HUMAN RESOURCE MANAGEMENT IN MANUFACTURING

SECTOR IN INDIA: STATUS REPORT

GROUP 7
PGDM 21-23 - SECTION B

Submitted to: Dr. Mousumi Sengupta

Submitted by:
Rishab Jain K 21103
Ritik Kathuria 21104
Rohan Kumar Suman 21105
Rohit S Sambrekar 21106
S Kabila Varman 21107
Sanjana Pottipalli 21108

Date of Submission: 20/09/2021

 ACKNOWLEDGEMENT
We, the members of Group 7, 1st year PGDM “B” section of SDMIMD have collectively put in our
efforts towards the completion of our Human Resource Management project report on the topic
“Human Resource Management in Manufacturing Sector in India: A Status Report”. We are grateful
to have been given this opportunity to study this topic and have indeed gained valuable insights from
the same. However, this would not have been possible without the help, support, guidance, and
encouragement of certain individuals to whom we would like to extend our sincere and heartfelt
thanks.

We are indebted to our HRM faculty, Dr. Mousumi Sengupta, for her kindness, cooperation, and
motivation. Her valuable guidance and support have played a vital role in the completion of this
report.

We are also thankful to Shri Dharmasthala Manjunatheshwara Institute for Management Development
for giving us an opportunity by selecting us to learn in this organization.

We would also like to acknowledge and express our gratitude towards our parents and our respective
family members, who have been our pillars of strength by supporting us emotionally, morally as well
as economically. Last but not the least, we are thankful to all our friends and other persons who have
directly and indirectly helped us during the preparation of the report.

Thanking You,

Group 7(Section B)

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 CONTENTS

1. INTRODUCTION............................................................................................................3
1.1. HUMAN RESOURCE MANAGEMENT – THE OLD DAYS.............................................3
1.2. HUMAN RESOURCE MANAGEMENT IN MANUFACTURING SECTOR....................4
2. LITERATURE REVIEW ON HRM IN MANUFACTURING SECTOR..................6
3. HUMAN RESOURCE MANAGEMENT IN DABUR..................................................8
3.1. COMPANY PROFILE..........................................................................................................8
3.2. HUMAN RESOURCE PRACTICES AT DABUR.............................................................10
3.2.1. Employee Motivation and Recognition:.......................................................................10
3.2.2. Balance of Professional and Personal Life at Dabur....................................................10
3.2.3. Training and Development at Dabur............................................................................11
3.2.4. Dabur’s Talent Management........................................................................................11
4. HUMAN RESOURCE MANAGEMENT IN TATA MOTORS................................12
4.1. COMPANY PROFILE........................................................................................................12
4.2. HUMAN RESOURCE PRACTICES IN TATA MOTORS................................................12
4.2.1. Recruitment..................................................................................................................12
4.2.2. Selection......................................................................................................................12
4.2.3. Induction......................................................................................................................13
4.2.4. Training.......................................................................................................................13
4.2.5. Executive Selection......................................................................................................13
4.2.6. TATA SCIP - Second Careers Inspiring Possibilities..................................................13
5. HUMAN RESOURCE MANAGEMENT IN GODREJ.............................................14
5.1. COMPANY PROFILE........................................................................................................14
5.2. HUMAN RESOURCE PRACTICES AT GODREJ............................................................14
5.2.1. Experience...................................................................................................................15
5.2.2. Efficiency and Effectiveness........................................................................................15
5.2.3. Decentralized Decision Making...................................................................................15
5.2.4. Diversity and Inclusivity..............................................................................................16
6. CONCLUSION...............................................................................................................17
7. REFERENCES................................................................................................................18

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 1. INTRODUCTION
1.1. HUMAN RESOURCE MANAGEMENT – THE OLD DAYS:

Before the end of the twentieth century, the administrative way of thinking that characterized the staff
work has gone through revolutionary makeovers. Since last 100yrs, the logical methodology and the
human connect approach showed up and afterward vanished as well.

The Concept of Human Resource Management and its evolution from HRM to SHRM can be
understood more precisely by following timeline:

Timeline Of Evolution

Strategic Human
Pre-World War Post-World War Social Issues Cost-Effective Resource
II II Era Era Management
(Before 1939) (1945-60) (1963-80) (1980-1990) Emergence Era
(1990-Present)

Pre-World War II: Before the world-war began, HR’s function for the most part was associated with
the record-keeping of employee’s data. By applying tools like Piece rate Systems, the approach of
management was to maximize the productivity of employees with a technique known as “Scientific
Approach”. Since the involvement of government was very less in employee relation, child labor and
unsafe working environments were common to find which led to the formation of labor welfare and
regulating departments by several employers.
Post-World War II: After the world war came to an end, it was recognized that monetary benefits
were not enough to motivate employees. Rather socio-psychological factors like recognition of tasks
and proper standards at workplace also added to the performance of an employee as highlighted by
the human relations movement. Numerous terms such as Job description, trade unions and
employment laws were coined during the period. Apart from it, several maestro departments such as
Recruitment, Labour relations and Training etc also came into the picture.
Social Issues Era: This era marks the inauguration of Human Resource management along with an
unexpected increase in the number of various labour laws which influenced various aspects of
employment relationship such as occupational health and safety, retirement benefits and tax
implications. Personnel departments were now being communicated as the Human Resource
Department for the 1st time with its transformation into the function of being a “protector” rather than
“caretaker”.
Cost Effective Era: The functional focus during this era shifted from employee administration to
their development and involvement in various organisational decision-making activities. In terms of
cost, the top-level management started to realize that Employees were more than an overhead expense
for the company and several firms estimated that the cost associated with human resource were as
high as 80% of the total operating cost incurred. On the other hand, the expanded regulatory weight
increased the need to satisfy a developing number of authoritative prerequisites.
Shrm Emergence Era: After the LPG policy came into effect, economic landscape went through
several progressive changes with increased globalization, technological breakthroughs specially in
case of internet which led to hyper competition. Business process re-engineering activities turned out
to be more normal and incessant with a few drives, for example, right-estimation of human force
required, reduction in layers of management, outsourcing etc. Firms today understand that inventive
and innovative workers who hold the way to hierarchical information give a reasonable upper hand in

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light of the fact that, in contrast to different assets, scholarly capital is hard to mimic by contenders.
As compared to the various era that human resource management has evolved through, this era is
much geared to attraction, retention and development of personnel in the organisation. SHRM gets its
hypothetical importance from the asset-based perspective of the firm that regards Human Capital as
an essential resource and an upper hand in working on hierarchical execution.
In spite of the fact that there is no agreement on the definition or the attributes of HRM, it tends to be
seen from the above definitions that HRM is a blend of individuals arranged administration rehearses
that sees representatives as resources, not expenses; and its primary point is to make and keep a skilful
and serious labour force to acquire upper hand.
Upper hand can be made and upheld by conveying regard in a way that is phenomenal and difficult
for competitors to imitate; the nature of the human asset ought to likewise be hard to mimic. HRM
practices like execution assessment, compensation, decision rehearses, business security, sets of
control, proficient openings, and getting ready and improvement rehearses can be grouped as a way to
convey to the representatives in regards to the particular abilities and practices important to make and
support an upper hand. On the off chance that all around oversaw, HR can possibly be a wellspring of
the economical upper hand and affect crucial goals like quality, benefits, and consumer loyalty. Also,
if HRM rehearses are utilized for further developing abilities that are organization explicit and for the
production of authoritative information, there is plausible that the upper hand can be supported.
HRM practices of an association can be a significant wellspring of upper hand through cost leadership
and product differentiation. The upper hand acknowledged through HRM practices can be more
maintainable than that accomplished by different means. Accordingly, an organization ought to
constantly work on its HRM practices to hold its upper hand. Thus, HR look to accomplish this by
point the inventory of gifted and qualified people and the abilities of the current staff, with the
association's current and future business plans; this is done to expand the profit from venture,
knowledge management and electronic frameworks and in turn ensure survival and success
tommorow.

In effortless terms, human resource management can be defined as the process of managing the
human capital of an organisation through various monetary and non-monetary techniques.

1.2. HUMAN RESOURCE MANAGEMENT IN MANUFACTURING SECTOR:

In a manufacturing company, the human resource manager acts as a main support system for its
workers and employees. The manager acts as a direct link between the floor workers and the top
management by communicating necessary information to both sides of the bridge. The primary work
of HR manager includes payroll, grievance handling and bringing the best out of its subordinates so
that they can be influenced to perform effectively and efficiently. They help to overcome the
challenges to which the company is exposed by improving recruitment, providing training and
incentives to the employees.

The manufacturing business at present necessities HR like never before with solid deals and expanded
consideration from the monetary local area as they plan to be the fast-growing service sector. Today,
the significance of compelling HR and their significant commitment to corporate development is
being perceived by numerous small and huge ventures. Assembling deals with serious issues in the
HR division, notwithstanding the overall difficulties of worldwide rivalry, item advancement, and cost
control. HR in the assembling area needs more engaged consideration than any time in recent memory
in the midst of dynamic worldwide market improvements. As the biggest supplier of occupations,
there are some huge HR issues in the assembling area.
Issues faced by HR manager in manufacturing industry:
Trade Unions which can turn out to be both a curse as well as boon for the human capital
manager.

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 Manufacturing industries involve huge number of physical risks such as accidents and mis
happenings, the HR manager is expected to provide proper on the job training in order to
reduce the risk involved and also ensure proper precautions are taken while starting and
ending of the work.
Mostly the diversity of workforce at a manufacturing site is very heterogenous i.e., some are
literate while some are well comfortable with technology while some are not.HR here needs
to be versatile enough to make sure that every human understands what he wants them to and,
in the way, or language that he has to use.

Manufacturing Sector at a Glance:

In the recent times, manufacturing sector has emerged to be one of the highest growing sectors of
India with gross value addition of 19% to the country’s GVA.Due to the inauguration of “MAKE IN
INDIA” by prime minister of India, the manufacturing sector is on its way to position our country as
the hub for production activities hence creating hundred million jobs by 2022 in the sector itself.
As per Ministry of Statistics and Programme implementation, India’s index of industrial production
which measures the industrial output was measured as 126.6 in April 2021 whereas the electronic and
consumer durables market is expected to rise to $21.18 million by 2025 which was at $10.93 in 2019
itself.
Some of the manufacturing sector developments taking place in India are as follows-
Samsung came up with its display manufacturing unit in Noida, Uttar Pradesh with the plan to
shift its production unit from China.
Amazon India in February,2021 announced to begin manufacturing operations in India
starting with the Fire TV Stick.
Bharti Enterprises and Dixon Technologies entered into a joint venture in order to
manufacture telecom and networking products.
In march 2021, the government announced to fund semiconductor companies with $1 billion
in cash which established manufacturing capabilities in the country.
Conceptually, Manufacturing is the conversion of raw materials into finished goods with the help of
several factors the main being Land, Labour, Capital and entrepreneurship. The concept of
manufacturing can range from making craft to high end products but it is generally used in case of
industrial goods. Companies can take up manufacturing for providing goods directly to its customers
or even other businesses such as mother-son sumi which manufactures semi-conductors for suppling
it to other businesses.
Some of the major manufacturing industries in India are:
Automobile Industry with players such as Maruti Suzuki, Tata Motors etc.
Steel Industry with Tata Steel having major market share.
Consumer Durables Industry having Bajaj, Godrej etc as its players.
Pharmaceutical industry having companies such as Cadila Healthcare, Cipla etc.
Textile Industry which has Arvind textiles, Bombay Dyeing etc.

Apart from these, several other players together constitute the manufacturing industry hence adding to
its growth and expansion hence attracting FDI from international players.

What’s in for the future?

India’s manufacturing sector is estimated at $1 trillion by 2025. The execution of the Goods and
Services Tax (GST) will make India a typical market with a GDP of $ 2.5 trillion and having a
population of 1.32 billion individuals it will be a big asset for investors. ICEA predicts that the nation
can possibly increase its combined PC fabricating ability to $100 billion through strategy mediations
by 2025.

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The government plans to ensure overall development of the nation by keeping its focus on
development of industrial corridors and smart cities. The former will help in producing an
environment for promotion of manufacturing activities along with its integration and overall
surveillance.

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 2. LITERATURE REVIEW ON INDIAN MANUFACTURING
SECTOR AND HUMAN RESOURCE MANAGEMENT

Iyer, Koudal, Saranga and Sridhar (2011) reported that India is drawing in huge consideration as
an alluring area for manufacturing businesses lately. There have been many investigations that exhibit
the quick usefulness and mechanical development of Indian assembling enterprises post liberalization
of industries. We concentrate around the firm-level vital functional choices with respect to Scale and
Operating Focus, Product and Process Technologies, and Planning, Control, and Execution Systems
and discover little proof that organizations enjoyed taking the benefit of “economies of scale” in India
during the post‐liberalized time. On the other hand, we found proof that organizations in industries
like synthetic compounds and drugs imported modern cycle advancements and created in ‐house R&D
abilities to get well versed with the prevailing environment before liberalization. The following
strengths appear to empower them to embrace more technology‐intensive exercises and exploit
advancement to develop innovative products.

Athreye and Kapur (2003) communicated that during 1960’s and 1970’s i.e., before the LPG policy
was implemented, majority of the industries that existed in Indian manufacturing sector were
subjected to license raj as well as were quantitively controlled. The following restrictions seemed to
have an impact on the above-mentioned functioning choices:
1) Majority of the market share was reserved for the government sector in 18 industries such as
iron and steel, telecommunication equipment and petrochemicals etc. However, each industry
had its exceptions as in Tata Steel which had the major share in Steel industry.
2) Manufacturing of certain items such as Clothes and Toys were meant only for small-scale
industries and the same case was with several industries which were only meant for small
scale sectors.
3) An eye was kept on big business houses in form of public hearing and objections before
approval of license for production as per the MRTP Act,1969.
4) Labour and Process Patenting Laws along with restrictions on FDI were implemented.
Iyer et al (2006) provides evidence that after liberalization the growth in manufacturing was not
because of the fact that there was an increase in relative efficiency but because of technological
advancements. According to him, even though the limits of technology were pushed forward by a
handful of innovative firms, other players in the arena did not lag behind such as Bajaj Automobiles,
Bharat Forge and HUL etc.
As indicated by Cornwall (1977), the production sector would go about as a motor of development
for two reasons – Firstly because it shows dynamic economies of scale through "learning by doing"
(Young, 1928, Kaldor, 1966, 1967). With expanded yield, the degree for learning and usefulness
increment increases. Subsequently, the pace of productivity in manufacturing will rely decidedly upon
the pace of development of output in assembling. Besides, the assembling area prompts upgraded
efficiency development through its linkages with other assembling and non-assembling areas.
Raghuram Rajan (Former RBI Governor) has given a clever assessment, that China's export
focused Manufacturing development ought not be the focal point of India. Rather India should
prioritize to fulfil the country’s domestic needs, as the current unstable market pattern might possibly
react emphatically to the fare situated industry. Consequently, by focussing on comprehensive
development, India should create for the inward market; which ought to be the government’s centre of
focus.
Beer et al and Fombrum et al defined HRM as involvement of all those managerial actions and
decisions which had an effect on the relationship between the organization and employee whereas
Edwin Flippo who was a management professor at University of Arizona defined HRM as the
process of planning, organizing, directing, controlling of procurement, development, compensation,

SDMIMD, Mysore | 7
integration, maintenance and separation of human resources to the end that individual, organizational
and social objectives are achieved.”
Huisman (2013) emphasised on the value of human capital management in manufacturing sector.
Business strategies can be linked with HRM to accomplish usefulness since it is eventually a solid
pointer of business endurance. All the market hazard elements can be immediately met and HRM
strategic approaches can predict them ahead of time. Accordingly, HRM exercises are extremely
important to living, contend and overcome challenges, it additionally changes the limit of the
organization to deal with and improve. By taking on HRM components, organizations can fortify their
industry's manufacturing target.
Datta et al (2003) communicated how management of human resource can prove to be a strategy for
enhancing competitiveness among organisations in the manufacturing industry. Screening process,
work assessment and incentives are some of strategies which can lead to satisfaction in HRM.In order
to achieve sustainable competitive edge these strategies can be taken into use as they will promote
innovation and increased employee indulgence.

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 3. HUMAN RESOURCE MANAGEMENT IN DABUR
3.1. COMPANY PROFILE:

Dabur was born in the year 1884 by Dr.S.K. Burman when he took up his mission to manufacture
health care products in Calcutta. As the popularity for its products started growing, he diversified the
operations by setting up a manufacturing plant in 1896 in order to carry out bulk production of
commodities. In 1920 the company expanded further by setting up two new manufacturing units at
Narendrapur and Dabugram hence spreading its distribution to Bihar and North-east states. Due to its
increasing popularity, the organisation became a full fledge company in 1936.The company shifted its
operations to Delhi in 1972 by setting up a temporary plant in Faridabad but after 7 years Dabur
started its commercial production at Sahibabad factory which was one of the greatest manufacturing
facilities for Ayurvedic Drugs.

Today, Dabur India Ltd with a revenue of over Rs.9,500 crores and market capitalisation of over Rs
100,000 Crore is the fourth largest FMCG Company operating in India. The company has 8 brands
under it which are all powerful in their respective segments with distinct brand images namely-
Healthcare Segment - Dabur Chyawanprash, Dabur Honey, Dabur PudinHara, Dabur Lal Tail
and Dabur Honitus.
Personal Care Category- Dabur Amla and Dabur Red Paste.
Food & Beverages- Real
Dabur is involved in the manufacturing of its products by itself and not outsourced to any third-party
producers who perform it for the company. Dabur has its Corporate Office in Sahibabad, Ghaziabad
followed by its registered office in the national Capital i.e., Delhi.
The manufacturing units of the company are located across the country except in Southern part of
India. Various units along with their respective state locations are as follows:

Alwar Unit Katni Unit

Baddi Unit & Jammu Unit 1,2 and 3 &
(Himanchal Pradesh) Newai Unit (Jammu & Kashmir) Pithampur Unit
(Rajasthan) (Madhya Pradesh)

Sahibabad Unit 1,2and Silvassa Unit I & II Narendrapur Unit and

Nashik Unit
3 (Dadra and Nagar New Jalpaiguri Unit
(Maharashtara)
(Uttar Pradesh) Havelli) (West Bengal)

Pant Nagar Unit I and

II
(Uttarakhand)

Professional Well-being and Safety

At Dabur, Wellbeing and Welfare are viable focus regions along with most elevated need. The
company assumes liability for the health and security of its representatives each and every day,
particularly when confronted with new difficulties, for example, the Covid-19 pandemic. It does all
that it can do to shield them against mishaps and on the job diseases.

SDMIMD, Mysore | 9
It holds a clear-cut strategy and supporting cycles to guarantee the wellbeing and prosperity of its
human capital. It has put forth attempts to move forward security guidelines at its manufacturing sites
through safety surveillance and further developed bookkeeping and announcing of security
measurements. Because of the consistent stir in prepared labour with the opposite movement of
workers because of Covid-19 in the prior piece of the year, the company needed to hire new workers
out from far off pieces of the nation to guarantee business progression and proceeded with tasks at its
assembling units.
The company is constantly progressing towards taking its safety culture to higher heights and keeping
the former factor as its topmost priority until it attains the target of zero incidents.

Safety 2017-18 2018-19 2019-20 2020-21

indicators

NeariMiss 2286 3697 3613 2863

MinorqIncident 3 3 2 5
Major Incident 5 4 5 4
All Injury Rate 0.11 0.09 0.07 0.29
*Dabur integrated Annual Report 2020-21
Every manufacturing facility of the company gave the best safety performance with zero causalities.
Dabur makes use of the EHS (Environment, Health and Safety) dashboard in order to measure its
EHS performance while its plant adherence is examined through TUV which is an e-force internal
surveillance instrument.
Dabur India Ltd. is emphasising more accentuation on web-based and offline training sessions in
order to produce mindfulness among its workforce. Apart from providing training, and obligatory
yearly boosts, several employee participating events take place throughout the year. Several training
programs were held at customary stretches by interior and outside faculties on Medical Aid;
Integrated Water Management; Skin related Injury; and awareness on COVID. The company trained
two thousand four hundred twenty-nine employees both through online and offline modes in 2020-
21.
Apart from it, the company celebrated 50 th National Safety week across its manufacturing locations
between 4th and 10th March 2021 of which all employees and contractors were a part. To add onto its
achievements, Dabur India Ltd received zero complaints on Violation of Human rights as well as
Sexual Harassment at Workplace hence making it a safe and happy place to perform.
During the time when entire world was ill affected by COVID-19, Dabur took up several initiatives in
order to protect the health and wellness of its employees which are –
The company obtained oxygen chambers and COVID-important Allopathic and Homeopathic
prescriptions, which were made accessible to the representatives for their individual or
relative utilization in the event that they are incapable to orchestrate something similar.
Procurement of Oxygen Concentrators (5-litre and 10-litre) for supplying it to their
organisational family members in case of emergency.
Installation of Oxygen producing plants which can re-fill empty oxygen cylinders.
The company helped not only its employees but also community members by setting up
isolation centres near its different manufacturing units.
It gave alternate day off to its key operators by introduction of Split-Shift working at its
manufacturing units.
Dabur kept on running a special support solution in collaboration with HealthCare at Home
(HCAH) to give its workers and close relatives’ admittance to prepared clinical specialists,

SDMIMD, Mysore | 10
 specialist conferences, RT-PCR testing and test pickup, home separation projects, and
vaccination support.
In order to provide its employees access to physical medical support, the company joined
hands with several local hospitals across the cities.
Vaccination drives were organised for employee’s families over age of forty-five years along
with providing vaccinated leaves.
It provided a special indemnity scheme to its thirty two hundred frontline workers along with
Mediclaim coverage of 1 lakh to its 650 C&FA employees.

3.2. HUMAN RESOURCE PRACTICES AT DABUR:

3.2.1. Employee Motivation and Recognition:

At Dabur Indian Ltd., the Human Resource division upholds the business tasks and helps in upgrading
execution boundaries for each of the representative. Extraordinary consideration isdtaken while
raising talent, advancing business among employees and propelling them to enhance their work
quality through a creative and remembrance programme referred as ‘Applause’. The main purpose of
this event are as follows:

To honour the contribution of employees apart from giving monetary benefits which are
provided normally.
To acknowledge and cheer the employees for on-the-spot recognition.
To create an aura of positivity and promote constructive behaviour in the workplace.
Apart from these, rewards are also presented to employees in order to boost their morale and
productivity mainly in five brackets which are:
 RISING STAR- Presented to best performing employee who is new at his job.
 TRAIL BLAZERS - Employee having best performance in half-year.
 HONORS CLUB – Awarded to best employee of the year.
 SPOT RECOGNITION – Immediate recognition for any extraordinary work.
 EUREKA – Awarded for generation of any new or innovative idea.
3.2.2. Balance of Professional and Personal Life at Dabur

“Dabur India has been positioned among the Top 10 manufacturing-based companies to work in.”
For the human capital to reach its maximum potential at the workplace, it is important for the
organisations to help them maintain a proper balance between their life at home and office so that
none creates a deficit and hence leads to dissatisfaction.
At Dabur, great emphasis is dropped on maintenance of a proper work-life balance among its
employees especially women. Top management of the organisation is expected to create an aura at the
workplace which is full of opportunities in order to facilitate the employees in delivering optimum
performance. Each individual is answerable for guaranteeing human nobility of his/her associates,
guaranteeing their personal and professional turn of events along with improvement of the nature of
work life.
The Human resource department of the company in collaboration with its respective line managers
ensures that the work station is par with the optimum levels of safety, gentleness as well as is focused
towards upholding the dignity of employees of the organisation. A conflict between the personal and
professional life can lead to depreciation in the quality of work as well as can lead to absenteeism and
high turnovers. So, in order to ensure that the above circumstances do not arise the company has taken
into consideration the following rules –
The corporate office has 5-day working week.

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 In Zonal Offices, there is a holiday on 2nd and 3rd Saturday.
All female employees have access to maternity benefits.
The company gives special permission to working women for pre- and post-delivery.
During Marriage anniversary/Birthday, the employees are entitled to take a leave.
Male employees are eligible to take paternity leave on occasion of birth/adoption of child.

3.2.3. Training and Development at Dabur

The company spends considerable time on training of its employees across the organisation. The HR
team works in close contact with the other line managers in designing and implementing such training
programmes. Special sessions are made for the sales force in order to make them well versed with the
different techniques of making sales happen. Dabur organised around 1000 training and skill
enhancement sessions during the year 2011-12 for both its skilled and unskilled human capital.

3.2.4. Dabur’s Talent Management

Dabur’s talent management strategy keeps its focus on creation of future leaders who can drive the
company to greater heights with their high-quality thinking and decision-making capabilities. The
company has taken up an innovative step which is Career Development Centre with the aim of
providing career development and growth opportunities to the employees who have been loyal to the
firm for some time.
In case of several companies, positions at senior levels are filled through lateral hiring options but
Dabur with the help of CDC provides an opportunity to its existing employees to climb the ladder and
move up in their career growth. Under this, a separate panel constituting both internal and external
members is formed who evaluate the nominated employees based upon their past experience and
performance. The candidates are generally nominated by the respective line managers for appearing in
this process.
Apart from it, the company also hosts several feedback sessions, both for selected and rejected
candidates which bring upon a high magnitude of transparency in the entire process. For new recruits
in the company, dabur has a well-developed programme referred as “YMPD” which is a cross-
departmental training programme and ensures continuous flow of talent in the organisation.
The company has 5,070 employees in the fiscal year 2020-21 of which 3,958 are blue collared/other
staff and 1,112 are management executive staff. Out of the total count,195 are women employees
which is around 4% of the entire employee population as compared to 2.75% a decade back. The
company is making continuous steps in order to increase its women population which is an imperative
for the growth of the company.

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 4. HUMAN RESOURCE MANAGEMENT IN TATA MOTORS
4.1. COMPANY PROFILE:

Tata Motors Limited, formerly known as Tata Engineering and Locomotive Company (TELCO), is an
Indian multinational vehicle manufacturer headquartered in Mumbai, Maharashtra. It is a subsidiary
of the Tata Group. The company manufactures passenger vehicles, trucks, buses, coaches, vans,
luxury vehicles, construction equipment, sports cars and army vehicles.

In 1945, when the locomotive manufacturing, J. R. D. Tata was formed. The first commercial vehicle
was launched in 1954. Tata Motors was the first Indian business to develop a competitive Indian
automotive, the first to enter the passenger market with Tata Mobile in 1988 and the second in 1991
with Tata Sierra in 1910. Tata started in 1998 the Indica, the first fully native passenger vehicle in
India.

Natarajan Chandrasekaran was named chairman of the Tata Group on January 16 th of 2017.

Tata Motors has manufacturing plants in Pantnagar, Jamshedpur, Lucknow, Dharwad, Pune, and
Sanand throughout the year, as well as in the Thailand, United Kingdom, South Africa, Argentina,
Indonesia, Turkey and Eastern Europe are among the nations where factories will be built.
4.2. HUMAN RESOURCE PRACTICES IN TATA MOTORS:

Tata Motors views human capital as a vital component of its success. The Company has developed a
comprehensive human resource strategy, which tackles important elements of human resource
development, under the auspices of Tata Sons and the Tata Sons supported businesses.

There were about 75,280 and 78,910 permanent workers on March 31, 2021, and 2020, respectively.
The average number of flexible/temporary employees in FY 20-21 was about 28,290, up from 19,170
in FY 19-20.

4.2.1. Recruitment:

Tata Motors recruits from both internal and external sources, and the structure of the
company's recruiting process is governed by employment legislation.
The company's primary methods of recruitment include newspaper and magazine
advertisements, as well as the Tata Motors careers webpage and internal vacancy list.
The firm posts a recruiting procedure for new applicants on their web page at the end of each
quarter, and the majority of the openings are filled by people with a B.E. or MBA
background.

4.2.2. Selection:

Tata Motors also uses a number of procedures when selecting a suitable candidate from a pool
of candidates.
As far as Tata Motors is concerned, they use a number of method that begins with a written
test for recruiting undergraduates and continues through final selection, induction and
placement.
After examining the applications, they contact applicants for a job exam and they will be
asked to interview if they pass an examination. If the candidate clarifies, the candidate's
background check will begin, where Tata Motors will verify the individual's data.
The candidate will receive an offer letter from the relevant human resources department at
Tata Motor once the details are confirmed.

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4.2.3. Induction:

During the induction process, each employee receives a comprehensive programme of

acquaintance that includes safety, code of conduct, organisational rules and processes, and an
overview of the many functions.

4.2.4. Training:

If a new employee joins Tata Motors, they will be trained.

This training prepares newcomers with the law, mission, vision, and rules of Tata Motor, and
the working conditions of the company.
Current Tata Motor workers are trained to renew and expand their skills.
In case of technological updates, training is provided to cope with the changes.
Training is offered to ensure that employers are prepared to share the tasks of higher level
positions when it comes to career advances at Tata Motors.
The Tata Group's training programs have the overall target of transforming today's managers
into leaders of the future.

4.2.5. Executive Selection:

This plan is a Tata Motors fast-track strategy, which fundamentally accelerates the growth of
high-potential staff through organised processes by making their early progress towards tough
and visible tasks.
Employees selected for remarkable improvement and learning opportunities. They were
promoted at Tata Motors' management level for completing 8 to 10 years.
Successful employees are liberated from their present jobs and put under the supervision of
senior management in various project-based training programmes. In the absence of a
management experience, the employee or candidate must complete an MEP at the IIM
Ahmedabad for five months.
The main aspect of this programme is that the applicants must transfer between departments
in order to obtain general management abilities after completing the training.

4.2.6. TATA SCIP - Second Careers Inspiring Possibilities:

This is one of Tata Motors' programmes that focuses on women professionals. It's a career
transition management programme for women professionals who have previously taken a six
months or longer sabbatical for whatever reason and now desire to return to their chosen area.
The initiative allows these types of women to take on flexi-hour assignments.
There are no full-time employment openings at Tata SCIP.
SCIP assignments are short-term and are designed to create alternate talent pools in
conventional and non- conventional formats.
There is no promise of placement at the conclusion of the project. SCIP consultants, on the
other hand, have the option of pursuing full time employment on mutually agreeable terms.

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 5. HUMAN RESOURCE MANAGEMENT IN GODREJ
5.1. COMPANY PROFILE:

Godrej Group is an Indian worldwide combination settled in Mumbai, which is overseen and to a
great extent possessed by the Godrej family. It was established by Ardeshir Godrej and Pirojsha
Burjorji Godrej in 1897, and works in areas as different as land, shopper items, modern designing,
apparatuses, furniture, security and horticultural products.[4] Its auxiliaries and partnered
organizations incorporate Godrej Industries and its auxiliaries Godrej Consumer Products, Godrej
Agrovet, and Godrej Properties, just as the private holding organization Godrej and Boyce Mfg. Co.
Ltd.
Godrej Group was established in year 1897, it entered in security equipment & soaps segment and is
now a $1.875 billion conglomerate. Chemicals, vegetables, and real estate are all part of the Godrej
group's business. It exports its goods to North America, South America, Asia, Europe, Australia, and
Africa, and offers international grade items. Godrej Soaps was the company's previous name;
however, it was de–merged from Godrej Consumer Products & Residual and absorbed into Godrej
Industries. Vikhroli, Mumbai, and Maharashtra are the locations of the company's production factory.
Fat splitting, Fatty Acid distillation, Fatty Acid fractional distillation, Fatty Acid hydrogenation, sweet
water evaporation, Glycerin distillation, and Alfa Olefin sulphonation are all capabilities. It also
features a cogeneration facility that meets a portion of its electricity and steam needs.
The firm also has a sophisticated, integrated manufacturing plant in Valia, Gujarat, India. To make
Fatty Acids, Glycerin, Fatty Alcohols, and Surfactants like Sodium Lauryl Sulphate, Sodium Lauryl
Ether Sulphate, and Alpha Olefin Sulphonate, this faculty employs vegetable oils as a raw material.
Fatty Alcohols has an installed capacity of 65000 MT per year, including a specialized Export
Oriented Unit of 30000 MT.
GIL has been accredited with ISO 27001 for its Information Security Management System by BSI, a
global certifying agency.
Godrej Industries (GIL) has received a 'Lifetime Achievement Award ' for their outstanding track
record in Chemicals Exports, from CHEMEXCIL.
Godrej now has 1.1 billion customers spanning consumer products, real estate, appliances, agriculture,
and a variety of other industries. In fact, their engines are now powering several of India's space
missions, extending our geographical footprint beyond Earth.
It is critical to Godrej that, in addition to their excellent financial success and creative, well-liked
goods, they continue to be a decent company. Approximately 23% of the promoter ownership in the
Godrej Group is invested in environmental, health, and education trusts. Through their Good & Green
approach of 'shared value,' they are also bringing together passion and purpose to make a difference
and create a more inclusive and greener India.
Godrej believes that its people are at the centre of it all. The company takes great pleasure in creating
a motivating workplace with a high-performance culture. They are also committed to recognizing and
appreciating diversity in our teams.
5.2. HUMAN RESOURCE PRACTICES AT GODREJ:

To improve and better its workplace diversity, Godrej has taken many measures but redefining its HR
Policies is one of the main measures it has implemented. Godrej initiated “The People Experience
Centre”, which focuses on bringing all its HR Processes under one umbrella. It includes many of
Godrej’s subsidiaries like Godrej: Consumer Products, Investment Advisors, Agrovet, Properties, and
Housing Finance.

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Godrej’s HR strategy project was based on understanding what the company wanted to achieve and
how the same can be implemented for the next three years.
They have centered their HR outlook on mainly three categories and core areas: Any additional
interventions to manage day-to-day problems, including HR COE specialists to develop product
processes. Hence it was important for the HR processes to be centralized. “The first is that it takes
away a lot of bandwidth from the HR business partners and the COEs, because while these processes
are important, they don’t require high-level expertise. Second, as an organization with multiple
footprints in the same area, it may not be at the same level of quality as the other. That is the variation
of experience we look at. Third, there’s obviously the cost. If one has more centralization and
technology, the model becomes more scalable. Lastly, if there is a central data hub, analytics becomes
easier to drive people decisions. We wanted to operate HR as a function going ahead,” Sumit Mitra,
head, group HR and corporate services, Godrej, elaborated in an article.
The People Experience Centre and its shift was based on mainly three aspects which were:
experience, efficiency and effectiveness.

5.2.1. Experience

Godrej’s HR seeked consistency of experience no matter the measures taken. As per the Company’s
view, the likelihood of consistent experience is higher if it is handled by a single centralized team. In
order to push the experience furthermore, the organization has leveraged technology and analytics and
more. Godrej has created a method to analyse how a person feels about the interview process in order
to better understand and enhance the experience in the future. Centralized processes will result in
centralized data, which in turn will help in making proper analysis and decision making becomes
easier in order to improve the experience. Godrej is interested in using technology for more than only
recruiting people's involvement and bringing them on board.

5.2.2. Efficiency and Effectiveness

Godrej knows that having a centralised HR department and operations in one location, rather than
several physical and organisational locations, will result in scale efficiency. There are committed
individuals working on the project, and there is a manpower balance. As per Godrej, effectiveness is
basically ease of doing business. For each of their processes they are constantly searching for business
metrics. One of the processes that they are implementing the same are during recruitments, they
emphasize in keying applicant experience while simultaneously evaluating metrics to determine the
quality of the hiring. The centralization of data and processes, has helped in making this process
easier and more effective.
Everything connected to Godrej's HR process has been digitalized and shifted to a digital format,
particularly in the case of employee services like experience letters, visa letters, and loan applications.
One such scenario is where employees can directly download an experience letter without any
authorization. They can also track multiple apps through a platform. Godrej has also disclosed that
responsibilities are being consolidated. Godrej has mentioned that they now have a centralized team
working on recruitment process for the organization, whereas earlier recruitments were done across
all business processes separately. Godrej is seeking to develop a people analytics team and something
more connected to analytics in the Experience team in the future, as they currently do not have a
packed resource for that element.

5.2.3. Decentralized Decision Making

As centralization of all processes leads to a lot of data accumulation, which sometimes making
decision making difficult due to the enormity of data, Godrej has put in place a few measures to keep
track of it. Because every action or choice is based on the decision metrics in this scenario, the
company has adopted or introduced a particular level of auditing, and SOPs have been defined to
monitor this. Although the technology hasn't changed, the approval and decision-making processes

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have. Godrej has revealed that wherever there was an automated decision-making system, it is been
made SOP based. As per Godrej, they believe that this will help take the decisions faster and in a
more effective manner while not compromising the quality of decision making as well as it would be
difficult to manipulate or take advantage of such situation.
When Godrej tried to merge and put all the HR Recruitment groups under one umbrella, they realized
that they indeed had a lot of resources that can be optimized effectively. They are now dedicating
their time on data mining which will help in optimum use of the Human Resources in their hand. The
organization believes that their dependence on consultancies will reduce for a greater extent once the
data mining of the resources and analysis is completed. We can expect a shift to online tools in this
case. One such scenario is when, if the recruitment is decentralized the recruitment for the similar or
same profiles would be done separately but from the same talent pools, as the recruitment has been
centralized Godrej has organized business teams by their functions, which avoids and prevents any
form of duplication and repetitive work. The organization is also focusing on pushing the employer
brand digitally and increasing their presence in social media platforms like LinkedIn which will give a
boost to the recruitment process.
This move by Godrej has seen a very positive response from its employees as well as the
stakeholders. It has received 55-65 requests for experience letters within the span of one week of
implementation. As per Godrej, a couple thousand profiles have also been added to the system.
Godrej has also expedited and expanded the Experience Center's learning capabilities.
Initially, the company wasn’t keen on adding the medical schemes, maternity leaves, employee
wellness and mental health schemes into the process, but are looking to add the same into the HR
policies and believe that a lot of well-being practices should be a part of the core experience.

5.2.4. Diversity and Inclusivity

With the introduction of the “People Experience Center”, Godrej believes that while the overall
strategy remains the same, the company will now be in a better position to its policies on diversity and
inclusivity to its employees as well as its stakeholders.
Work and delivery, according to Godrej, are more essential than facetime. In a few jobs, the firm is
looking at worksite flexibility, and health and wellness has become an essential factor in developing
HR policy.

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 6. CONCLUSION
Being an HR professional in the Manufacturing industry comes with expectations of one should be
ready to face certain risks and should be precautious of accidents that can normally occur in an
organization, nevertheless being the experience of this HR is considered as “A Key Steppingstone” as
one would spend a lot of time on the manufacturing floor.
In the office environment when there's a problem or issue, employees come to HR professionals but in
the manufacturing industry HR people go to them and being on the floor of manufacturing can make
HR personnel earn dividends in terms of knowledge and Increased understanding of the company.
In recent times many small and medium-sized companies are becoming very much aware and
understanding the need for effective human resource professionals to contribute to the business
bottom line’s success.
With the evolving times and increasing growth in the manufacturing sector, the role of HR becomes
even more crucial and complex in the coming years.

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 7. REFERENCES
Ananth Iyer, Peter Koudal, Haritha Saranga and Sridhar Seshadri (2011), Research on
Emerging Markets.
Iyer, A., Saranga, H., Seshadri, S and (2006) Productivity and Technical Change in the Indian
Auto Component Industry, Paper presented at the North American Productivity Workshop, 27
– 30 June, 2006.
Cornwall, J. (1977) Modern Capitalism: It’s Growth and Transformation, New York, St.
Martin’s Press.
Young, A. (1928) Increasing Returns and Economic Progress, The Economic Journal.
Kaldor, N. (1967) Strategic Factors in Economic Development, New York, Ithaca.
https://en.wikipedia.org/wiki/Tata_Motors
https://www.tatasecondcareer.com/
https://www.tatamotors.com/wp-content/uploads/2021/06/28075755/annual-report-2020-
21.pdf
https://www.ndtv.com/business/stock/godrej-industries-ltd_godrejind
https://www.hrkatha.com/employee-engagement/godrej-centralises-hr-processes-to-serve-its-
employees-better/
www.ibef.org
www.researchgate.net
www.dabur.com

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