HUMAN RESOURCE MANAGEMENT Project Report On HRM Practices Of MARUTI SUZUKI

SUBMITTED TO: Mrs. Pragya Sonawane

Submitted By: Section J Akshay Seth Arvind Singh Ankit Kumar Dharam Raj Gautam D
inesh Kumar Pankaj Lokesh Kumar
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IILM INSTITUTE FOR HIGHER EDUCATION
Content
Introduction to a company Report on HRM practices followed by MARUTI SUZUKI Conc
lusion Bibliography
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INTRODUCTION
Maruti Suzuki India Limited (MSIL, formerly known as Maruti Udyog Limited) is a
subsidiary of Suzuki Motor Corporation, Japan. MSIL has been the leader of the I
ndian car market for over two and a half decades. The company has two manufactur
ing facilities located at Gurgaon and Manesar, south of New Delhi, India. Both t
he facilities have a combined capability to produce over a 1.2 million (1,200,00
0) passenger car units annually. The company plans to expand its manufacturing c
apacity to 1.75 million by 2013. For this the company will be investing around R
s. 60 Billion (Rs 6,000 Crores) over the period till 2013. The company offers a
wide range of cars across different segments. It offers 14 brands and over 150 v
ariants - Maruti 800, people movers, Omni and Eeco, international brands Alto, A
lto-K10, A-star, WagonR, Swift, Ritz and Estilo, off-roader Gypsy, SUV Grand Vit
ara, sedans SX4 and Swift DZire In an environment friendly initiative, in August
2010 Maruti Suzuki introduced factory fitted CNG option on 5 models across vehi
cle segments. These include Maruti Suzuki has employee strength over 7,600 (as a
t end March 2010), In 2009-10, the company sold a record 10,18,365 vehicles incl
uding 1,47,575 units of exports. With this, at the end of March 2010, Maruti Suz
uki had a market share of 53.3 per cent of the Indian passenger car market (incl
uding C segment). Maruti Suzuki's revenue has grown consistently over the years.
Year 2004-05 2006-07 2008-09 Net Sales 1,09,108 1,45,922 2,03,583 Year 2005-06
2007-08 2009-10 (Rs. in Million)
Net Sales 1,20,034 1,78,603 3,01,198
The company is listed on Bombay Stock Exchange and National Stock Exchange.
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On 11th January 2011, we visited MARUTI to meet Mr. S.K. Bhatia, The Assistant M
anager of (HRD Dept) MARUTI, Gurgoan Branch. During the meeting with him we aske
d questions related to HR practices followed in the company. On interviewing him
we asked a question related to the HR skills, HR planning, recruitment and sele
ction, job description, interview process and types, training, orientation and i
nduction process, performance appraisals, and assessment criteria. The questions
with responses are as follows: What are the proficiencies (skills) should a HR
manager have in the according to you? The four proficiencies are Understanding o
f Business Understanding skills required for Business HR competence- Subject Kno
wledge Manager should be people centric i.e.; he should be employee champion
Sources of recruitment: The different sources of recruiting the candidate or sel
ecting the candidate for the firm are: Consultants i.e.; with the help of consu
tancy company Employee referral Databank i.e.; Company database Job portal respo
nse Through advertisement on the company website i.e.; direct application Campus
recruitment
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Interviews:
There are basically three types of interview: CBIT Critical Event Incident/Behav
ior/Critical Incident Technique: This is most important type of interview the co
mpany took before recruiting the candidate to check their behavior by giving the
m a challenging situation related to real life scenario. So that they check the
problem solving ability of a candidate. CIT: The Critical Incident Technique (or
CIT) is a set of procedures used for collecting direct observations of human be
havior that have critical significance and meet methodically defined criteria. T
hese observations are then kept track of as incidents, which are then used to so
lve practical problems and develop broad psychological principles. A critical in
cident can be described as one that makes a significant contributioneither positi
vely or negativelyto an activity or phenomenon. CIT identifies possible sources o
f serious user-system or product difficulties. The recommendations for improveme
nt try to eliminate the potential for the same situation to result in similar lo
ss. However only actual use demonstrating that the product no longer induces the
problem ensures that it is currently safe. Assessment Centre: There is assessme
nt sheet the company follows to check the performance of their employee during t
he tenure they spend in the company. The assessment sheet is same for all the em
ployee of all the departments in a firm.
Orientation and induction program
Orientation: means procedure for providing full information about the companys ba
ckground to the new employee. In MARUTI, the new candidates first go through the
orientation program where the trainer makes the candidate familiar with the env
ironment and culture of the company. Induction: means getting the new candidate
acquainted with the job he/she has to perform in the organization. Induction pro
gram should include: a) Introduction to important staff (not just a quick hello
but sufficient time to get acquainted and understand their job role) b) Tour of
the building, pointing out fire exits, bathrooms, meeting rooms, boardrooms, use
ful offices such as IT support staff, administration staff etc. Don t forget to
show them where to find office stationery and the position of photocopiers / fax
es. c) Health and safety training as necessary dependent on job role; may includ
e items such as manual handling and where to find the health and safety notice b
oard.
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d) How to complete day to day tasks and where to find the necessary folders / fi
les. In MARUTI, the orientation process followed by an induction process. First
the orientation took place at the different offices of MARUTI, and then the new
employee is transfer to their respective departments where the induction process
took place. In which the employee gets acquainted with the job he/she has to pe
rform while he/she is working for the organization, with the working environment
, people of all departments, health and safety training, laws and policies, asse
ssment criteria, appraisal criteria. Training process Training is the most impor
tant process for the organization. It depicts the hallmark of good management an
d the ability of a manager to give training to the new as well as current employ
ee. Training means the process of teaching new employee the basic skills they ne
ed to perform their job. According to HR manager of MARUTI, The Company gives tw
o type of training to their employee: Technical Training Behavior Training
Technical Training: In MARUTI, this training comprises of the subject knowledge
related to the job assigned to new candidate. In technical training the candidat
e is trained with advanced technology, new method to achieve their target with i
n a time period. Behavior Training: In this training the employees are given a s
ituation under which they have to project their behavior; how efficiently they c
an work in a given situation. This training checks the how the new employee work
s in a team by assigning them to play different roles. The role may be of a team
player, team leader, or understanding the function of business i.e. vision to a
chieve.
Performance Appraisal: Meeting with the HR manager, we did not come out with the
performance appraisal system but the person through whom we were able to contac
t the HR manager, is an employee in the organization in the administrative depar
tment provided us with the information that appraisal system in MARUTI is very s
low so the rewards and recognition are delayed on the continuous basis which eff
ect the working of organization.
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Analysis OF HRM Practices for MARUTI We got to know the HRM practices followed b
y company, where we went through a series of question with HR manager, from poin
t of Job Description to recruitment to training and development of an employee i
n the organization. HR manager emphasized on the requirements that the HR manage
r should have in it to efficiently manage the organization with the certain prof
iciencies. But one aspect that MARUTI overlooked was that an employee of the org
anization should have right attitude towards the vision and objectives of the or
ganization and also the employee of an organization are satisfied with their rol
es and position of responsibility in the organization. We find that the recruitm
ent process of the organization is comparatively has a parity. Organization foll
ow the same procedures from screening to selection. In MARUTI recruitment proces
s begins from by preparing the MANPOWER budgeting by CEO, GM-HR and HOD of the c
ompany at the end of financial year. The concerned department manager request fo
r the MANPOWER approval form from the GM-HR of the company. If this form approve
s then this form is transferred to the Recruitment manager where sourcing of CVs
is done. After that shortlisted candidate is call for the interview and screenin
g process. There are three interview rounds took place Functional Interview Roun
d, JAF, and last HR interview where selected candidate from two round negotiate
on salary with HR manager.
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Conclusion:
Finding we made out analyzing Maruti, was that there was proper policies, proces
ses and procedures that was a part of HRM practices mentioned by HR department a
nd was implemented quite effectively in all the levels of hierarchy in organizat
ion. This proper and effective implementation of policies enabled the company to
effectively manage all the priority functions of organization. The effective po
licies enabled the positioning of the right person for right job and aided the p
ersonnel of the company to bring it among the leading automotive industries of I
ndia, which holds the major chunk of Indian market.
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Bibliography:
http://www.marutisuzuki.com/ Interview with Assistant Manager-HR Mr. S.K. Bhatia
of MARUTI MARUTI SUZUKI Annual Report 2008-2009
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