c

c
A
PROJECT REPORT
On
c
³Study of HR Practices & Process of Performance
Appraisal´
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î
 spec  reference

ADITYA BIRLA GROUP
GRASIM INDUSTRIES
R.M.C D  s n
He Off ce ± MUMBAI

Subm

e T

Subm

e by
VEENU RANI
ROLL NO: - 26
MBA- H.R. (2009-2011)

S.S.D. îIT, BATHINDA

 TABLE OF CONTENTS

CHAPTER NO. TITLES PAGE NO.

1 Ackne emen

2 Execu
e Summry
3 Cmpny Prf e
4 Or n

n Cr

5 In
ruc
n
6 Abu

e prec

Recruitment
Selection
Performance Appraisal
Training & Development
Talent Management
Job Analysis
Organizational Structure
Human Resource Information system
Company Philosophy
Exit Interviews

7 Lern n s
8 Obser
ns & F n n s
9 Recmmen
ns
10 Nmenc
ures n Abbre 
ns
11 L m

ns & B b  rpy
Ackne emen

It is not possible to prepare a project report without the assistance & encouragement
of other people. This one is certainly no exception.

On the very outset of this report, I would like to extend my sincere & heartfelt
obligation towards all the personages. Without their active guidance, help,
cooperation & encouragement, I would not have made headway in the project.

I would like to express my sincere thanks to everyone who has continuously guided
me & supported in all the tasks by giving me valuable insight into issues like the
meaning of HR practices, its uses, objectives and tools as well as steps to be
considered in developing and studying an organizational structure.

(VEENU RANI)
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 Execu
e Summry

The importance of personnel management is being increasingly realized in industrial

and non-industrial organization both in India and abroad. The realization has come
about because of increasing complexity of the task of managers and administrators.
In most organizations the problems of getting the competent and relevant people,
retaining them, keeping up their motivation and morale, and helping them to both
continuously grow and contribute their best to the organizations, are now viewed as
the most critical problems.

So with this reference the project titled S
uy f HR prc
ces & prcess f
Perfrmnce Appr s has been conducted, based on the primary research in
Ultratech Cement Limited, RMC Division has been prepared to get a better insight
into the management practices adopted by UTCL with reference to HR Policies
prepared by the HR department in organization.

With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle functions, Selection done, Training Calendar prepared, what does
compensation & cost to company means and the steps of performance appraisal
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 CmpnycPrf ec

Aditya Birla Group is India's first truly multinational corporation. The group has an
annual turnover of US$ 24 billion and has over 1,00,000 employees belonging to
over 25 different nationalities on its rolls.

Aditya Birla Group has its presence in 20 countries ±

India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA,
UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia
and Korea.

Gby the Aditya Birla Group is:

‡ A metals powerhouse, among the world¶s most cost-efficient aluminium and copper
producers. Hindalco, from its fold, is a Fortune 500 Company. It is also the largest
aluminium rolling company and one of the 3 biggest producers of primary aluminum
in Asia.

In In 

‡ A premier branded garments player.

‡ The 2nd largest player in viscose filament yarn.
‡ The 2nd largest in the Chlor-alkali sector.
‡ Among the top 5 mobile telephony companies.
H nc

It has established been in 1958, Hindalco deals in Aluminium and Copper and is an
industry leader in both. Hindalco is the world's largest aluminium rolling company
and one of the biggest producers of primary aluminium in Asia. Its copper smelter is
today the world's largest custom smelter at a single location. In 2007, Hindalco
acquired Novelis and in the process became the World¶s largest aluminium rolling
company and one of the biggest producers of primary aluminium in Asia, as well as
India's leading copper producer.

A
y B r Nu

Aditya Birla Nuvo is a diversified business conglomerate with interests in viscose

filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and
insulators.

Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into
life insurance, telecom, business process outsourcing (BPO), IT services, asset
management and other financial services.

U
r Tec Cemen

The Groups cement business is under both Grasim and UltraTech cement. Together
the two companies under the group account for a substantial share of the cement
market in India.
UltraTech cement comprises the erstwhile cement business of L&T which was
acquired by the group. Ultra Tech Cement manufactures and markets Ordinary
Portland Cement, Portland Blast Furnace Slag Cement and Portland Pozzolana
Cement. It is the country's largest exporter of cement clinker. Its export market
includes countries around the Indian Ocean, Africa, Europe and the Middle East.

Grs m Inus
r es L m
e is the flagship company of Aditya Birla Group. Grasim
itself is a multi-product company with cement being the major area of focus. Now a
day the cement division of the Grasim industries Limited works under the banner of
the Ultratech Cement limited (UTCL). In August 1998, Grasim acquired the well-
known Dharani Cements Ltd situated at Reddipalayam, Perambalur District. Soon
after the acquisition, Grasim embarked on a most prestigious project of one million
top capacity cement plant at the existing locations.

Rey M x Cncre
e

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

(commonly Portland cement), aggregate (generally gravel and sand), water and
admixtures. Although people commonly use the word cement as a synonym for
concrete, it is only one of several components in modern concrete. As concrete dries,
it acquires a stone-like consistency that makes it ideal for constructing roads, bridges,
water supply and sewage systems, factories, airports, railroads, waterways, mass
transit system.

Concrete is used more than any other man made material on the planet. It was in
1824, when Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that
Portland cement came into existence. However, it was not widely used until World
War II, when several large docks and bridges were constructed.

Today, different types of concrete are categorized according to their method of

installation. Ready or pre-mixed concrete is batched and mixed at a central plant
before it is delivered to a site. This type of concrete is sometimes transported in an
agitator truck and is also known as transit-mixed concrete. Shrink-mixed concrete is
partially mixed at the central plant and its mixing is then completed en route to the
site.

The secret of good concrete lies in the degree of quality control and technical
parameters of the mix. UltraTech, the Aditya Birla Group Company, which makes
good concrete better, maintains a high level of precision in its quality assurance
procedures and produces world-class concrete that comes in a package of highly
reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right
proportions of all the ingredients as per the standard Bureau of Indian Standards
(BIS) code assures the desired strength and durability. And an art because it is not
just the accurate proportioning which determines the quality of concrete, but the way
it is mixed, placed, compacted, cured and protected also play a great role.

UltraTech Concrete makes good concrete better because the company takes extra
care to make sure it is perfect both ways ²proportion wise and handling wise. To
ensure quality, each and every sample of concrete passes through stringent tests in
fresh and hardened state to ensure strength, durability and performance.
H es U
rTec Cncre
e mke  cncre
e be

er?

Right from selecting the raw materials to batching and mixing, transportation, placing
of concrete till testing of concrete ²UltraTech ensures flawless operation in every
stage. Clearly, it's all about putting together the right ingredients for that perfect
recipe.

Cemen

Fresh cement, protected from weathering conditions and influence of external

environment such as air, moisture etc., is an important ingredient of concrete.
UltraTech Concrete plant uses fresh cement directly procured from the cement plants
through cement bulkers, which in turn pump it directly into the concrete silos thus
protecting it from the external environment.

Crse  re 
es

Free from clay, weeds and other organic materials, cubical or rounded with a
combination of different sizes and not elongated or flaky ² ensure proper strength of
the concrete and make it non-porous. These coarse aggregates are a vital ingredient of
good concrete. UltraTech Concrete directly sources the aggregates from selected and
approved suppliers, tested as per BIS for size, shape, gradation, impact value and
crushing value etc.
F ne  re 
e

Sand, the fine aggregate used in concrete must be free from silt, clay, salts and
organic materials to prevent shrinkage cracks, which affect the concrete quality and
durability.

UltraTech Concrete directly purchases sand from selected and approved suppliers
tested for moisture content. To maintain the correct water-cement ratio, UltraTech
Concrete plants use moisture sensors and an automatic water correction procedure.

î
er

Potable water, free from impurities such as oil, alkalies, acids, salts, sugar and
organic materials is ideal for concrete. UltraTech Concrete uses water tested at
frequent intervals and uses water purifiers whenever necessary.

Am x
ure

Admixtures used in concrete during mixing ensure its workability (the ease of placing
of concrete in moulds) and the setting time is carefully chosen from reputed
companies. The workability is measured for every batch through the slump cone and
is controlled using a scientific method of dosing. UltraTech Concrete is equipped
with computerized batching and mixing plants to strictly monitor the quality of the
concrete. It uses a computerized recipe for the raw mix design (cement: sand: coarse
aggregate: water: admixture) and quantities of raw materials are weighed
automatically as per the design mix. The water-cement ratio, very important to satisfy
the strength and durability criteria of concrete, is pre-designed through a scientific
mix design as per the BIS standards and kept constant throughout to maintain the
consistency in quality for a particular mix. Mixing is generally done through high
efficiency pan mixers (machine mixers / turbo mixer) to ensure uniform and
consistent quality concrete.

Trnspr

n

The transport of concrete from its place of mixing to the delivery point is very
critical, as there is possibility of the concrete drying out and losing its workability
and plasticity.

UltraTech Concrete transports concrete from its ready mix concrete plants to the site
through transit mixers. Further, the concrete is pumped to the actual point of
concreting using high efficiency concrete pumps, thus maintaining the homogeneity
of the concrete throughout the transit till the final deposition. Placing the concrete is
expedited scientifically by specialized delivery trucks. Qualified and experienced
engineers monitor the entire operation.
It is anchored by an extraordinary force of 100,000 employees, belonging to 25
different nationalities. In India, the Group has been adjudged "Te Bes
Empyer
n In  n mn
e
p 20 n As  by the Hewitt-Economic Times and Wall
Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas
operations

Beyn bus ness ² the Adity Birla Group is:

Working in 3,700 villages

Reaching out to seven million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and
espousing social cause. .
c
 Abu
U
r
ec Cemen
L
.

Ultratech Cement Ltd is having its own vision, mission and values.

V s n f
e cmpny:
To be a premium global conglomerate with a clear focus on each business.

M ss n f
e cmpny:
To deliver superior value to the customers, shareholders, employees and society at
large.

Vues f
e cmpny:

People contribute when they relate to an organization and they relate, when they
understand the organization. People understand an organization through its values by
experiencing the culture that values create and by using the systems and processes
that values define. In large organizations, such shared understanding cannot be
created through leadership of individuals alone; it requires leadership of principles, of
beliefs, of conviction. In
e r
y, Cmm
men
, Pss n, Semessness, Spee.
These together constitute what they call their "Vue .
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RMC HR
In
ruc
n

HR PRACTICES

The success of any business depends as much on appropriate, effective, well-

communicated, HR and business practices as it depends on meeting the requirements
of mandated laws and regulations. In fact, good planning and the development of
effective practices make regulatory compliance much easier.

HR practices helps in increasing the productivity and quality, and to gain the
competitive advantage of a workforce strategically aligned with the organization¶s
goals and objectives.

KPI's Fr HR PRACTICES

Some of the key perfrmnce n c
rs for Human Resources include but are not
limited to the following.
‡ Employees¶ clarity on HR policies
‡ Employees¶ clarity on roles, responsibilities and expectations
‡ Development of qualitative staff
‡ Number of HR issues arising for which there are no clear policies and guidelines
‡ Competitiveness of compensation structure relative to industry benchmark
‡ Usefulness and accuracy of compensation survey
‡ Lead time to respond to staff welfare issues
‡ Employees¶ assessment of promotion criteria and process (clarity, fairness)
‡ Measurement of HR policy violation
‡ Average time required to fill vacancies
‡ Proportion of training programs resulting in productivity improvement
‡ Staff attrition rate
‡ Understanding / Clarity of the Organizational philosophy
‡ Outline internal capabilities and identify gaps on skills-competencies-behavioral
aspects
‡Prepare HR strategic Objectives and bring in clarity as to how the HR strategy
supports the organizational strategy
‡ Develop KPI's for each of the strategic objectives.
‡ Track and measure performance

Humn Resurces Bes
Prc
ces

The best practices in the management of human resources are the ones which
optimize a workforce so that it can not only get work done, but also ensure a greater
level of efficiency, timeliness and quality as it accomplishes increases productivity
overall.

Hence the job of the best practices human resources firm is to make sure that these
benefits and pay scales meet the company¶s budget while remaining attractive and
competitive enough to pull in the very best talent possible. We should know that
these figures put the company in a good light while also presenting themselves as
engaging and competitive for company¶s recruitment efforts.
Obec
e f HR Prc
ces:-

The main objective of HR Practices is to differentiate the organization from its

competitors by effective and efficient HR Practices. By following this, the
organization does its whole work process. The objective of HR Practices is to
increase productivity and quality, and to gain the competitive advantage of a
workforce strategically aligned with the organization¶s goals and objectives.

As The Transparent HR practices can reduce attrition, because-

•c Transparent HR practices ensure continuous business growth in every
organization.
•c It gives the suitable working environment to the employees.
•c The success of company motivates the employees of organization to continue
relationship with it. As all the employees Perks chart has been mentioned
according to their designation in the HR practices, it helps the employees to
know what their perks charts are. So it creates a transparency.
Obec
e f
e Prec

As we know the whole function of HR department depends upon the HR Practices of

the organization. The HR management is done according to the HR Practices of the
company. Which things to be done and which things should not be done depend upon
this only. It also helps the organization to achieve the target of the organization.

The HR policies of the organization have been mentioned in the HR Practices. All the
rules & regulations for the employees have been also mentioned in this. All the
welfare of the employees¶ processes is also mentioned in this.

So the study of the HR Practices means basically the brief study of all HR functions
in the organization. I believe the HR Practices is a vital part of an organization, which
helps the organization to achieve the goal of the organization.

All companies are having their HR Practices but the company who is having the best,
is the most successful company among its competitors. So the company can get
success within its competitors by applying best, effective HR Practices.

The main objective of the project is

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

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

manage not only the people of the organization but to manage all the working
processes in it also. HR is management function that helps managers to recruit, select,
train and develop members for an organization. Obviously HR is concerned with the
people¶s dimensions in organizations. HR refers to set of programs, functions, and
activities designed and carried out.
HR prc
ces f ULTRATECH Cemen
L
 (RMC D  s n)

Effective and Efficient HR practices are very much important for every organization.
So, UTCL has also its HR Practices, which helps it a lot to achieve the targets.

Human Resource Management initiatives in any Organization endeavor to change,

redefine, revisit, renew, reinvent, revitalize & restructure the Organization
architecture. This is effectively done with the help of alignment & integration of HR
policies & strategies with business goal & objectives.

Def n
n f HRM

HRM is concerned with the people dimensions in management. Since every

organization is made up of people, acquiring their services, developing their skills,
motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organization are essential for achieving
organizational objectives.

HRM is planning, organizing, directing and controlling of the procurement,

development, compensation, integration, maintenance and separation of human
resources to the end so that individual, organizational and social objectives are
accomplished.
The HR practices of Ultratech Cement Ltd (RMC Division) are as follows:

1. Recru
men
n Seec
n:

RECRUITMET

It is a process to discover the sources of manpower to meet the requirements of the

staffing schedules and to employ the effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient workforce.
Edwin B. Flippo has defined it as ³the process of searching for prospective
employees and stimulating them to apply for jobs in the organization. ³

OBJECTIVES OF RECRUITMENT

‡ To attract people with multi-dimensional skills and experiences that suti the present
and future organizational strategies,
‡ To infuse fresh blood at all levels of the organization,
‡ To develop an organisational culture that attracts competent people to the company,
‡ To search for talent globally and not just within the company,
‡ To design entry pay that competes on quality but not on quantum,
‡ To anticipate and find people for positions that do not exists yet.
PROCESS

‡ Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of
employees needed.
‡ Developing suitable techniques to attract suitable candidates.
‡ Stimulating as many candidates as possible.

FACTORS ffec
n RECRUITMENT

INTERNAL FACTORS EXTERNAL FACTORS

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

INTERNAL SOURCES EXTERNAL SOURCES

Present employees Campus Recruitment
Retired employees Private employment consultant
Dependent of present Data Banks
Employee Referrals Casual Applicants
Trade Unions
Walk-ins
Head Hunting
Mergers & Acquisitions
E-Recruitment

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

internal recruitment, campus recruitment, and executive search is leveraged to meet
up to the changing needs of the organization

In today¶s rapidly changing business environment, organizations have to respond

quickly to requirements for people. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed effectively to get the best fits for
the vacant positions. Selecting the wrong candidate or rejecting the right candidate
could turn out to be costly mistakes for the organization.
SELECTION

It is one area where the interference of external factors is minimal. Hence the HR
department can use its discretion in framing its selection policy and using various
selection tools for the best result.

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed
to determine their essential factors) written into a job description so that the selectors
know what physical and mental characteristics applicants must possess, what
qualities and attitudes are desirable and what characteristics are a decided
disadvantage.

Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive. For
that reason some firms (and some firms for particular jobs) use external expert
consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the 'cost' of
poor selection is such that, even for the mundane day-to-day jobs, those who recruit
and select should be well trained to judge the suitability of applicants. Outsourcing is
also done through consultancies by mentioning the requirement, number and time.

Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to
offend the sex, race, etc. antidiscrimination legislation either directly or indirectly.
The form on which the applicant is to apply (personal appearance, letter of
application, completion of a form) will vary according to the posts vacant and
numbers to be recruited.

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

manager), by panels of interviewers or in the form of sequential interviews by
different experts and can vary from a five minute 'chat' to a process of several days.
Ultimately personal skills in judgment are probably the most important.

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

recruitment.

Largely the former consists of teaching interviewers how to draw out the interviewee
and the latter how to rate the candidates. For consistency (and as an aid to checking
that) rating often consists of scoring candidates for experience, knowledge,
physical/mental capabilities, intellectual levels, motivation, prospective potential,
leadership abilities etc. (according to the needs of the post).

Application of the normal curve of distribution to scoring eliminates freak judgments.

Te Recru
men
Prcess f UTCL

c
The recruitment process of UTCL Cement Ltd starts from the requirement of
different departments as per to the org chart. Then they tell to the HR Department.
HR Department takes the candidates from Data bank of company, Poornata etc, then
does the short-listing, then does the scheduling for the interview. After this the
selection and negotiation process occurs. Then offer letter is been given to the
selected candidate. The employee then joins in the organization. Then the company
arranges the Induction Program for the employee. After this the recruitment process
ends with this.

Te Cr
f Recru
men
& Seec
n Prcess s been en ere.
2. Perfrmnce Mn emen
Sys
em

It is a structured method of formally and objectively evaluating employees¶

performance with respect to their objectives. It addresses the issue of an employee¶s
development by providing them with structured and in-depth analysis of strengths
and areas of improvement. It provides with input for annual increments, training and
development.

For an organization the aim should not be just to have the best people, but also to
retain them and get best out of them.

Employee Performance management includes planning work and setting

expectations, developing the capacity to perform, continuously monitoring
performance and evaluating it.

Most organizations focus on an annual evaluation process for employees and call that
Performance Management. However, annual evaluations are often subjective and can
lack specific measurements and supportive data to help the employee truly improve
their behavior.

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

organization because it influences the effort expended by employees, which in turn,
drives bottom-line business results. Furthermore, the Performance Management
System helps an organization identify, recruit, motivate, and retain key employees.
An effective Performance Management System should achieve the following:
_ Review the employment cycle of every employee,
_ Beginning with the recruiting process,
_ Employee development,
_ Ending with effective exit interviews.
_ Employee¶s knowledge, skills, and abilities with the organization's human capital
needs and business objectives.
_ Provide managers and employees with the tools necessary to focus on short-term
and long-term goals that contribute to both career and organizational success.
_ Support the organization in developing and sustaining a culture that recognizes and
rewards individual contributions and team performance.
_ Promote a work climate that requires employees to remain flexibly focused. For
instance, employees can manage current tasks and unit goals while keeping pace
with, and adapting to, change in the work environment.

HR Performance Management System can be performed in three steps:

Needs Analysis
Identifying Competencies
Development of effective Performance Management System.

PURPOSE

Fr Am n s
r
n-

‡ Document HR decisions with regards to performance & its related issues.
‡ Determine promotion of employees.
‡ Determine increment in pay of employees.
‡ Determine transfer & change in job assignments.
‡ Determine retention or termination.
‡ Decide on layoffs.
‡ Decide need for training
‡ Decide salary & related issues.

Fr Deepmen
-
‡ Provide performance feedback to all concerned.
‡ Identify individual skills, core competencies, strength & weaknesses.
‡ Assist employees in setting goals.
‡ Identify training needs.
‡ Improve communication.

Me
 empye -
‡ R
n & Cn
r bu
n
‡ Mn emen
by Obec
es (MBO)-
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50
organisations have adopted MBO in work settings.

MBO is a process whereby superior & subordinate managers of an organization

jointly identify its common goals, define each individual¶s major areas of
responsibilities in terms of results expected of him & use these measures of guides
for operating the unit & assessing the contribution of its members.

The MBO focuses attention on participatively set goals that are tangible, verifiable &
measurable.
The superior & subordinates jointly determine goals to be considered during
appraisal period & what level of performance is necessary for subordinates to
satisfactorily achieve specific goals.

During performance appraisal period the superior & subordinates update & alter
goals as necessary due to changes in business environment.

If not achieved identify reasons for deviation.

Sys
em f Perfrmnce Appr s ±

a) Establish Performance Standard.

b) Communicate standard & expectation to employees.

c) Measure actual performance, by following instructions.

d) Adjust actual performance due to environment influence.

e) Compare actual performance with set standards & find out deviations.

f) Suggest changes in job analysis & standards if necessary.

g) Follow up.
PROBLEMS-

‡ Rating biases

‡ Halo effect

‡ Error of central tendency.

‡ Personal Prejudice.
Mainly the performance management of UTCL is done by online system includes the
following bs c prcesses

1.c Annual goal setting

2.c Mid year review

3.c Annual performance review

1.cAnnu  se

n ±

c
 •c In the month of April/May every year, after the annual planning and
budgeting rounds, all teams identify their KRA¶s and goals for the
forthcoming financial year. This process occurs by offline.
•c Then the employees fill their goal setting document in the Poornata
system, listing the KRA¶s, Goals, Measurement Criteria, Assigning
Weightage and due date for completion of specific goals as already
discussed offline.
•c Then they notify the same to their manager/immediate supervisor and await
approval.
•c The manager recommends any changes if required or else approves the goals
set in the document.
•c The approval of the goals set by the managers completes the goal setting
process.
•c The approved documents will be then available to the employees as well as
their managers for the reference throughout the year. These documents can
also be viewed by manager¶s manager (Reviewer) for their indirect
subordinates.

2. M  Yer Re e:

•c Mid year review of goals set at the beginning of the financial year held on the
months of October/November every year.
•c The mid year review generally initiated by the manager.
•c The main focus of the mid year review is to check if the goals set at the
beginning of the year are relevant or if they need to be revised or updated.
 •c The mid year review is also an opportunity for the manager and his team
members to identify and discuss about any performance issues and initiate
corrective action for the same.
•c The mid year review does not entail any ratings.

3. Annu Perfrmnce re e:

•c The annual performance reviews against goals set and achieved held during the
months of April-May every year.
•c The employee completes his self-review /appraisal against goals set, online in
the Poornata system and submits the same to his manager for review.
•c The manager then discuss the performance of the employee with him/her off-
line, give him feedback on his performance and capture his own comments and
performance ratings against goals and overall ratings in the manager¶s
evaluation form.
•c The manager also discusses the employee¶s performance as well as rating with
the manager¶s manager (reviewer) and sends the document to the HR
department for further processing.
3. Tr n n n Deepmen

The needs of individual are objectively identified & necessary interventions are
planned for identified groups, which get rolled out in a phased manner through
training calendar.

The training and development program is charted out to cover the number of trainees,
existing staff etc. The programs also cover the identification of resource personnel for
conducting development program, frequency of training and development programs
and budget allocation. Training and development programs can also be designed
depending upon job requirement and analysis. Selection of trainees is also facilitated
by job analysis.

The company has a strong focus on manpower training according to their

requirements. The internal training department aims at improving the skill sets
relevant to the work profile of employees.
‡ This includes improving communication
‡ Different skills
‡ E-mail programming
‡ Operation systems.

The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved by the end of training program i.e. what the trainees are expected to be able
to do at the end of their training. Training objectives assist trainers to design the
training program.
Tr n n Des n-

Te
r ner ± Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

Te
r nees ± A good training design requires close scrutiny of the trainees and
their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.

Tr n n c m
e ± A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc.

Tr nees ern n s
ye ± The learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the
design of the program.

Tr n n s
r
e es ± Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.

Tr n n
p cs ± After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics and ad modules. These
topics and modules are then classified into information, knowledge, skills, and
attitudes.
Sequence the contents ± Contents are then sequenced in a following manner:
‡ From simple to complex
‡ Topics are arranged in terms of their relative importance
‡ From known to unknown
‡ From specific to general
‡ Dependent relationship

Tr n n
c
cs ± Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
‡ Trainees¶ background
‡ Time allocated
‡ Style preference of trainer
‡ Level of competence of trainer
‡ Availability of facilities and resources, etc
c
Impre perfrmnce

³Training & Development is any attempt to improve current or future employee

performance by increasing an employee¶s ability to perform through learning, usually
by changing the employee¶s attitude or increasing his or her skills and knowledge.´

MEANING OF TRAINING & DEVELOPMENT ACCORDING TO

UTCL: -

The need for Training and Development is determined by the employee¶s

performance deficiency, computed as follows.

Training & Development Need = Standard Performance ± Actual Performance

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

undergoing training is presumed to have had some formal education. No training
program is complete without an element of education. Hence we can say that
Training is offered to operatives.

Deepmen
: Development means those learning opportunities designed to help

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

The Training Inputs are

‡ Skills
‡ Education
‡ Development
‡ Ethics
‡ Problem Solving Skills
‡ Decision Making
‡ Attitudinal Changes

Impr
nce f Tr n n & Deepmen

‡ Helps remove performance deficiencies in employees

‡ Greater stability, flexibility and capacity for growth in an organization
‡ Accidents, scraps and damages to machinery can be avoided
‡ Serves as effective source of recruitment
‡ It is an investment in HR with a promise of better returns in future
‡ Reduces dissatisfaction, absenteeism, complaints and turnover of employees

Nees f Tr n n

Individual level
‡ Diagnosis of present problems and future challenges
‡ Improve individual performance or fix up performance deficiency
‡ Improve skills or knowledge or any other problem
‡ To anticipate future skill-needs and prepare employee to handle more challenging
tasks
‡ To prepare for possible job transfers

Tr n n en n
‡ Safety aspects
‡ Behavorial aspects
‡ Technical aspects
‡ Communication skills

Ien
f c
n f Tr n n Nees (Me
s)

In  u Tr n n Nees Ien
f c
n

1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales

Grup Lee Tr n n Nees Ien
f c
n

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

Benef
s f Tr n n Nees Ien
f c
n

1. Trainers can be informed about the broader needs in advance

2. Trainers Perception Gaps can be reduced between employees and their supervisors
3. Trainers can design course inputs closer to the specific needs of the participants
4. Diagnosis of causes of performance deficiencies can be done.
5. Ten
Mn emen

It is a holistic and systematic process, across the group. It is built on the work done so
far on people processes, and has a Talent Identification and Talent Development
Strategy for all the 3 levels of management i.e. Senior, Middle & Junior
Management. This is facilitated by Development Assessment Center followed by
Individual Development Plan, enabling planned succession and career management.

The talent management process includes HR process for

‡ Recruitment,
‡ Performance,
‡ Compensation,
‡ Succession planning,
‡ Learning and other capabilities around self-service,
‡ Analytics
‡ Reporting.

With businesses going global and competition becoming intense, there is mounting
pressure on organizations to deliver more and better than before. Organizations
therefore need to be able to develop and deploy people who can articulate the passion
and vision of the organization and make teams with the energy to perform at much
higher levels.

Talent management is a key business process and like any business process takes
inputs and generates output.

Talent management is a professional term that gained popularity in the late 1990s. It
refers to the process of developing and fostering new workers through on boarding,
developing and keeping current workers and attracting highly skilled workers to work
for your company. Talent management in this context does not refer to the
management of entertainers.

Companies that are engaged in talent management (human capital management) are
strategic and deliberate in how they source, attract, select, train, develop, promote,
and move employees through the organization. This term also incorporates how
companies drive performance at the individual level (performance management).
The term talent management means different things to different people.
‡ To some it is about the management of high-worth individuals or ³the talented´.
‡ To others it is about how talent is managed generally - i.e. on the assumption that all
people have talent which should be identified and liberated.

Talent management decisions are often driven by a set of organizational core

competencies as well as position-specific competencies. The competency set may
include knowledge, skills, experience, and personal traits (demonstrated through
defined behaviors)
6. Jb Anys s & Eu
n

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

•c (Process of Collecting Information)

³Job Analysis is a process of studying and collecting information relating to
operations and responsibilities of a specific job. The immediate products of this
analysis are µJob Description¶ and µJob Specifications¶.´

•c (Systematic Exploration of Activities)

³Job Analysis is a systematic exploration of activities within a job. It is a basic
technical procedure that is used to define duties and responsibilities and
accountabilities of the job.´

•c ( Identifying Job Requirements)

³Job is a collection of tasks that can be performed by a single employee to contribute
to the production of some product or service, provided by the organization. Each job
has certain ability requirements (as well as certain rewards) associated with it. Job
Analysis is a process used to identify these requirements.´

Each job is a unique description of a role that a person can hold in an organization or
required to be performed for the business benefit of that organization. When jobs are
created, their tasks and requirements are taken into consideration.

Jobs are used in the following components:

‡ Job and Position Description

‡ Shift Planning

‡ Personnel Cost Planningc

‡
c
c
c

c

Note:
Job descriptions should be as general as possible and as detailed as necessary.

JOBS

Jobs are general classifications of tasks performed by employees. Examples:

•c Head of Department

•c Buyer

•c Secretary

Ps
ns

Positions are the concrete representation of jobs. They are held by individuals at your
enterprise.
•c Positions are specific to your enterprise

•c More than one position can be based on the same job

•c Each position typically represents one employee, but may be partially filled by
more than one

•c Once you have created a job, define the number of positions required the
enterprise.

•c Jobs are not staffed by employees. That is the role of positions. If more than
one person must perform jobs, more than one position must be created to meet
this requirement.

•c A position inherits the job¶s tasks, and can also be assigned its own additional
tasks.

•c Positions can be 100% staffed, partially staffed, or vacant.

•c When we define a position as vacant, the system prompts us to define the

period for which the position will be vacant Tere   be  cen
r u
r
y


  be es n
e
 ecre cnc es n mke
em  be fr
Recru
men
(b
 n
ern n ex
ern). Ps
ns cn f cn
ue

ress nmen
r Sepr
n s e. Suc ps
ns becme unccup e
n n
cn
. Vcncy s
us  ecre fe
ure fr  ps
n.
•c A chief position is a position designated as the leader of a particular
organizational unit.

•c By matching the requirements of a position and the qualifications of the

employees, we will be able to do career planning for employees and succession
planning for positions.
•c A profile matching reports can also be run to review the results of how an
existing employee or an applicant fares against the requirements of a position.
6. Or n

n S
ruc
ure

Using the basic object types ± constructs of relationships is built to mirror the
business edifices and processes. By assigning object characteristics, validations,
requirements etc, we can capture complex organizational realities with relative ease.

Prcess F:

‡ Before creating all of the other necessary objects and relationships, the user must
first create a root organizational unit. Once one organizational unit has been created,
it is recommended to create the appropriate organizational units below it.

‡ Jobs may be created after an organizational unit exists in the model.

‡ You can assign cost centers to organizational units and Positions.

Inpu
s:

Organization chart
‡ Root org unit
‡ Additional Org units
‡ Jobs if Required
‡ Positions
‡ Details to where the positions need to be mapped.
‡ Position Details like Position Type, Position Sub Type, Department, and Sub
department.
Every organization has its organizational structure. According to this every employee
has some specific work. The work also depends upon their levels. As per their levels
in different departments they will have to do their work.

In RMC business, there are different departments so as to organize the work

efficiently and effectively. These are:
‡ HR
‡ Marketing
‡ Technical
‡ Commercial and Accounts
‡ IT
‡ Key Accounts
‡ CRM
‡ Quality

As for different departments different works has been specified for the different
levels of people. It helps them to perform their work, which has been specified to
him. For similar jobs also the work of the employees¶ has been structured properly, to
avoid the repetition of the work with the other employees. It helps in decrease the
overlapping of the work.

To manage the different levels of work the employees have been separated in to
different designations and different depts. According to their area of specialization.
The designations which have been given to the employees are based on the skills they
have, grades, knowledge, varying experiences. These designations have been
specified as per the standard HR Practices of the organizations, so as to make the
organization different from other organizations.
In this way the organization stands in a better position than its competitors in the
competitive business.

The different designations given to the employees in UTCL (RMC Division) are
given in the following table.

Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff
7. Humn Resurce Infrm
n Sys
em

POORNATA, an ERP (People soft) implementation of Human Resource practices

has been introduced in UTCL to elevate HR processes to world class levels and
standardize them across Units and Businesses. This has resulted in single integrated
HR-ERP for all management cadre employees of the group. These automated HR
Processes will also aid in faster, efficient, timely and accurate data availability to
Management for decision-making.

UTCL¶s People Soft Enterprise Performance Management (EPM) enables it to

achieve world-class performance by aligning the right information and resources to
strategic objectives. People Soft

EPM offers performance management solutions for every budget and every phase of
the management cycle, helping its managers to formulate strategies for profitable
growth, align strategies with operational plans, and actively monitor day-to-day
operations.

Poornata helps a lot in the different works of the organization. It helps in the
following ways

‡ It helps in entry of all the database of all the employees.

‡ It reduces time to note all the databases of the employees.
‡ It reduces different mistakes or errors while maintaining the databases
‡ It helps in doing performance appraisal of the employees.
‡ It also helps in doing the data updation of the employees.
‡ It helps in recruitment and selection of the employees
‡ It reduces the time of the work
‡ It also reduces the no of employees for maintaining the database.
‡ It helps in maintaining the job description of employees.
‡ It records the compensation details for the employee.

Prn
 also helps the employees in this way, Once the data of an employee
entered in to Poornata (ERP), the employee gets a Poornata ID, which helps the
employees to know about the different policies of Organization.
•c They can know these policies directly from the ERP system.
•c As it done only through Online, there is no delay in getting different
informations.
•c It also helps them to do the reporting to the concerned person.
•c They can also fill their problems which they face during their work and send to
their departments.

In this way Poornata helps not only the managers but the employees also.

Poornata (ERP) helps UTCL in the following ways

Poornata helps in performing day to day roles.

In
ruc
n ± Poornata helps in creating and updating of the positions of the

employees. Each position will correspond to specific vacancy in the organization,
have a specific headcount defined for it and is also tied to the following specific
attributes:
‡ Business unit
‡ Department
‡ Company
‡ Job code
‡ Location
‡ Regulatory Region
‡ Job Function
‡ Reporting to position (The position to which this particular position reports to)
‡ Career stages

Every time one or more of the above attributes change, the same have to be updated
for the position, or a new position may need to be created corresponding to the new
combination of the attributes.

Any individual who occupies a position will inherit the above-mentioned attributes of
the position.

A position is thus specific and particular opening in the organization, as opposed to

job codes, which are more generic in nature. Job codes reflect the job points of the
jobs across the organization, whereas a position number reflects a specific job
description in the organization.

‡ Poornata helps and gives hints and warns the user the important information he
must know about the Poornata system.
‡ It provides the additional information to assist the user & provide key information.
‡ It also tells the frequently asked questions with respect to hiring employees.
‡ It also shows the common error and warning messages that the user may get at the
time of hiring.

It needs the information about regarding these:

Employee ID, Position Number, Job codes (the job points of the employee),
Company (The legal entity to which an employee /department is attached.), The
Business unit to which the employee belongs to, Location (i.e. where the employee
works), Department etc.

Following are the steps that will be used to maintain positions and department
budgets

‡ Cre
n ne ps
ns

‡ Up
n
e nfrm
n fr ex s
n ps
ns s n en requ re

1. Cre
n  ne ps
n

A position corresponds to a specific vacancy in the organization. Hence a position

should be created in Poornata, only when a new vacancy has arisen in the
organization, and the approval for the same has been obtained offline.

Only after the offline approval has been obtained, should the position be created in
the system, i.e. only pre-approved positions should be entered in to the system.
2. Up
n
e nfrm
n fr ex s
n ps
ns

From time to time the user should update the information for an existing position.

Typical situations are when:

‡ The position attributes or the approved max headcount for the position has changed.
‡ The position no longer exists.
‡ Organizational Restructuring.
D rec
H re Prcess:

It helps in doing the directly hiring an employee by Poornata system.

In
ruc
n

The direct hiring process involves an employee being directly added to the Poornata
system that is the situation where his information doesn¶t exits as applicant in the
Poornata system.

An employee on joining the group would fill up the joining check list and the related
forms as per the unit policy. The HR administrator would then hire him into the
system by capturing his relevant information with respect to his personal job
compensation, qualifications and dependents¶ information.

The hire action will be used to capture the event of the employee¶s joining the
organization. There can be either of two reasons for hire:

‡ Joining the ABG: This will reflect the situation where an employee joins a unit of
the ABG group directly.

‡ Joining the acquired company: This will reflect the situation where an employee
had joined an organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the
data of those employees from the non management cadre moving into the
management cadre who had originally joined a company that was acquired by ABG.

The following information would be captured at the time of hiring the employee.
‡ Personal information ± Name, address, NIN, DOB, gender marital status, religion /
caste.
‡ Job related information related to hiring, his position a related details.
‡ Compensation information with respect to the break of his CTC

Recording personal actions for an employee Introduction: Post hiring as the

employee moves through the organization, there would be various kinds of updation
in the employee data. Broadly the processes that an employee could move through in
the course of his life cycle in the organization comprise:

‡ Probation, followed by confirmation.

‡ Promotion
‡ Pay rate change
‡ Transfer
‡ Resignation
‡ Termination
‡ Separation /Retirement
8. Cmpens
n P spy f
e cmpny-

It is an outcome of what the Organization would like to pay for, which is determined
by external and internal factors. All the processes are aligned to reinforce the
philosophy. The company views compensation not only as something that reflects on
the pay slip or in the CTC (Cost To Company) but also they are concerned about
overall employee well being though they may not put any monetary value on items
like Scholarships, Club membership, Retirement benefit, Health and Accident
coverage.

The Group¶s approach towards various aspects of compensation focuses on:

‡ Pay for performance (Variable Pay)

Rewards stretch performance which is linked to business, team and individual
results

‡ Compensation increase
Pay for the job
Internal equity based on contribution to the organization

‡ External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance
To be market aware, not blindly follow market practices
‡ Cmpens
n s
ruc
ure
Tax efficient but compliant
Common perk structure but varying amount

Three major terms used in the company¶s compensation:

1. F xe Cs
: It is the fixed component of the salary that is committed to an

employee and is paid on monthly / annual basis. This includes base salary, all perks
and reimbursements and retrials such as PF, Gratuity and Superannuation.

2. Vr be Py: This is the variable component, payout of which is contingent on
Business, Unit/Zone and Individual performance. Targets for the year will be fixed
and communicated at the beginning of every performance year

3. Cs

 Cmpny: This is a sum of Fixed Cost and Variable Pay. CTC is decided
based on designation, qualification and experience. Basic is around 42% of fixed cost
without housing. Perks and allowances are fixed as per the designations. Variable pay
based on job band is payable at 18%, 15% and 12% of fixed cost without housing.
Balance amount is paid as special allowance.
9. EXIT INTERVIEîS

An exit interview is simply a conversation between a departing employee (who is

leaving the company either voluntarily or involuntarily) and a representative from the
organization. The interview can follow a structured format or be conducted on an
informal basis; written questionnaires can even be used in place of a face-to-face
meeting. Whichever format is used, exit interviews are generally documented.

Traditionally, exit interviews are conducted with employees leaving an organization.

The purpose of the interview is to provide feedback on why employees are leaving,
what they liked or didn¶t like about their employment and what areas of the
organization they feel need improvement. Exit interviews are one of the most widely
used methods of gathering employee feedback, along with employee satisfaction
surveys.

Benef
s f Ex
In
er e

Exit interviews can be a win-win situation for both the organization and the leaver.
The organization gets to retain a portion of the leaver¶s knowledge and make it
available to others, while the leaver gets to articulate their unique contributions to the
organization and to µleave their mark¶.

Exit interviews offer a fleeting opportunity to find out information that otherwise
might be more difficult or impossible to obtain. The exit interview is an important
learning tool for employers.
When properly conducted, the interview provides the employer with the opportunity
to:
‡ Discuss and clarify the reasons for the termination
‡ Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of
unused vacation, conversion or continuation of benefits, terms of a severance
package, unemployment insurance, etc.)
‡ Explain company policies relating to departing employees (e.g., trade secret
confidentiality, restrictive covenants or non-compete agreements, the possibility of
future re-employment, freelance or contract work, the provision of references to
prospective employers, etc.)
‡ Ensure the return of keys, security cards, and company property
‡ Obtain information about improper or questionable management practices
connected with the employee's termination
‡ Obtain information about a supervisor's management skills
‡ Obtain information about how effectively a department operates
‡ Obtain feedback about employees' opinions and attitudes about the company
‡ Resolve or defuse any remaining disputes with the exiting employee
‡ Protect itself against subsequent charges that the employee was forced to resign
(i.e., constructive discharge)

UTCL is doing this interview. Because it knows ³Learn of potential changes in

policies and practices that may make the company more competitive (e.g.,
compensation and benefits packages, flexible work arrangements).
EXPOSURE TO OTHER KEY HR OPERATIONS

‡ Approval of loans.

‡ Expense related issues.

‡ Clearance certificates.

‡ Local conveyance.

‡ Exit interview form.

‡ Application form.

‡ Joining formalities.

‡ Making joining letters.

‡ Maintaining personal files with updated details.

‡ Verifying Mediclaims.
COMPARISON OF HR PRACTICES îITH THE MASLOîS
THEORY-

MASLOîS NEED HIERACHY THEORY

Expn
n:-

According to Maslow ³Human beings have wants & desires which can influence their
behavior. Only unsatisfied needs can influence behavior, satisfied needs do not act as
motivators. Since needs are many, they are arranged in the order of their importance,
or hierarchy from the basic to complex.´

Pys  c Nees -

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

In UTCL physiological needs are represented by

_ Employees¶ concern for salary
_ Basic working conditions.
_ E.g.-In workers level it is providing the basic needs (e.g. through wages), which are
required for them.
_It gives all hygienic factors to the workers (better working environment). It¶s also
providing uniforms & shoes, so that they will get satisfied at their working place and
get motivated to work efficiently.
_It¶s not only providing the physiological needs at working level but at employees¶
level also.

Sfe
y Nees-

Once physiological needs are met, another set of motives, called safety or security
needs, become motivators. The primary motivating force here is to ensure a
reasonable degree of continuity, order, structure, & predictability in one¶s
environment.

In UTCL security needs means the factors like

_ Job security,
_ Salary increments,
_Safe working conditions etc.

It also satisfy the safety needs of employees include

_ Group insurance,
_ Provident fund, gratuity,
_ Safe working conditions,
_ Grievance procedure,
_ System of seniority to govern lay-off etc.

It¶s definitely provides job securities to its employees because once employee get in
to the organization, the chances of retrenchment is very less till the employee has not
done any thing misconduct. Because of these reasons employees can satisfy their
safety needs. That is the reason for low attrition in the organization.
Ben n & Le Nees -

The belonging & Love needs constitute the third level in the hierarchy of needs.
These needs arise when physiological & safety needs are satisfied.

In UTCL the work groups are very co-operative.

_ There present the peer acceptance,
_ Professional friendship &
_ Friendly supervision in the organization.
_ Here the managers also encourage informal group.

So there is completely a friendly working environment.

That¶s why employees are very friendly.
Sef-Es
eem Nees-

Next in Maslow¶s hierarchy is esteem or egoistic needs.

In the work place of UTCL, self-esteem needs are;

_ Job title, merit pay,
_ Peer/supervisory recognition,
_ Challenging works,
_Responsibility etc.

The Group fulfils these needs by giving

_ Challenging work assignments,
_ Performance appraisals,
_ Performance recognition,
_Involving employees in goal setting & decision making.
In this way UTCL satisfies the self-esteem needs of employees.
Sef-Ac
u

n Nees-

Finally if all the above four levels¶ needs are satisfied, the needs for self-actualization
comes. The employees who are in the highest position in UTCL are comes under
these needs like:
1. V.P.,
2. President,
3. GM etc.
4. All top level employees.

They are getting all types of facilities like mobile, medical, education, conveyance
allowances etc. So they are in the position that they are satisfied with all the needs.
Now they are helping their juniors for the betterment of the organization. All the five
needs of Maslow¶s hierarchy are fulfilled by UTCL. So the employees are getting
motivated and performing efficiently in the organization, which impacts directly on
the success of UTCL group. That¶s why the attrition rate is less in the organization,
which is one of the reason for the success of the companies.
KEY LEARNINGS FROM THE PROJECT

‡ Firstly it was a very good experience to work and learn with a world class as it was
my first step into the corporate world.

‡ When I saw my senior people doing each & every kind of work I came to know
how much important is each & every work. Maintaining files in systematic manner
with each & every detail is very important, if not done it hinders the work whenever
these are required for reference in medical claim formalities, appraisal etc.

‡ I also learned how much the values and culture of the organization impacts the
employee¶s productivity. Like here the seniors were approachable in nature, I felt an
open culture.

‡ Many a times I felt people are not open to new ideas and they are resistant to
change.

‡ I have gained some learning from every individual working here; it might be in
terms of knowledge, skills, behavior or personal traits etc.

‡ I have learned many small, minute things by observations, being in the HR

department for 2 months, which could not be learnt simply by reading books
theoretically. The practical experience was totally different.

‡ I have also learnt that a HR person should be very polite, soft spoken & good in
handling people. Co-ordination with all departments is very necessary especially with
Finance Department.
OBSERVATIONS AND FINDINGS

•c During the study of the project I observed different functions of the HR

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

‡ The company should give the compensation as per to the skills, so that the
employees could do the efficient work.
‡ Organizations must enhance work force motivation to improve productivity.
Workers must be encouraged and motivated to develop a customer satisfaction mind
set.
‡ Organizations need to empower their workers by allowing them greater autonomy
and control and to design jobs that are more stimulating. This will enhance the
personal productivity.
‡ Interdependency of different departments should be well studied, co-ordinated for
effective output.
‡ Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new
vacancies.
‡ Goal Setting programs undertaken with schedule to find potential prospective
employees for higher posts, giving training, discussing the on job responsibilities.
‡ The employee goals are well studied and structured. The Key Related Areas are
properly designed & clearly mentioned to employees.
NOMENCLATURE AND ABBRIVIATION

1. UTCL: - Ultratech Cement Ltd.

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

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

References:

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Tex
Bks:
STEPHENS ROBBINS
C.B.MAMORIA & S.V.GANKAR
Personnel Management
Himalaya Publication