Sangamesh Supekar Project Report Bba 3 Year

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Sangamesh Supekar (project report) BBA 3 YEAR
Business Administration (Dr. Babasaheb Ambedkar Marathwada University)
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DR. BABASAHEB AMBEDKAR MARATHWADA

UNIVERSITY AURANGABAD.
DEPARTMENT OF MANAGEMENT SCIENCE.
PROJECT ON
ANALYTICAL STUDY OF MANAGEMENT IN HR MANAGEMENT ON
VARROC INDUSTRY.
SUBMITTED BY
MR. SANGAMESH BALKRUSHNA SUPEKAR
B.B.A. IIIrd YEAR ( VIth SEM.)
UNDER THE GUIDANCE OF
DR. VIKRANT PANCHAL
S.B.E.S. COLLEGE OF ART’S AND COMMERCE AURANGABAD
DURING ACADEMIC YEAR

2020-2021

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DECLARATION
I SANGAMESH BALKRUSHNA SUPEKAR the under

signed solemnly declare that the report of the project work entitled
Analytical Study Of Management In HR Management On Varroc
Industry. is based my own work carried out during the course of my
BBA IIIrd YEAR ( VI SEM.) study under the supervision of Dr.V.S.
panchal. I assert the statement made and conclusion drawn are on
outcome of my project work.
Sign.
Sangamesh Balkrushna Supekar
BBA. VI th Sam. Roll No. : 26
PRN. : 2018015200709794
S.B.E.S. College Art’s And Commerce
Aurangabad.

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CERTIFICATE
This To Certify That Report Of The Project Submitted Is The Outcome

Of The Project Work Entitled “Analytical Study Of Management In
HR Management On Varroc Industry” Carried Out By Sangamesh
Balkrushna Supekar Roll No.: 26 PRN.: 2018015200709794 Carried By
Under The Guidance And Supervision Of Dr.V.S. Panchal For The
Award Of Degree Of Bachelor Of Business Administration Of S.B.E.S.
College Of Arts &Commerce Under Dr. Babasaheb Ambedkar
Marathwada University Aurangabad In Academic Year 2020-2021.
Name – Dr. Vikrant Panchal

Department Of Commerce and Management Science
S.B.E.S. College Of Art’s & Commerce.

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ACKNOWLEDGMENT
This Project Report Was Undertaken For The Fulfillment Of BBA 3 rd

YEAR. Programme Pursuing At Dr. Babasaheb Ambedkar Marathwada
University Aurangabad. I would like to thanks my institute and may guide
SBES. Art’s & commerce College and Dr. vikrant panchal sir. For this
invaluable help and guidance throughout my work. He kindly evinced
keen interest in my work and furnished some useful comments, which
could enrich the work substantially.
In fact it is very difficult to acknowledge all the names and nature of help
and encouragement provided by them. I would never forget the help and
support extended directly or indirectly to me by all.
Sangamesh Balkrushna Supekar

BBA TY (VIth Sem.) Roll No. : 26
SBES. College Art’s & Commerce.
Aurangabad.

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INDEX
Sr. No. TOPIC Page. No.
1 Introduction of Report 1
1.1 Need Of Report 2
1.2 Scope Of Report 3
1.3 Objective Of Report 4
2 Review Of Literature 5
3 Organization Profile & History 6 -7
3.1 Organization journey 8
3.2 Vision 10
3.3 Mission 11
3.4 Board of Directors 12
3.5 Management Team 13
4 Overview of HR Division ( HRM ) 14
4.1 Function of HR 14-18
4.2 Units in HR Division 19-25
4.3 Important Qualities 26
4.4 HRM Salary In Varroc 27
4.5 What Does An HR Organization And Team Structure Look Like? 28-31
4.6 HRM Structure In Varroc Group 32
5 Conclusion 33
Sr. No.. Title Page No.

1 Diagram
1.1 Selection Process 15
1.2 HRM Salary (In Lakhs) 27
2 Figure 30
1.3 Structure Of HRM In Large Company. 7

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CHAPTER-1
1. INTRODUCTION OF THE REPORT:-
I Have Select The Topic Of Report Is Analytical Study Of Management In Human Resources
Management On Varroc Industry. I Tried To Integrate My Knowledge Of HUMAN RESOURCES.
I Have Tried To Cover All The Major Function Of HUMAN RESOURCES MANAGEMENT
-Recruitment, Selection, Compensation And Benefits, Training And Development And Structure
Of HR Department, HR-Salary, And Different Function Of Human Resource Management
Through The Project.

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1.1 NEED OF THE STUDY:-
 Its Helps To Study The Environment Of Organization So After Completion Of Degree, It Will
Be Familiar Kind Of Exposure For The Students.
 To understand how organization work.
 To get more knowledge about HRM.
 To understand HRM structure and their work.
 This project report give opportunity to analyze human resources management work in any
industry.


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1.2 SCOPE OF THE STUDY :-
The Scope Of The Project Is Study Was Done To Understand The Organizational Structure And
Different Department Of Varroc Group Ltd. Aurangabad.
The Study Tries To Understand The Level Of Human Resources Management In Varroc. The
report has been prepared through extensive discussion with company employees. Prospectus
provided by the varroc group also helped in preparing the project. At the time of preparing the
report I had a great opportunity to have an in depth knowledge of all this human resources
management in the varroc group LTD.

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1.3 OBJECTIVE OF THE STUDY:-
The Main Aim Of The Study Is To Analyze And Get More Knowledge About Human Resources.
And Their Work, Function, Management Structure, Salary, Quality And Employment. How Much
Problems They Face. How Any Company Hire Their HR Staff And Witch Quality They Want In
Their Hr Staff. The Main Objective In This Project Is-
 To Present A Profile Of Varroc Organization Structure Etc.,

 To Evaluate The Working Environment In Varroc.
 To Identify Human Resource Management Quality’s.
 To Know More About Human Resources.
 To learn functioning and operations of different departments in an organization.

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CHAPTER- 2
REVIEW OF LITERATURE
First And Of A Review Of The Literature On Analytical Study Of Management On Human

Resource Management In Varroc Industry. Introduction Human Resource Management Is A Vital
Component Of Any Organization. Organization Have Their Human Resource Management
Department To Equip Its Employees With The Right Number Of Skills To Attain Targeted Goals.
In This Paper, The Article Of Buller And McEvoy, Which Tackled Generalized Arguments, And
Ridder ET Al.’S Article That Focused On NPO, Prove That The Performance Of The
Organization Is Attributable To HR Practitioners In Shaping The Organization And The
Employees.
Human Resource Management Is Considered To Be The Most Important Factor That

Helps The Organization To Achieve A Competitive Advantage. This Is Due To The Fact That
Manager In Both Public And Private Organization Consider Human Resource To Be The Main
Source Of Sustaining Competitive Advantage; This Is Done By Having The “Best Of Best”
Human Resource Systems For Recruiting, Selecting, Motivation And Efficiently Managing Their
People. HRM Practices Are Defined As “Organization Activities Directed At Managing The Pool
Of Human Resource And Ensuring That The Resource Are Employed Towards The Fulfillment Of
Organization Goals”

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CHAPTER- 3
3. ORGANIZATION PROFILE :-
NAME OF TNE COMPANY : VARROC GROUP. PVT.LTD.

(AUTOMOTIVE COMPONENTS)
FOUNDED : 1988
FOUNDER : TARANG JAIN (86% OWNER)
HEADQUARTERS : AURANGABAD, MAHARASHTRA
ADDRESS : L-4 MIDC INDUSTRIAL AREA WALUJ AURANGABAD
431136
EMPLOYEES : 13,800
R&D ENGINEER : 1,500
COMPANIES : 87
Varroc Engineering Limited is located in Aurangabad, Maharashtra, India and is part of the
automobile part manufacturing industry. VARROC ENGINEERING LIMITED has 13,800 total
employees across all of its location. There are 87 companies in the varroc engineering limited
corporate family.
History:-

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Varroc was Established By Tarang Jain In 1988, In Aurangabad, India With The
Commencement Of Company’s Polymer Division. Between 1992 And 1998,The Company
Focused On Product Diversification And Capacity Expansion And Started Its Electrical And
Metallic Division.
In 2001, Varroc Expanded Its Development Capabilities By Collaborating With Mitsuba

Corporation, A Japanese Manufacturer Of Automobile Parts. The Company Collaborated With
Brussels Based Materials Technology Company, Umicore, In 2005 And Started Production Of
Automotive Catalytic Converter.
Between 2007 And 2010, Varroc Acquired IMES, Poland And Italy To Strengthen Forging
Business In Manufacturing Capabilities In National Capital Region To Cater To Oems In North
India.
In 2011, Varroc Acquired European Two Wheeler Lighting Organization TRI.O.M. S.P.A.
Including Its R&D Center In 2012, Varroc’s Turnover Crossed USD 1 Billion Mark With
Acquisition Of Visteon’s Lighting Business Along Its Two R&D Centers.
Varroc Established Its Eighth Polymer Plant In Pithampur, Indore, In 2012, Which Caters To
Volvo, Eicher And Mahindra Tow Wheelers. Another Polymer Plant Was Established In Bengaluru
That Caters To Hmsi And Passenger Car Segment. The Company Also Invested In Design And Set
Up Of The 10TH Polymer Plant At Chennai To Supply Yamaha Motor Company.In 2015,Varroc
Partnered With UK Based Manufacturer And Supplier Scorpion Automotive Ltd To Provide
Security Based Products For Tow Wheeler.

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3.1 ORGANIZATION JOURNEY:-
 1990
BEGAN JOURNEY THROUGH POLYMER BUSINESS
 1996
EMERGENCE OF ELECTRICAL -ELECTRONICS BUSINESS UNIT
 1997
ENGINE VALVES MANUFACTURING
 2000
ESTABLISHED AS ‘SUPPLIER OF CHOICE ’ FOR BAJAJ ELECTRONICS PVT. LTD.
 2004
EMERGENCE OF METALLIC FORGINGS BUSINESS UNIT
 2005
FORMED VARROC EXHAUST SYSTEM PVT. LTD. FOR TWO WHEELER &THREE WHEELER
CATALYTIC CONVERTERS
 2007
ACQUIRED OUR OVERSEAS COMPANY – IMES (ITALY), A FORGING BUSINESS
 2011
ACQUIRED TRIOM (ITALY), A HI-END LIGHTING SYSTEMS PLAYER OF GLOBAL TWO
WHEELER
 2012
ACQUIRED VISTEON’S GLOBAL PV LIGHTING BUSINESS
 2014
RECEIVED INVESTMENT BY OMEGA TC HOLDINGS PET. LTD. AND TATA CAPITAL
FINANCIAL SERVICES LIMITED
ACQUIRED 50% STAKE IN VARROC TYC CORPORATION BVI ( CHINA )
 2018
INVESTMENTS ANNOUNCED IN TWO MANUFACTURING FACILITIES (POLAND AND
CHENNAI) FOR GLOBAL LIGHTING BUSINESS

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 2019
ACQUISITION OF74% STAKE IN CARLQ ,A LEADING TELEMETRIC SOLUTIONS
PROVIDER( AUGUST2019)
MOROCCO AND BRAZIL FACILITIES STARTED IN FEBRUARY /MARCH 2019.

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3.2 VISION:-
THEIR VISION STATEMENT IS - TO BE AN INR 200 BILLION SUPPLIER OF INNOVATIVE
SOLUTIONS FOR TRANSPORTATION AND ALLIED INDUSTRIES
1. CORE BUSINESS SECTORS TO BE EXTERIOR LIGHTING AND TOW- WHEELERS MOBILITY
2. TO BE A PARTNER OF CHOICE FOR VISION , MOBILITY AND EMISSION TECHNOLOGIES
3. TO BE THE FASTEST GROWING PLAYER IN OUR CORE SECTOR
4. TO BE IN LEADERSHIP POSITION IN BOTH OUR CORE BUSINESS SECTORS .
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3.3 MISSION:-
TO BRING LEADING -EDGE TECHNOLOGIES TO THE MAINSTREAM MARKETS WITH HIGH
QUALITY AND COST COMPETITIVE SOLUTIONS :
1. BY DELIVERING CUSTOMIZED SOLUTION WITH SUPERIOR SERVICES
2. WITH SPEED , AGILITY AND CREATIVITY
3. AND FOSTERING AN ENVIRONMENT THAT EMPOWERS EMPLOYEES AND ENCOURAGES
THE PURSUIT OF EXCELLENCE .
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3.4 BOARD OF DIRECTORS
TARANG JAIN GAUTAM KHANDELWAL MARC

SZULEWICZ
MD & CHAIRMAN INDEPENDENT DIRECTOR INDEPENDENT

DIRECTOR
VIJAYA SAMPATH VINISH KATHURIA ROHIT

PRAKASH
INDEPENDENT DIRECTOR INDEPENDENT DIRECTOR WHOLE TIME

DIRECTOR
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ARJUN JAIN
PRESIDENT - BUSINESS HEAD
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3.5 MANAGEMENT TEAM
TARANG JAIN STEPHANE VEDIE TR

SHIRIVASAN
MD& CHAIRMAN PRESIDENT & CEO, VLS GROUP CFO
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ROHIT PRAKASH ARJUN JAIN

D.S.SETHUMADAVAN
BUSINESS HEAD BUSINESS HEAD BUSINESS

HEAD
( METALLIC) ( ELECTRICAL)
(POLYMER)
KAVITA KULKARNI PUNEET CHANDHOK
CHR OFFICER CSC OFFICER
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CHAPTER - 4
OVERVIEW OF HR DIVISION
4 HUMAN RESOURCES MANAGEMENT
human resource management involves all management decision and practices that directly affect
or influence the people, or human resources, who work for the organization. in modern year,
amplified concentration has been devoted to how organization manage human resources. this
augmented focus comes from the comprehension that an organization’s employees facilitate an
organization to attain its goals and the management of these human resources is vital to an
organization’s success
human resources (HR) managers take on a verity of roles. including recruitment and rotational of
quality employees. supporting collaboration .managing conflict and even working with leaders to
set company goals, “human resources management is the practice of supporting and managing
employees through every suspect of their jobs, from recruitment and hiring to pro fissional
development and retirement benefits”
4.1 Function Of HR
 STAFFING
 TRAINING AND DEVLOPMENT
 MOTIVATION
 MAINTENANCE.
BY DOING ALL THEIS FUNCTION HRM COMPLETE ITS JOB.
A.1) STAFFING:-
Activities In HRM Concerned With Seeking And Hiring Employees Is Staffing. A Company Needs
A Well-Defined Reason For Needing Individuals Who Presses Specific Skills, Knowledge And
Abilities To Specify The Job. Employees Referrals Can Produce The Best Applicants For two
Reason. First, Current Employees Screen Applicants Before Referring Them. Second, Current
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Employees Believe That Their Reputation With The Firm Will Be Reflected In The Candidates
That They Recommend.
Recruiting Is The Initial Step Of Staffing. Recruiting Is The Process Of Locating, Identifying, And
Attracting Capable Employees. Many Companies Are Finding New Employees On The World
Wide Web. The Source That Is Used Should Reflect The Local Labor Market, The Type Or Level
Of Position, And The Size Of The Organization. Now The Second Step Of Staffing, That Is
Strategic HR planning. For the a company plans strategically changes in the company. Third step
is selection. This process is attracting qualified applicators and discouraging the unqualified
applicants. By this a company can get its desired employees of requirement. It has dual focus,
attempting thin out the large set of application that arrived during the recruiting phase and to
select an applicant who will be successful on the job.
To Achieve This Goal, Company Can Use A Variety Of Steps. The Employees Who Are Able To
Do All The Steps And Ensure Good Performance Thy Get The Job. HRM Must Communicate A
Variety Of Information To The Applicants, Such As The Organization Culture.
Under The Selection Process There Are Some Steps:

( Diagram 1.1 )
The Company Can Use These To

Select The Employers.
With This Process Their Staffing
Job Is Done. The Completed
Process Ends The Staffing
Factions.
A.2 ) TRAINING AND

DEVELOPMENT:-
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Training Is One Of The Important Activities Of Human Resources Management. In The Training
Process Companies Try To Motivate And Train Employees In A Manner So That They Can Work
More Effectively In The Future. Under The Training Process There Are Some Steps They Are
Given Below:
 Employee Orientation: Employee Orientation Provides New Employee With The Basic
Background Information They Need To Perform Their Jobs Satisfactorily. Companies
Arrange An Orientation Program For The Employees.
In An Orientation Program The Employees Should Feel-
 Feel Welcome
 Understand The Organization In A Broad Sense
 Be Clear About What The Firm Expects In Terms Of Work And Behavior
 Begin The Process Of Socialization
 EMPLOYEE TRAINING:
THERE IS SOME PRCESS, METHOD AND TECHNIQUES OF EMPLOYEE
TRAINING.A COMPANY FOLLOWS THE ALL THE STEPS OF TRAINIG TO
PROVIDE THE EMPLOYEES A GOOD LOOK ON THEIR WORK.
 Career Development:
THE CAREER DEVLOPMENT STAGE IS GIVEN BELOW
Pre Transition: Is Simply Looking For A Job And Preparing Oneself For A Career.
Transition: An Individual Is Already Having A Job And Developing Oneself For Future career Or
Moving To Another Career.
Preferred Area: An Individual Prefers A Specific Sector Of The Career.
Early Stage: First 1-5 Years Of Career Is Called Early Career.
Mid Career: 5-20 Years After The Career Start.
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Late Career: Late Career Starts After 20 Years Of Job Life.
Retirement: And Finally After Completing The Stages Of Career And Individual Decides To
Retired.
A.3) MOTIVATION:-
Motivation is inspire people to work, individuals in such as to produce best results. It is the
willingness to exert high level of effort towards organizational goals, conditioned by the efforts’
and ability to satisfy some individual needs.
An important part of the retention of staff, reducing staff turnover and minimizing absenteeism at
work is ensuring that staff are properly motivated. The wage should be increased, the facilities
should be insured and social security should be confirmed. These are the types of common
motivational ways.
Staff motivation is the cornerstone of open, flexible and caring management culture, which the
Government aims to establish through HRM.
To put it into practice, “open” means not only to listen to staff suggestions and opinions, but also
to empower staff, accost their constructive criticisms and use their suggestions.
To be “flexible”, we may need to change the traditional ways of doing things. As far as staff
motivation is concerned, the biggest challenge perhaps is to stop focusing on problems and the
guilty party (police behavior) and start looking for those responsible for things gone right (coach
behavior).
“Caring” calls for a human leader who would give emotional support to individuals and at the
some time attend to the overall needs of team members- which include treating them all in a fair
and impartial manner.
Today’s employees want a respect that can be seen as involvedness in decision that will affect
them. Listening to the employee is a way of motivation. All adapted employee with up-to-date
skills, knowledge and abilities, exerting high energy levels.
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A.4) MAINTENANCE OF EMPLOYEES:-
To maintain the employees of a company must look after employee-
 Health and safety:

Fore employees health and safety HR policy to need to be very clear to all staff so that they
feel to work here. They can put their attention and productivity properly towards the task.
 Communication:
The communication between the employees and top level management should be clear and
transparent. There should no gap between top level management and low level
management.
 Employee’s relation:
Employees should be committed to their companies and the companies also should
understand the needs and wants of the employees. In some companies employees and
labors create labor union for better relationship among the workers and employees.
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HRM In Varroc Industry
4.2 Units In HR Division:

There are three units in Human Resource Division of varroc group
 HR Staffing
 HR Operation
 Training & Development.
A.1) HR Staffing:
The Staffing Process- Putting The Right People In The Right Positions At The Right Times-Is One
Of The Most Critical Tasks Any Organization Faces. The Quality Of The Work Performed Can Be
Only As High As The Capabilities Of The People Performing It.
Three Officers Are Working In Hr Staffing Unit. They Perform The Following Activities-
I. Recruitment
II. Selection
III. Leave Management
IV. Personal Profile Management.
I. Recruitment:
Recruitment Is The Process By Which A Firm Finds Its Employees, Are Perhaps The Most Critical
Tasks Any Organization Faces. Without The Right People, No Firm Can Function Effectively. For
A Recruitment Program To Be Successful, Managers Should Cooperate With The Human
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Resources Staff To Define Needs And Predict Vacancies. This Recruiting May Be Done By
Internal Or External.
Types Of Recruitment:
There Are Two Types Of Recruitment In This Organization. They Are:
1. Internal Recruitment
2. External Recruitment.
 For Internal Recruitment:

The Principal Methods Are-
 Job Posting
 Use Of Computerized Skills Inventories
 Referrals From Other Departments
 For External Recruitment:

Organizations Rely On-
 Advertisements
 Public Or Private Placement Agencies
 Field Recruiting
 Including Campus Recruiting
II. Selection:
The Critical Criteria In This Regard Are Job Relatedness, Reliability, And Viability. For Selection
Of Candidates Following Things Are Considered.
 Appearance
 Attitudes
 Knowledge
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 Personal Ability & Mental Ability

 Physical Ability
 Qualification
 Communication Skill
 Job Knowledge (For Lateral Entry)
III. Leave Management:

Leave Is Earned By Duty. Leave Cannot Be Claimed As A Matter Of Right, And Leave Admissible
Under The Service Rule Of Varroc Group Management Ltd. May Be Granted By The Managing
Director Or His Authorized Person, Who May Refuse Leave, Grant Leave For A Shorter Period
Than Applied For, Revoke Leave Of Any Description And Recall An Employee Before The Expiry
Of The Leave.
IV. Personal Profile Management:

They Maintain Employees Personal Profile With Hardcopy Of Documents For Example: CV, NID,
Educational Certificates And Other Necessary Documents
A.2) HR Operations:-
Hr Operations Unit Mainly Work In The Area Of Short Term And Long-Term Benefits Of The
Employees Of Varroc Group, Like Salary, Bonus, Provident Fund, Gratuity, Super Annulations
Fund, Etc.
 Monthly Salary Disbursement

 Preparation And Disbursement Of Festival Bonus And Performance Bones
 Employees Final Settlement.
 Submission Of Various Salary Related Mis Report To The Management & Regulatory Bodies.
 Work As System Admin In Hr Department
 Assist In Appraisal Management
 Investment With The Gratuity And Pf Fund
 Employee Tax Processing, Etc
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A.3) Training & Development:
 Steps of training program
A typical training program can be classified into 5 steps
1 Need Analysis
2 Instruction Design
3 Validation
4 Implementation
5 Evaluation and Follow-up.
1. Need Analysis:
 Identify The Specific Job Performance Skills Needed To Improve Performance And
Productivity.
 Analyze The Skills And Needs Of The Prospective Trainees And To Develop Specific
Measurable Knowledge To Perform Their Job.
 To Ensure That The Program Will Be Suited To The Trainees Specific Levels Of Education,
Experience And Skills.
 Use Study Report To Develop Specific Measurable Knowledge And Performance Objective
 Technique To Identify Training Needs:

Task Analysis And Performance Analysis Are Two Main Techniques For Identifying Training
Needs.
 Task analysis:
The First Step In Training Is To Determine What Training, If Any, Is Required. The Main Task In
Assessing The Training Needs Of New Employees Is To Determine What The Job Entails And
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Break It Down Into Subtasks, Each Of Which Is Then Taught To The New Employee. So, Task
Analysis Is A Detailed Study Of A Job To Identify Skills Required So That An Appropriate
Training Program May Be Instituted.
Task Analysis form contains six types of information-
 Task list
 How often performed
 Quantity, Quality Standards
 Performance Conditions
 Skills Required
 Where best learned
 Performance Analysis:
Verifying That There Is A Performance Deficiency And Determining Whether That Deficiency
Should Be Rectified Through Training Or Some Other Means (Such As Transferring The
Employee)
2. Instructional Design:
Gather Instructional Objectives, Methods, Media, Description Of And Sequence Of Content,
Examples, Exercise And Activities. Make Sure All Materials Such As Video Scripts, Leader’s
Guides And Participant’s Workbooks, Complement Each Other Are Written Clearly And Blend
Into Unified Training Geared Directly To The Stated Learning Objectives. Carefully And
Professionally Handle All Program Elements Whether Reproduced On Paper, Film Or Tape To
Guarantee And Effectiveness.
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3. Validation:
Introduce And Validate The Training Program Before It Presented To The Trainee.
4. Implementation:
When Applicable Boost Success Of Training Workshop Focuses On Presentation Knowledge And
Skills In Addition To Training Content.
5. Evaluation And Follow-Up:

Asses Program Success- According To-
 Reaction: Document The Learner’s Immediate Reactions To The Training.
 Learning: Use Feedback Devices Or Pre And Post Tests To Measure What Learners Have
Actually Learned.
 Behavior: Note Supervisor’s Reactions To Learner’s Performance Following Completion Of

The Training. This Is One Way To The Degree To Which Learners Apply New Skills And
Knowledge To Their Jobs.
 Results: Determine The Level Of Improvement In Job Performance And Assess Needed
Maintenance
 Setting Training Objective

After Training Needs Have Been Analyzed, Concrete And Measurable Training Objectives Should
Be Set. Objectives Specify That What The Trainee Should Be Able To Accomplish After
Successfully Completing The Training Program.
 Techniques Of Training Program:

After Determine Employees Training Needs, Set Training Objectives And Designed The Program,
The Training Program Can Be Implemented. Most Popular Training Techniques Are:
 On The Job Training
 Off The Job Training
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 On the job training:

On The Job Training Is Like Having A Person Learns A Job By Actually Performing It. Virtually
Every Employee, From Mailroom Clerk To Company President Gets Some On The Job Training
When He Or She Joined The Firm.
A Useful Step By Step Job Instruction Approach For Giving A New Employee On The Job
Training Is As Follows-
1. Preparation of learner
2. Presentation of the operation
3. Performance tryout
4. Follow-up
On The Job Training Has Several Advantages:
1. It Is Relatively Inexpensive
2. Trainees Learn While They Working
3. There Is No Need Of Class-Room, Programmed Learning Devices
4. Trainees Learn Actually Doing The Job
5. Get Quick Feedback About The Correctness Of Their Performance.
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4.3 Important Qualities:-
1. Communication skills
2. Decision-making skills
3. Interpersonal skills
4. Leadership skills
5. Organization skills.
1. Communication skills:
Human Resources Managers Need Strong Speaking, Writing, And Listening Skills To Give
Presentations And Direct Their Staff.
2. Decision-Making Skills:
Human Resources Manager Must Have Be Able To Balance The Strengths And
Weaknesses Of Different Option And Decide The Course Of Action.
3. Interpersonal Skills:
Human Resources Managers Regularly Interact With People. Such As To Collaborate On
Teams. And Must Develop Working Relationship With Their Colleagues.
4. Leadership Skills:
Human Resources Managers Must Coordinate Work Activities And Ensure That Staff
Complete The Duties And Responsibilities Of Their Department.
5. Organizational Skills:
Human Resources Managers Must Able To Prioritize Tasks And Manage Several Project At
Once.
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4.4 HRM Salary In Varroc:-
Average Varroc Group Assistant Manager-HR Salary In India Is Rs.9.5 Lakhs For Employees
With Experience Between 8 Years To 9 Years. Assistant Manager-HR Salary At Varroc Group
Range Between Rs. 8.5 Lakhs To Rs. 10 Lakhs. Salary Estimates Are Based On 6 Salaries
Received From Various Employees Of Varroc Group.
( Figure 1.2 HRM Salary )

Avg. Salary (in lakhs)
YEARS OF EXPERIENCE
10.5
10
9.5
8.5
7.5
8 to 9 years 9 to 10 years 15+ years
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4.5 What Does an HR Organization and Team Structure Look like?
These changes mean that HR departments play a more strategic role within an organization, and
that manager and director-level HR roles are interacting with the CEO, CFO or COO of the
company. Structure of HR departments depend on the size of your organization, your industry and
the speed of change within your industry, and whether or not the responsibilities of HR are sourced
internally or externally.
Regardless of the size of your organization, at a very basic level, the most effective way of
organizing the structure of an HR team is to have individuals (or teams) that each specialize on key
human resource functions. So for instance, one person or team focuses on training and
development, another on issues that involve monetary transactions (salaries, compensation,
benefits and so on), and another that deals with compliance and employee and labor relations.
Ultimately the teams that form the structure of your HR department will be determined by the
business needs of your company.
Starting with the head of a company’s HR department, we should clarify that what this role is and
who this person reports to varies widely, most frequently based on the size of the company or the
bandwidth of internally sourced HR responsibilities versus externally sourced tasks. The HR
leader is not always on the executive team or considered the company board’s peer, yet they are
responsible for reporting to the CEO as a trusted partner of the executive team. At some
companies, this is where the supporting role of the Human Resources Business Partner
(HRBP) comes in. HR business partners have clients within the organization and provide
resources focusing on the missions and objectives set forth by the organization. There is much less
focus on compliance and administration and an organization with HRBPs typically has an HR
shared services team or central department to support policy development and enforcement,
benefits, and compensation.
This type of organization within the HR department occurs mainly within large companies. But
that does not mean that a small one can benefit from it. Companies to which HR services can be
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outsourced, which are highly specialized, can cover all the needs that a small or medium-sized
company may require.
( Diagram 1.2 )
Structure Of HRM In Large Company.
 Chief Human Resources Officer (CHRO): Focuses on the strategy of human capital and how
HR programs grow revenue and the organization for the broad and often global organization
and for the longer term. Reports to company CEO.
 Vice President of HR: Works with the executive team on business objectives. They view
financial documents and work to understand how programs and services drive revenue.
Focused on business metrics, reporting, and analytics. Reports to the CHRO.
 Chief Diversity Officer: Focuses solely on employee and candidate diversity and inclusion.
This position in Fortune 500 companies and within the tech industry often reports directly to
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the CEO. Sometimes this role is also referred to as Vice President of Diversity and could also
report directly to the CHRO depending on a company’s organizational structure.
 HR Business Partner (HRBP): A consultative position that provides resources and builds
relationships while focusing on the missions and objectives of the organization. This person is
seen as an operational and more strategic resource for the region or area in which they support
and often specializes in a specific area of need for the company. Larger companies often have
multiple HRBPs supporting specific functions within human resources.
 Recruiting Director: Reports to VP of HR and is the senior leader for hiring and recruiting. A
decision maker responsible for budgeting, allocation, and strategy planning with senior
leadership on the subject of talent acquisition and recruitment.
 HR Director: Responsible for annual budgets and decisions on buying software, systems and
negotiating benefits for the company. This role is less focused on compliance and policy and
more on driving results for the organization related to human capital.
 Compensation and Benefits Manager: This role is responsible for managing benefit plans
including health insurance, life insurance, dental, vision, 401(k) plans, and other programs like
employee assistance programs and tuition reimbursement.
 HR Specialist: Focused on administration, payroll, and other administrative tasks, as well as

employee orientation, training, and pre-screen interviewing. May specialize in employee
relations, program management, project management, and compliance, among other areas.
Large companies will typically have multiple HR Specialists for these areas.
 HR Generalist: A broad role that can include handling benefits, compensation, recruiting and
employee relations, as well as location forecasting and budgeting, recruiting and interviewing,
compliance and overseeing EEOC investigations and claims.
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 Human Resource Information Specialist (HRIS): Oversees and maintains HR and recruiting
technologies. The HRIS is familiar with recruiting and HR processes but is highly technical
and interfaces directly with the information technology department. Depending on the size of
the company, multiple HRIS positions that focus on specialty areas like data management and
security, technology development and HROS support.
 Recruiter: Specializes in the hiring and selection for open requisitions that the organization is
hiring for from job seekers who applied for a position through a career site and applicant
tracking system. Most commonly works with candidates and hiring managers. Large
companies may have a team of recruiters dedication to specific lines of business or regions.
 Recruiting Coordinator: An administrative position, this role reports to lead or senior

recruiters and is responsible for a wide variety of recruiting tasks like candidate outreach,
campaign coordination and execution, as well as maintaining ATS data and reports.
 HR Coordinator: Files and maintains reports, processes payroll, schedules interviews, plans
and organizes events, handles inter-office communication. In a large company, this role is
typically held by multiple individuals focusing on recruitment marketing, email outreach, or
internal resourcing.
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4.6 HRM Group In Varroc:-
Tarang jain (MD)

Kavita Kulkarni (CHRO)
Satish p. Mande Kedar D. Ambikar Hiten momaya

Head- HR DY. General manager-HR HR Specialist-L&D
Aditi Gupta Akhilesh Singh Sengar Narayan Ramachandra

Trainar-L&D (consultant) Head-TA,TM.
Jayanti B. Shankar Mohnish B. Shankar Kalaiselvi Ganapathi

Lead C&B /MIS. Lead-OD/MIS. Lead- OD/Corporat
Arjun T. Jain Ramesh P. Menon Tharuvai R. Srinivasan

President- Electrical Head-BU. HR Group CFO
Veepasa S. Kulkarni Prasad S. Shinde Rohini T. shedage

Head-BU. HR Lead- payroll audit sup. HR Specialist-recruitment
Mahesh V. Balgi Sudam V. Jadhav Sonam Yanchen

Deputy General Manager Head-BU. HR Lead-compus relation
Vinod khode
Group chif IT Officer
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CHAPTER- 5
CONCLUSION
After completing this project, I could be able to understand much more about the human resource
management. this knowledge will help me to establish myself in the corporate world after
completing my academic session. Student were exposed to different learning methodologies which
made possible for them to approach a particular concept in number of ways.
From the above discussion it can conclude such a way that since human resources management is
a continuously practicing issue so it plays a significant role on organization overall performance. If
an organization wants to gain full benefit from human resource management it should follow all
the sections of HRM. it is no surprise that companies and organizations face significant challenges
in developing energized and engaged workforces. In fact, the true potential of an organization can
only be realized when the productivity level of all individuals and teams are fully aligned,
committed and energized to successfully accomplish the goals of the organization. Thus, the
objective of every company should be to improve the desire of employees to stay in the
relationship they have with the company.
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BIBLIOGRAPHY
Website:
http://WWW.varroc.com
http://WWW.wikipedia.com
http://WWW.workology.com
http://WWW.coursehero.com
http://WWW.maryville.edu
http://WWW.varroclighting.com
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Sangamesh Supekar (project report) BBA 3 YEAR

Business Administration (Dr. Babasaheb Ambedkar Marathwada University)

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DR. BABASAHEB AMBEDKAR MARATHWADA

DEPARTMENT OF MANAGEMENT SCIENCE.

ANALYTICAL STUDY OF MANAGEMENT IN HR MANAGEMENT ON

B.B.A. IIIrd YEAR ( VIth SEM.)

UNDER THE GUIDANCE OF

DR. VIKRANT PANCHAL

S.B.E.S. COLLEGE OF ART’S AND COMMERCE AURANGABAD

DURING ACADEMIC YEAR

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I SANGAMESH BALKRUSHNA SUPEKAR the under

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This To Certify That Report Of The Project Submitted Is The Outcome

Name – Dr. Vikrant Panchal

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This Project Report Was Undertaken For The Fulfillment Of BBA 3 rd

Sangamesh Balkrushna Supekar

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Sr. No.. Title Page No.

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1. INTRODUCTION OF THE REPORT:-

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1.1 NEED OF THE STUDY:-

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1.2 SCOPE OF THE STUDY :-

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1.3 OBJECTIVE OF THE STUDY:-

 To Present A Profile Of Varroc Organization Structure Etc.,

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First And Of A Review Of The Literature On Analytical Study Of Management On Human

Human Resource Management Is Considered To Be The Most Important Factor That

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NAME OF TNE COMPANY : VARROC GROUP. PVT.LTD.

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In 2001, Varroc Expanded Its Development Capabilities By Collaborating With Mitsuba

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3.1 ORGANIZATION JOURNEY:-

ACQUIRED 50% STAKE IN VARROC TYC CORPORATION BVI ( CHINA )

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MOROCCO AND BRAZIL FACILITIES STARTED IN FEBRUARY /MARCH 2019.

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THEIR VISION STATEMENT IS - TO BE AN INR 200 BILLION SUPPLIER OF INNOVATIVE

SOLUTIONS FOR TRANSPORTATION AND ALLIED INDUSTRIES

1. CORE BUSINESS SECTORS TO BE EXTERIOR LIGHTING AND TOW- WHEELERS MOBILITY

2. TO BE A PARTNER OF CHOICE FOR VISION , MOBILITY AND EMISSION TECHNOLOGIES

3. TO BE THE FASTEST GROWING PLAYER IN OUR CORE SECTOR

4. TO BE IN LEADERSHIP POSITION IN BOTH OUR CORE BUSINESS SECTORS .

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QUALITY AND COST COMPETITIVE SOLUTIONS :

1. BY DELIVERING CUSTOMIZED SOLUTION WITH SUPERIOR SERVICES

2. WITH SPEED , AGILITY AND CREATIVITY

3. AND FOSTERING AN ENVIRONMENT THAT EMPOWERS EMPLOYEES AND ENCOURAGES

THE PURSUIT OF EXCELLENCE .

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3.4 BOARD OF DIRECTORS

TARANG JAIN GAUTAM KHANDELWAL MARC

MD & CHAIRMAN INDEPENDENT DIRECTOR INDEPENDENT

VIJAYA SAMPATH VINISH KATHURIA ROHIT