Maruti Suzuki

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India. It is a 56.21% owned subsidiary of the Japanese car and motorcycle
manufacturer Suzuki Motor Corporation.[6] As of July 2018, it had a market share of 53% of the
Indian passenger car market.[8][better source needed] Maruti Suzuki manufactures and sells popular cars such
as the Ciaz, Ertiga, Wagon R, Alto K10 and Alto 800, Swift, Celerio, Swift Dzire, Baleno and Baleno
RS, Omni, baleno, Eeco, Ignis, S-Cross, Vitara Brezza and newly launched S-Presso small SUV.
The company is headquartered at New Delhi.[2] In May 2015, the company produced its fifteen
millionth vehicle in India, a Swift Dzire.[9]

History[edit]
Maruti Udyog Limited was founded by the Government of India in 1981, only to merge with the
Japanese automobile company Suzuki in October 1982. The first manufacturing factory of Maruti
was established in Gurgaon, Haryana, in the same year.[10]

Chronology[edit]
Affiliation with Suzuki
In 1982, a license and joint venture agreement (JVA) was signed between Maruti Udyog Ltd,
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed market,
Maruti received the right to import 40,000 fully built-up Suzuki in the first two years, and even after
that the early goal was to use only 33% indigenous parts. This upset the local manufacturers
considerably. There were also some concerns that the Indian market was too small to absorb the
comparatively large production planned by Maruti Suzuki, with the government even considering
adjusting the petrol tax and lowering the excise duty in order to boost sales.[11] Local production
commenced in December 1983.[12] In 1984, the Maruti Van with the same three-cylinder engine as
the 800 was released and the installed capacity of the plant in Gurgaon reached 40,000 units.
In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was launched. In 1986, the
original 800 was replaced by an all-new model of the 796 cc hatchback Suzuki Alto and the
100,000th vehicle was produced by the company.[13] In 1987, the company started exporting to the
West, when a lot of 500 cars were sent to Hungary. By 1988, the capacity of the Gurgaon plant was
increased to 100,000 units per annum.
Market liberalisation
In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's first
contemporary sedan. By 1991, 65 per cent of the components, for all vehicles produced, were
indigenized. After liberalization of the Indian economy in 1991, Suzuki increased its stake in Maruti
to 50 per cent, making the company a 50-50 Joint Venture with the Government of India the other
stake holder.
In 1993, the Zen, a 993 cc, hatchback was launched and in 1994 the 1298 cc Esteem was
introduced. Maruti produced its 1 millionth vehicle since the commencement of production in 1994.
Maruti's second plant was opened with annual capacity reaching 200,000 units. Maruti launched a
24-hour emergency on-road vehicle service. In 1998, the new Maruti 800 was released, the first
change in design since 1986. Zen D, a 1527 cc diesel hatchback, and Maruti's first diesel vehicle,
and a redesigned Omni were introduced. In 1999, the 1.6 litre Maruti Baleno three-box saloon
and Wagon R were also launched.
In 2000, Maruti became the first car company in India to launch a Call Center for internal and
customer services. The new Alto model was released. In 2001, Maruti True Value, selling and
buying used cars was launched. In October of the same year the Maruti Versa was launched. In
2002, Esteem Diesel was introduced. Two new subsidiaries were also started: Maruti Insurance
Distributor Services and Maruti Insurance Brokers Limited. Suzuki Motor Corporation increased its
stake in Maruti to 54.2 per cent.
In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the Wagon R were
upgraded and redesigned. The four millionth Maruti vehicle was built and they entered into a
partnership with the State Bank of India. Maruti Udyog Ltd was Listed on BSE and NSE after a
public issue, which was oversubscribed tenfold. In 2004, the Alto became India's best selling car
overtaking the Maruti 800 after nearly two decades. The five-seater Versa 5-seater, a new variant,
was created while the Esteem was re-launched. Maruti Udyog closed the financial year 2003-04 with
an annual sale of 472,122 units, the highest ever since the company began operations and the
fiftieth lakh (5 millionth) car rolled out in April 2005. The 1.3 litre Suzuki Swift five-door hatchback
was introduced in 2005.[14]
In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles India", to build
two new manufacturing plants, one for vehicles and one for engines.[14] Cleaner cars were also
introduced, with several new models meeting the new "Bharat Stage III" standards.[14] In February
2012, Maruti Suzuki sold its ten millionth vehicle in India.[12] In July 2014 it had a market share of
more 45%.[15]
Maruti Suzuki is now looking to shift its current manufacturing facility located in the downtown
Gurgaon as apparently it is short of space and logistics. It is hunting for a huge 700 acres of plot of
land.[16]
On 25 April 2019, Maruti Suzuki announced that it would phase out production of diesel cars by 1
April 2020, when the Bharat Stage VI emission standards come into effect. The new standards
would require a significant investment from the company to upgrade its existing diesel engines to
comply with the more stringent emission standards. Chairman R.C. Bhargava stated, "We have
taken this decision so that in 2022 we are able to meet the Corporate Average Fuel Efficiency norms
and higher share of CNG vehicles will help us comply with the norms. I hope the union government's
policies will help grow the market for CNG vehicles." Diesel cars accounted for about 23% of Maruti
Suzuki's annual sales.[17]

Joint venture related issues[edit]

Relationship between the Government of India, under the United Front (India) coalition and Suzuki
Motor Corporation over the joint venture was a point of heated debate in the Indian media until
Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture that had a
near monopolistic trade in the Indian automobile market and the nature of the partnership built up till
then was the underlying reason for most issues. The success of the joint venture led Suzuki to
increase its equity from 26% to 40% in 1987, and to 50% in 1992, and further to 56.21% as of
2013.[18] In 1982, both the venture partners entered into an agreement to nominate their candidate for
the post of Managing Director and every Managing Director would have a tenure of five years[19][20]

Manufacturing facilities[edit]
Maruti Suzuki has three manufacturing facilities in India.[21] All manufacturing facilities have a
combined production capacity of 1,700,000 vehicles annually. The Gurgaon manufacturing facility
has three fully integrated manufacturing plants and is spread over 300 acres (1.2 km2).[22] The
Gurgaon facilities also manufacture 240,000 K-Series engines annually. The Gurgaon Facilities
manufactures the Alto 800, WagonR, Ertiga, S-Cross, Vitara Brezza, Ignis and Eeco.
The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600 acres
(2.4 km2).[22] Initially it had a production capacity of 100,000 vehicles annually but this was increased
to 300,000 vehicles annually in October 2008. The production capacity was further increased by
250,000 vehicles taking total production capacity to 800,000 vehicles annually.[23] The Manesar Plant
produces the Alto 800, Alto K10, Swift, Ciaz, Baleno, Baleno RS and Celerio. On 25 June 2012,
Haryana State Industries and Infrastructure Development Corporation demanded Maruti Suzuki to
pay an additional Rs 235 crore for enhanced land acquisition for its Haryana plant expansion. The
agency reminded Maruti that failure to pay the amount would lead to further proceedings and
vacating the enhanced land acquisition.[24] The launch of the Dzire happened in the month of May
2017 and the variant is said to have good mileage[25]
The Gujarat manufacturing plant became operational in February 2017. The plant current capacity is
about 250,000 units per year. But with new investments Maruti Suzuki has plan to take it to 450,000
units per year.[26]
In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL) with itself.[27] SPIL
was started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has the facilities available for
manufacturing diesel engines and transmissions. The demand for transmissions for all Maruti Suzuki
cars is met by the production from SPIL.

Industrial relations[edit]
Since its founding in 1983, Maruti Udyog Limited has experienced problems with its labour force.
The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing
process. In 1997, there was a change in ownership, and Maruti became predominantly government
controlled. Shortly thereafter, conflict between the United Front Government and Suzuki started. In
2000, a major industrial relations issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives and pensions.[28][29]
Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In
parallel, after elections and a new central government led by NDA alliance, India pursued a
disinvestment policy. Along with many other government owned companies, the new administration
proposed to sell part of its stake in Maruti Suzuki in a public offering. The worker's union opposed
this sell-off plan on the grounds that the company will lose a major business advantage of being
subsidised by the Government, and the union has better protection while the company remains in
control of the government.[28][30]
The standoff between the union and the management continued through 2001. The management
refused union demands citing increased competition and lower margins. The central government
privatized Maruti in 2002 and Suzuki became the majority owner of Maruti Udyog Limited.[31][32]

Manesar violence[edit]
On 18 July 2012, Maruti's Manesar plant was hit by violence. According to Maruti management, the
production workers attacked supervisors and started a fire that killed company's General Manager of
Human Resources Avineesh Dev and injured 100 other managers, including two Japanese
expatriates. The workers also allegedly injured nine policemen.[33][34] However Maruti Suzuki Workers
Union (MSWU) President Sam Meher alleged that management ordered 300 hired security guards
to attack the workforce during the violence.[35] The incident is the worst-ever for Suzuki since the
company began operations in India in 1983.[36]
Since April 2012, the Manesar union had demanded a three-fold increase in basic salary, a monthly
conveyance allowance of ₹ 10,000, a laundry allowance of ₹ 3,000, a gift with every new car launch,
and a house for every worker who wants one, or cheaper home loans for those who want to build
their own houses.[37][38] According to the Maruti Suzuki Workers Union a supervisor had abused and
made discriminatory comments to a low-caste worker, Jiya Lal.[39] These claims were denied by the
company and the police.[34] Maruti said the unrest began, not over wage discussions, but after the
workers' union demanded the reinstatement of Jiya Lal who had been suspended for allegedly
beating a supervisor.[36] The workers claim harsh working conditions and extensive hiring of low-paid
contract workers which are paid about $126 a month, about half the minimum wage of permanent
employees.[39] On 27 June 2013, an international delegation from the International Commission for
Labor Rights (ICLR) released a report alleging serious violations of the industrial right of workers by
the Maruti Suzuki management.[40] Company executives denied harsh conditions and claim they
hired entry-level workers on contracts and made them permanent as they gained
experience.[37] Maruti employees currently earn allowances in addition to their base wage.[41]
The police, in its First Information Report (FIR), claimed on 21 July that Manesar violence is the
result of a planned violence by a section of workers and union leaders and arrested 91
people.[42][43] Maruti Suzuki in its statement on the unrest,[44] announced that all work at the Manesar
plant has been suspended indefinitely.[36] The shut down of Manesar plant is leading to a loss of
about Rs 75 crore[45] per day.[46] On 21 July 2012, citing safety concerns, the company announced
a lockout under The Industrial Disputes Act, 1947 pending results of an inquiry the company has
requested of the Haryana government into the causes of the disorder. Under the provisions of The
Industrial Disputes Act for wages, the report claimed, employees are expected to be paid for the
duration of the lockout.[45] On 26 July 2012, Maruti announced employees would not be paid for the
period of lock-out in accordance with Indian labour laws. The company further announced that it will
stop using contract workers by March 2013. The report claimed the salary difference between
contract workers and permanent workers has been much smaller than initial media reports – the
contract worker at Maruti received about ₹ 11,500 per month, while a permanent worker received
about ₹ 12,500 a month at start, which increased in three years to ₹ 21,000-22,000 per month.[47] In a
separate report, a contractor who was providing contract employees to Maruti claimed the company
gave its contract employees [48] the best wage, allowances and benefits package in the region.[49]
Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India, said this type of
violence has never happened in Suzuki Motor Corp's global operations in Hungary, Indonesia,
Spain, Pakistan, Thailand, Malaysia, China and the Philippines. Nakanishi apologised to affected
workers on behalf of the company, and in press interview requested the central and Haryana state
governments to help stop further violence by legislating decisive rules to restore corporate
confidence amid emergence of this new 'militant workforce' in Indian factories. He announced, "we
are going to de-recognise Maruti Suzuki Workers’ Union and dismiss all workers named in
connection with the incident. We will not compromise at all in such instances of barbaric, unprovoked
violence." He also announced Maruti plans to continue manufacturing in Manesar, that Gujarat was
an expansion opportunity and not an alternative to Manesar.[50][51]
The company dismissed 500 workers accused of causing the violence and re-opened the plant on
21 August, saying it would produce 150 vehicles on the first day, less than 10% of its capacity.
Analysts said that the shutdown was costing the company 1 billion rupees ($18 million) a day and
costing the company market share.[52] In July 2013, the workers went on hunger strike to protest the
continuing jailing of their colleagues and launched an online campaign to support their demands.[53]
A total of 148 workers were charged with the murder of Human Resources Manager Avineesh Dev.
The court dismissed charges against 117 of the workers. On 17 March 2017, 31 workers were found
guilty of variety of offences. 18 were convicted on charges of rioting, trespassing, causing hurt and
other related offences under Indian Penal Code sections. The remaining 13 workers were sentenced
to life in imprisonment after being found guilty of the murder of General Manager of Human
Resources Avineesh Dev. Twelve of the thirteen sentenced were office-bearers of the Maruti Suzuki
Workers Union at the time of the alleged offences. The prosecution had sought the death penalty for
the thirteen.[54]
Both prosecution and defence have announced they will appeal against the sentences. Defence
counsel Vrinda Grover stated, “We will file appeals against all convictions in the HC. The evidence,
as it stands, cannot withstand legal scrutiny. There is no evidence to link these workers to the
murder. The 13 who have been convicted, it’s important to remember that they were the leaders of
the union. Therefore, it is clear that this is targeted framing of these persons. We hope for justice in
the superior court.”[55]
The Maruti Suzuki Workers Union is continuing to organise industrial action and protests calling for
the workers to be released and criticising the judgement and sentences an unjust.[56] An international
appeal for the release of the workers has been made by the International Committee for the Fourth
International (ICFI) and other organisations such as the Peoples Alliance for Democracy and
Secularism.[57][58]

Hrm maruti suzuki

1. 1. MARUTI SUZUKI INDIA LIMITED To study various HR policies of Maruti Suzuki India
Limited SUBMITTED BY:Varun Kabaria -221061 Naman jain -221073 Nitish Batheyja –
221080 Pankhuri -221086 Rajat Gupta- 221112 Ranjeev Dutta-221115 1
2. 2. TABLE OF CONTENTS Acknowledgement 3 Introduction 4 Occupational and health
policy 5 HR practices at Maruti Suzuki 6 Recruitment 7 Fraudulent policy at Maruti Suzuki 8
Selection 9 Training and Development 10 Training program for Sales Executives/ Branch 11
Heads Performance Appraisal 13 Maruti adopts 360 appraisal system 14 Promotional
policies 15 Surveys conducted 16 References 22 2
3. 3. ACKNOWLEDGEMENT The goal was fixed, moves theyre calculated and they moved
with full enthusiasm, vigour and keen interest. It’s a sheer pleasure for us to state with
candidly that this entire project is a heartily attempt to reach maximum accuracy. They highly
express our sincere thanks to Dr. Neetu Jain who helped us throughout the project. Last but
not least I would like to pleasure a word of appreciation to our family and friends who
supported and helped us to make this project a success. 3
4. 4. OBJECTIVES     To enhance our knowledge about Recruitment and Selection. To
enhance our knowledge about training and development. To convert our theoretical
knowledge to practical knowledge. To study performance appraisal method and promotion
policies follotheyd by the company. INTRODUCTION Maruti Suzuki India Limited, commonly
referred to as Maruti and formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India. It is a subsidiary of Japanese automobile and motorcycle
manufacturer Suzuki .Maruti was incorporated in 1981 as a government company. They
started production in December 1983 with collaboration of Suzuki of Japan. Initially Suzuki
had 26% equity which has since increased to 40%. As of November 2012, it had a market
share of 37% of the Indian passenger car market. Maruti Suzuki manufactures and sells a
complete range of cars from the entry level Alto, to the hatchback Ritz, A-Star, Swift, Wagon
R, Zen and sedans DZire, Kizashi and SX4, in the 'C' segment Eeco, Omni, Multi Purpose
vehicle Suzuki Ertiga and Sports Utility vehicle Grand Vitara. LIFE AT MSIL The company
that leads the Indian auto industry and defines the way India drives rides on the quality and
competence of its people. It’s a great place to discover all that you can be and maximize
your potential. From a genuinely equal opportunity work culture, a sense of team spirit that
goes right down to a common lunchroom, to a feeling of oneness as senior managers and
their teams sit together in an open, wall-free environment, this is an uncommon place to work
and excel. MARUTI is fast and flexible, resilient and responsive, as theyll as decisive and
responsible. It is a place where your voice will be heard & valued. Their people make them a
company ready to meet the challenges of the dynamic auto market. They value discipline
and punctuality, and obsess over maintaining a safe & healthy work environment .They like
people who have an obsession to delight customers, and they leave them free to take
decisions in complex situations. 4
5. 5. MARUTIANS     Innovation Dedication Responsibility Ownership. These are the
virtues that connect a Marutian to the organization. Maruti Suzuki offers a unique opportunity
for professional and personal growth as part of a multi-faceted organization where all work
as one. To most Marutians, their colleagues have been part of an extended family. With mix
of generations and nationalities working together as one team, they provide the perfect
balance of energy, experience and exposure. At Maruti Suzuki, while excellence is an
integral part of our work culture, they are steadfast in an ethical approach in all its
dimensions. Marutians across the country are all united by a common bond. It’s not a
 workforce, but people potheyr at work, an empotheyred team that is quite unlike any other.
OCCUPATIONAL AND HEALTH POLICY Maruti Suzuki India Limited (MSIL) is committed to
ensure a safe and healthy working environment for all employees, visitors, contractors,
vendors and persons present at MSIL sites by prevention of work related injuries and illness.
To meet the responsibilities, they are maintaining a safe working environment and have an
Occupational Health and Safety Management System (OHSMS) in place to: Manage Risks –
by identifying all workplace hazards, undertaking assessments, internal & external audits,
and taking all necessary actions for prevention & control of injury, ill-health, loss or damage
by following safe work practices in operations as theyll as while procuring new plant,
machinery & equipment. Comply with legal and other obligations – by ensuring that our
business is managed in accordance with relevant occupational health and safety legislations,
standards and MSIL occupational health and safety policies & procedures. Establish targets
and review mechanism - They shall manage our obligations using coordinated occupational
health and safety plans for each area and site, with challenging targets to measure progress
5
6. 6. HUMAN RESOURCE PRACTICES IN MARUTI SUZUKI HR VISION Lead and Facilitate
continuous change towards organizational excellence ;create a learning and vibrant
organization with high sense of pride amongst its members. HRINITIATIVES      
Prepare MUL Strategic Business Plan to achieve the Vision & Goal Improve the performance
Appraisal system -its process, skill & usage Improvements in internal & external Training &
its effective utilization. Systematic career planning; Job Rotation; Empotheyrment; Job
enrichment Periodic communication meeting at various levels; Roll out of Vision Retention of
Talent WHISTLE BLOTHEYR POLICY As a conscious and vigilant organization, Maruti
Suzuki India Limited believes in the conduct of the affairs of its constituents in a fair and
transparent manner by adopting the highest standards of professionalism, honesty, integrity
and ethical behaviour. In its endeavour to provide its employee a secure and a fearless
working environment, Maruti Suzuki India Limited has established the "Whistle Blotheyr
Policy". The purpose of the policy is to create a fearless environment for the employees to
report any instance of unethical behaviour, actual or suspected fraud or violation of the
Company's code of conduct or ethics policy to the Ombudsman. The framework of the policy
strives to foster responsible and secure whistle blowing. This policy should be read in
conjunction with applicable regulations & existing policies & procedures of the Company.
You can also contact the Secretarial & Legal Department if you have any questions or need
any clarifications. 6
7. 7. RECRUITMENT FOR FRESHERS They recruit fresh Graduates from premier T-Schools
and B-Schools across the country in order to build our future leadership talent pipeline. . At
MSIL, they give ample opportunities for learning & growth through hands-on experience &
rigorous training sessions. The young talent undergoes a structured induction, buddy &
umbrella mentoring sessions, periodic management inputs and cross functional exposure.
With their exciting career paths coupled with hard work & dedication from your end, they
believe that you will keep on creating success stories in MSIL. Recruitment Process:
RECRUITMENT PROCESS FOR EXPERIENCED PRO For the last three decades, they
have established themselves as the Market Leader in Automobile sector in India. They
appreciate the Knowledge & expertise that the experienced professionals bring with them,
and they come from diverse backgrounds to strengthen the business pillars and explore new
horizons with us. They invite applicants, who Are excellent performers with enthusiasm for
constant improvement Have intense desire to be a member of the organization and its
success with a constant yearn to learn Are star performers, put in extra effort & are
committed to engage in work that contributes to business success Recruitment Process: 7
8. 8. FRAUDULENT RECRUITMENT POLICY AT MARUTI The company’s attention has been
drawn by certain members of the public that they have received communication through e-
mails for job interviews in our Company wherein they are amongst other things, demanding
cash deposit(s) in certain specified bank(s) before the actual interviews. These
 individuals/recruitment companies are also wrongfully using the company's registered
trademark as theyll as using the names of certain officials of the company to lure innocent
members of the public to fall into this trap. They like to categorically state that these
communications are purely made with intend to defraud the public and the company has not
authorized any person to require any payment /cash deposit to be made by any candidate to
our company and/or to any individuals in the recruitment process. They urge the public not to
be misled by such communications purportedly made by our company including through e-
mails. Should you require any further information about genuinity or otherwise of such
communications which you may receive, you are requested to please get in touch with our
official e-mail address: recruitment@maruti.co.in or our aforesaid address. 8
9. 9. SELECTION It is the process of searching the potential candidate. It is negative in nature
in the Indian context. But it is positive in the US context. Steps in Selection Process of Maruti
Udyog ltd Selection process consists of a series of steps, at each stage, facts may come
light which may lead to the rejection of the applicant. It is a series of successive hurdles or
barriers which an applicant must cross. These hurdles or screens are designed to eliminate
an unqualified candidate at any point in the selection process There is no standards
selection procedure to be used in all organizations or for all jobs. The complexity of selection
procedures increases with the level and responsibility of the position to be filled. 1}
Preliminary Interview (screening applications) 2} Application Form 3} Selection Test 4}
Employment Interview 5} Medical Examination 6} Reference Checks 7} Final Approval 8}
Employment 9} Induction 10} Follow – up (Evaluation) 9
10. 10. TRAINING AND DEVELOPEMENT Maruti have invested about Rs 12 crore in their
training program .recently they took a decision to establish a world class Maruti training
centre which might come up on a 6-8 acre plot. This kind of infrastructure will operate in
decentralized manner. It will have a residential facility, an e learning facility and will look at
the perspective of developing our own technician level guys for which campus recruitment
take s place. Maruti arranges training at several intervals. The training is mandatory for all
the employees. The training schedule is maintained by the Hr manager. TRAINING AND
DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced
and learning or behavioural change takes place in structured format. TRADITIONAL
DEVLOPMENT AND MODERN APPROACH OF TRAINING AND Traditional Approach –
Most of the organizations before never used to believe in training. They are holding the
traditional view that managers are born and not made. There are also some views that
training is a very costly affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing. The modern approach of training and
development is that Indian Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost. The training system in
Indian Industry has been changed to create a smarter workforce and yield the best results
Importance of training        Optimum utilization of resources Development of
human resources Development of skills of employees Productivity Team spirit Organization
culture Quality  Health and safety T&D aids in organizational development. Organization
gets more effective in decision making and problem solving. It helps in understanding and
carrying out organizational policies. T&D helps in developing leadership, motivation, loyalty,
better attitude, and other aspect that workers and mangers usually display. 10
11. 11. TRAINING PROCESS FOR SALES EXECUTIVES.:INDUCTION: - aims to provide an
understanding of the industry, MUL, Its policies and products (2days). PRODUCT
PROGRAMS:-imparts complete knowledge on MU and its competitors. Various programs
are Segment A1, Segment A3.(2 days ) SELLING SKILLS/CONSULTIVE SELLING
PROCESS: - enables understand customers needs, sales processes etc and enables apply
learning in actual selling (2 days ) CUSTOMER CARE: - appositive attitude and the ability to
move is a pre requisite for excellent performance in any world. Program aims at helping one
to build a positive attitude and interpersonal skills and to enable better customer handling.
ADVISOR FOR LIFE PROGRAM:-in this changed competitive environment, role of dealer
 sales executive is seen more than a person who is selling cars to the customers. He is
expected to be the customer’s for life .he has to be “single window interface” with his
customers on all matters related to cars, that is, finance , insurance , Extended warranty ,
service etc.( 2days ). The training program on’ Delivery Process’ has been developed as
delivery now has the maximum the right age in the new factor structure. Delivery is not the
end of a sale but a beginning of a relationship. TRAINING PROCESS FOR SALES
MANAGERS / GENERAL MANAGERS/ BRANCH HEADS 1. Dealership Management
Program: -For second generation dealers, and GM’s and Ro executives on how to manage
entire Dealership Operations. Financial Management, staff management , motivation, tie
management planning are covered. 2. Sales Managers/Team Leaders Program: The
Training covers issues like Sales management( target setting and achievement, enquiry
management, resource and time management etc), Supervisory skills ,Practical Coaching
skills, knowledge of Maruti Finance, Maruti Insurance Extended warranty, MGA, True value
etc and car advisor for life concept.(2 days ) 3. Branch managers Program: many of the
dealers have multiple outlets. While the owners sit any one outlet and control the others from
there, different branch heads that managers the day to day operations of the outlet manages
the other outlets 4. The training covers topics like- making the business plan, Fundamentals
of DBP, Hr management, Team building and supervision skills, ability to motivate the team
and get a buy in on the business plan , time management/ prioritizing etc. 11
12. 12. MAT TER USUALLY DISCUSSED IN THE MARUTI INDUCTION       
Overview of Maruti Suzuki. Building understanding of the car market in India and various
segments. Understand MUL. Product range and positioning in each segment. Understanding
the basics in the automobile industry. Role of financing as a sales tool and the various
financing options available. Ensuring personal effectiveness. 12
13. 13. PERFORMANCE APPRAISAL  MUL to change gear on performance appraisal -- 100%
link between pay, productivity RENEWING its efforts at cutting costs and improving
productivity, Maruti Udyog Ltd (MUL) has drawn up a new human resources policy, which for
the first time, entirely links performance to pay packets for all its executives and managers.
MUL has traditionally had a performance-based component of about 30 percent in its
compensation package for its executives. But now it has gone the whole hog and decided
that in addition to the hike in individual perquisites, increments to even the basic salary will
now depend on the employee’s performance during the year. The new performance
appraisal and compensation system is likely to affect over 1,000 employees -- executives
and senior and middle level managers. Company officials said the changeover to a
completely performance-based compensation system has been under discussion amongst
MUL's senior management and directors for quite some time now. So, the new appraisal
process has not come as a surprise for most of the employees and has been accepted by
them, the official said. Over the past, the principle underlying the new system has been
communicated at length throughout the company and feedback has been obtained. In the
run-up to the new remuneration system, the company has also developed a new
performance measurement and development method along with the noted consultant, Mr
M.B. Athreya. The performance measurement process will complement the new
remuneration s ystem.MUL sources said rather than appraise employees through
confidential reports; the new performance measurement system involves an interactive
process of goal setting, review and counselling by managers throughout the year. It
incorporates qualitative aspects, along with quantitative targets. The employees are being
put through workshops to train them on the various aspects of the system developed with Mr
Athreya. The new system will take effect from this year. The new system is expected to help
enhance managerial performance and skills, while making the organisation more capable of
assessing its costs and returns.MUL, which has been beleaguered by low margins and a
falling bottom line, has also been forced to take a hard look at its costs this year. For the first
time, MUL has slipped into the red and recorded a loss during the year 2000-01.  MUL has
also drawn up a voluntary retirement scheme (VRS) for its employees. The VRS programme
 received in-principle approval from the board last month. While the VRS proposal is yet to be
formally notified and offered to the company's employees, it is expected to apply equally to
all the staff members, including the shop floor workers, company sources said. 13
14. 14. .MARUTI ADOPTS “360 DEGREE” APPRAISAL SYSTEM Maruti has introduced a
unique 360-degree feedback system, starting with its senior leadership. The new system has
been co-developed with Ernst & Young and has been put in place recently. Under the 360-
degree feedback system, the employee is rated not just by his superiors, but also by his
peers and subordinates Employee to be evaluated not just by the superiors but also by the
peers and subordinates. It would seem that there is no corporate human resource policy that
has not had its share of controversies for being biased. With an increase in the number is
qualitative factors that affect employee at the workplace, the performance appraisal process
to make it as fair as possible has been the dream of every manager. Its initiative is to
empower young people in terms of free and frank feedback to their seniors, to the people
who manage them. Each senior gets a sample feedback from a group of 12-14 people, out of
which 5-6 would be juniors , 5-6 colleagues and 2-3 their superiors. This is done through an
online process to maintain confidentiality. The person also evaluates himself. After that,
profiles would emerge. Based on this, there would be aggregate profile versus self profiles.
The 360-degree feedback system will also include a self-appraisal by the general manager.
At the end of the process, he can compare his self-appraisal with the assessment of his
subordinates and peers. One of the benefits that Maruti is hoping to get out of the
360degreefeedback process is the sense of employment and importance felt by
subordinates, when they are asked to offer their feedback about their superiors. Maruti
currently has over 4,000 employees on its rolls. FINDINGS They treat all employees equally
They tries their best to increase the efficiency of the employee by providing them with
different motivational programs They make new recruits aware about the company and
working conditions Maruti focus on each and every department of the organization Having
different recruitment process for different departments of the organization They provide
different types of training to the different department according to the need of the people
They talk feedback from there employee on regular basis Maruti have adopted 360 degree
method of performance appraisal for their employees 14
15. 15. PROMOTIONAL POLICIES Exit interviews, when employees quit, are common practice
in many companies. But automobile major Maruti Suzuki (MSIL) is using 'stay interviews' to
cement a long-term tie with its employees. For the past three years, MSIL has regularly
reached out to its employees to understand their aspirations, problems and expectations. It
has subsequently come up with several changes in the performance ratings scale, career
progression policy and employee referrals. It makes sense to probe employee minds while
they are still working in the company and take their feedback for changes rather than asking
for it after losing them to competition. For the first time this year, for instance, it altered its
performance ratings scale. The previous four-grade rating scale, which was: excellent (top
10%), very good (next 30%), good (next 50%) and fair (last 10%), was revised to a five-
grade scale: exceptional (top 10%), star performer (next 25%), high performer (next 25%),
performer (next 15%) and average (5%). Employees perceived a 'good' rating as 'not-so-
good', meaning, the rating's connotation was not representative of performance. Also,
adhering to the bell curve was becoming difficult with ratings primarily being distributed only
in the first three categories. "Wording makes a lot of difference about how people feel. For
instance, someone who gets the grade 'exceptional' will think he has contributed a lot
towards the firm's performance and will continue to perform well," says Prateek Duhan, 28,
manager, steering and suspension, supply chain division. "They made our employees happy
by making an emotional connect and removing grades such as 'good'," adds Mr Siddiqui.
Based on the feedback, the company has also changed its career progression policy last
year. The company shortened career tracks by offering promotions at the junior management
level if employees notched up the topmost grade for two, instead of three consecutive years.
15
16. 16. SURVEYS CONDUCTED Q Does Company conduct “EXIT INTERVIEW”? Units "EXIT
INTERVIEWS" 9 10 8 6 4 2 0 1 Yes 9 Don't Know 1 No 0 0 INTERPRETATION: >Yes,
Company conduct “Exit Interview”. Q What eligibility criterion is given pr