having to switch to a number of different applications for the
data needed.

There exists a SAP system at Nilkamal. For Sales People one daily appraisal
system is there so that information is calculated at a glance. The format is
as under, Sales Team is required to send SMS to the branch Managers and
their respective HR Coordinator at H.O Mumbai

First SMS of the day

• Start - @ 8.30 am
• Name : _____ Office: ______ Crates, Pallets, MHE, Bitto, PP,
Cambro.
• Going to Office or Party
For Example: - 8.30am/laxman/Mumbai/cambro/office/

Second SMS of the day

• PC/C7/ OD5/VOD4/
• PP/C4/ PO1/PV6/
• CCF/C3/OD1/
• PCF/C4/OD5/
• CV/OD4/N5/
• OT/C120CH64485/P50 (model)
- P – 110 pcs, (model)

- MHE – 5lkhs, 2 stkrs

- NBSS – 2, 2lkhs

Example: Laxman / Mumbai / Cambro / 7.30PM (ending time)

The reply of the above SMS is given by the coordinators with remarks/
suggestion to improve sales.

21
And on the following day one consolidated excel sheet is also sent to
Mumbai H.O.

The format of the daily appraisal is appended at the end.

The SAP system also contains an employee master file. This master file is
regularly updated with the annual appraisals, salary revision letters etc. The
table below summarizes the documents in the employee master file

S. No. Document

1 Curriculum Vitae

2 Educational Qualifications/certificates

3 Experience Certificates ( minimum past employers)

4 Birth Certificate

5 Ration Card/ passport

6 Offer letter

7 Appointment letter

8 Annual appraisals

9 Salary revision letters

10 All other letters issued during appointment

11 Letter of resignation

12 Service certificate

13 Final certificate

14 Photograph

EMPLOYEE FEEDBACK MECHANISM:

Employees are given regular feedback based on daily updates. Other than
this also, a month on month regular meeting happens with the senior in
charge.

The other way round, wherein employees’ feedback is taken about the
company, the working environment, factors affecting job performance
positively/adversely is also done regularly.

22
They usually give feedback to branch managers or the top executives
through either one on one meeting or on phone. No other mechanism is
present to collect employee feedback.

23
HR Issues faced at Nilkamal
The various issues faced by the organization according to the survey
conducted are as follows;

1. In the Present situation of Globalisation Strategic human resources

management approach is largely about integration and adaptation to
ensure that organization goals are met satisfying personal goals of an
employee simultaneously.

 This challenge is all about how a person perceives his goals and
organizations goals. In an industry like this, where there are few
players each person should try to grow with the organization and
hence our entire effort would focus on various training and
development of the employees.

Moreover the training or the induction program at Nilkamal does

not explain the importance of goals setting and achieving them. We
would like to recommend that this module be added to the
program so that the employees take goal setting and career
development as an important part of their job profile.

2. Lack of motivation – Recruitment is considered to be a thankless job.

Even if the organisation is achieving results, HR department or
professionals are not thanked for recruiting the right employees and
performers.

 This challenge is faced by all organizations having HR department.

To boost the motivation levels of the HR staff we would recommend
that a Reward and Recognition system be initiated for them. In this
R&R initiative we propose to reward those HR employees who
come up with the best solution for the various HR challenges facing
the organization. Furthermore we propose to introduce a point
system wherein the HR individuals would gain points according to
the performance of the employees they have recruited.

3. Identifying the right candidates and further selecting the best among
them is a tedious and extremely challenging task job and To allot right
job to a right candidate.

24
  At Nilkamal, Job analysis has not been carried out. In fact since the
recruitment process always has a senior executive of the same
department taking the interview it is taken that the interviewer has
analysed the interviewee on the parameters required. That is on
the basis of the tasks involved, whether he’ll be able to adjust in
the work environment. To overcome this we recommend that
proper Job analysis and job description be done before selecting
the candidate which is currently not practised in this organization.

4. Establishment of rewards for good performances and giving promotion

based on merit with Zero error/ Fair performance-incentives
realization.

 There is no performance linked incentive at any level as of now. To

reward the employees there should be a stable performance
appraisal system at place. A 360 degree performance appraisal
system should be introduced in the organization which is currently
missing.

5. Coping with technological change & Managing Constant

Change/Preparing work force to have pace with the technology is also
challenge for HR. Reason - One of the Major role of the HR is being a
Psychologist as well, With the advancement of technology employees
generally show resistance/ or have fear of retrenchment

 The employees should be trained as and when new technological

changes are applied in the system.

6. Employee Retention – With increase in Job opportunities and

unpredictable human/ organisational behaviour, employee retention
will be a major challenge in front of HR.

25
  Apply job enlargement and job enrichment to retain employees.

7. Career Development or career enhancement of the employees helping

them to grow within the organization.

8. Strategic prioritization – The emerging new systems are both an

opportunity as well as a challenge for the HR professionals. Therefore,
reviewing staffing needs and prioritizing the tasks to meet the
changes in the market has become a challenge for the recruitment
professionals.

9. Dealing and overcoming Employees great demand for stake in profit

Sharing and winning the situation in win-win condition.

26
Appendix 1
Crates Marketing Induction program Schedule:

Sr Department Contents
N
o
1 Marketing General Introduction of our Organization,
Department Divisions, Products, People, facility of production,
Regional Offices, Procedures, Co-ordination, all
aspects of co-ordination, etc.
2 Order Department: Order Form entries, rates, terms, delivery
Preparation & address, checklists, holding of orders for CST,
Checking Colours, etc.
3 Credit Previous payments & “C” Form, “Hold Order”
Check/Payment Proforma advance/payment etc.
Checking
outstanding
payment and CT3-
ARE1 etc
4 “C” Form Pending ‘C’ Form, entry of ‘C’ Form, TPC Form,
etc.
5 Billing Department Checking, preparation & Distribution of bills &
preparation of debit notes, etc.
6 Bill checking, sorting Checking & Distribution of bills, etc

7 Payment Receipts Payment Receipt and entry etc.

8 Credit Control Follow up of payments outstanding & “C” Forms,
Department etc

9 Regional Office Expenses Report and procedure slips to be made

Expenses A/c / unit namewise. Details of last two/three month’s
Hissab Book vouchers/ records etc.

10 Pallets / Kitcrates / Sale of imported & Roto Pallets / Kitcrates / Jr.

Jr. MHE/ Metallic MHE/ Hand Trucks /Metallic Wire Cages, Etc.
Wire Cages

11 ICE BOX Marketing related to Ice Box, Chill pads, Ice Pack,
etc.
12 Fish Crates, Jumbo & Fish Crate Products Marketing
Fish Tub

13 Dairy Selling all range of product in dairy industries i.e.

Crates/Pallets/Hand trucks, Roto Milkcans, etc

14 Dealers System of Sales through dealers

27
 15 Coke/Pepsi/Soft System of Coke/ Pespi sales /IC-50 Ltrs Drum in
Drink Bottle pulp industry. Sale of soft drink & bottle crates
Crates /Alcoa caps, and caps to small Private Manufacturers &
IC-50 Ltrs. Drum in Cambro products.
Pulp industry /
Cambro
16 Peons Cubicle Demo of all incoming/outgoing letters papers and
distribution/ Courier/ Samples etc. (Morning 10.00
am to 12.00 noon & Evening 4.00 pm to 6.00 pm)
17 Marketing Details of Sales / Marketing of our products
Department enquiry / Tender / Qtns follow up negotiation of
Govt. / Big Customers, Competition, NHB,
sericulture, Waste bins, cashew retail, Fruit &
Vegetable small & big etc. (As per availability of
Mr. N. Jha)
18 Marketing Marketing Strategies, Development and
Department promotion of crates, Excise Duty, Taxes, etc.
19 Dispatch Samples of crates, welding partition & fabrication,
Department at dispatch procedure, etc
Powai

Visit factory NL
20 Silvassa
22 Production System of stocks, Production location / moulds
22 Planning / planning & control
Programme
23 Exhibitions Approval/ execution / all queries related to
Exhibition
24 SAP Information Introduction of SAP System, preparation of
quotation, order, party master, etc
25 HANEL PRODUCT Selling concepts of Hanel system, procurement
and execution of Hanel
26 ROTO & Various Raw Development and execution of Roto Product &
Materials, Price lists, Various raw materials, Price lists, imported
etc poultry crate, etc.

27 PP, Conteyor & Promotion & Execution of new products

Vaccum Foam

30 CCRF (Customer Procedure, etc.

Complaint)

31 HRD Department Understanding Procedures

32 Conclusion/ Policy and system guidelines etc

Feedback/ Report
with
SVP/NSP/NJ/MMD/OZ
A

28
Appendix 2 Performance Appraisal Form

PERFORMANCE APPRAISAL FORM

(For Back Office Executives incl. Executives of Admin, Accounts, Sales & Service Department)

(Half Yearly Appraisal)

Employee’s Name:

Designation: Date of Joining:

Department: Gross Salary:

Reviewer’s Name: Appraisal Period:

(Below mentioned are the main competency factors aimed at assessing the
employee’s performance to be done on scale of 1 to 10).
Rating 1-2 = Poor, 3-4 = Satisfactory, 5-6 = Average, 7-8 = Good
9-10 = Excellent

Rati Justificat
Score %
Parameter ng Weightage ion

Job Knowledge 12

Self Responsibility 12

Accuracy 10

Problem Solving Skill 10

Speed of Execution 10

Daily Planning 8

Commitment 8

Cost Consciousness 6

Attendance 6

Documentation and Record 6

Keeping

Inter Departmental Relation 6

Initiatives 6

Total Percentage
Please calculate the percentage and mention it in the box given.

Overall contribution to the job:

(Rating <50%= Unsatisfactory,

29
 50%-59% = Poor,

60%-69% = Satisfactory,

70%-79% = Good, and

> 80% = Excellent)

The following section is to be filled after counsel interview

Effective Date Of CTC Grade

Increment

______________ ____________

Signature of HOD: Signature of DIC

Appendix 3: Self Appraisal Form

Self Appraisal

30
31
A. Name: Dept. / Div.:

Designation : Date of Birth :

HOD : Date of Joining:

Appraisal Period From 1-10-2005 To 31-3-2006

B. Highlights of Performance

High
light
s of
Perf
orm
anc
e:
1. Briefly write your contribution on the Job, Various initiatives & Special achievements during the
period under review.
……………………………………………………………………………………………………………….

2. Briefly state the factors that helped your performance.

……………………………………………………………………………………………………………….

3. Sate the factors that hindered your performance.

……………………………………………………………………………………………………………….

4. What are your strengths & Areas for development.

……………………………………………………………………………………………………………….

5. What training needs do you perceive for yourself.

……………………………………………………………………………………………………………….

6. Your assessment about your overall performance during the review period. ( Appropriate)
……………………………………………………………………………………………………………….

1. Excellent 2. Good 3. Satisfactory 4. Average

Date : ……………. Signature of Employee : ………………………..

32
Annexure 4: International Travel Policy

33