HUMAN RESOURCE MANAGEMENT

MINI
PROJECT

INZAMAM ASIF .A
RA2352001040216
MBA “D” SECTION
TABLE OF CONTENTS
PERSONAL DETAILS

NAME OF THE COMPANY

DESINGNATION

HISTORY OF THE COMPANY

HR POLICY

HR DEPARTMENT STUCTURE

STEPS IN PRELIMINARY REPORT

COMPONENTS OF COMPENSATION

PERFORMACE APPRAISAL

CYCLE OF PERFORMANCE APPRAISAL

PROMOTIONS AND IT'S BASIS

CONCLUSIONS AND OTHER OBSERVATIONS

 PERSONAL DETAILS

Full Name : Zoya Begum .A

Age : 24

Place : Perambur

Education : MBA

Desingnation : Service Manager

Experience : 2 Years

NAME OF THE COMPANY:

HISTORY OF THE COMPANY

1893: Royal Enfield is established in Redditch, Worcestershire, England, by R.W. Smith as a manufacturer of
bicycles.

1901: The company begins producing motorcycles, fitted with Minerva engines.

1914-1918: Royal Enfield supplies motorcycles to the British armed forces during World War I.

1932: The iconic Royal Enfield Bullet is introduced, powered by a single-cylinder four-stroke engine.

1939-1945: Royal Enfield plays a crucial role in World War II by supplying motorcycles to the British military.

1949: The Indian government purchases the tools, machinery, and trademark of Royal Enfield. Production
begins in India.

1955: The original British Royal Enfield company goes into receivership, marking the end of motorcycle
manufacturing in England.

1955-1971: Royal Enfield India continues production, establishing itself as a prominent motorcycle
manufacturer in the country.

1986: The Indian government privatizes Royal Enfield India, and it is acquired by the Eicher Group.
1994: Enfield India Limited merges with Eicher Motors Limited, forming Royal Enfield Motors Limited.

2006: Siddhartha Lal becomes the CEO of Eicher Motors and begins a transformation of Royal Enfield,
focusing on modernization and global expansion.

2008: The Classic series of motorcycles is launched, combining classic design with modern technology.

2016: The Royal Enfield Himalayan, an adventure touring motorcycle, is introduced, designed for rugged
terrain.

2018: Royal Enfield opens its first overseas manufacturing facility in Oragadam, Chennai, to cater to growing
demand and expand international presence.

2019: The Interceptor 650 and Continental GT 650, powered by twin-cylinder engines, are launched, marking
Royal Enfield's entry into the middleweight motorcycle segment.

2020: Royal Enfield celebrates its 120th anniversary, reaffirming its status as one of the oldest motorcycle
brands in the world.

This timeline highlights Royal Enfield's

evolution from its beginnings in
England to its prominent position as an
iconic motorcycle manufacturer in
India and beyond. Throughout its
history, Royal Enfield has remained true
to its heritage while embracing
innovation and modernization

HISTORY OF
THE COMPANY

The company operates manufacturing plants in Chennai in India. The first Royal Enfield
motorcycle was built in 1901 by The Enfield Cycle Company of Redditch, Worcestershire,
England, which was responsible for the design and original production of the Royal Enfield
Bullet, the longest-lived motorcycle design in history.
HR POLICY OF

As of my last update in January 2022, specific details of Royal Enfield's HR policy were
not publicly available. However, I can provide a general overview of what such a policy
might encompass based on industry standards and best practices

1. Recruitment and Selection: This aspect of the HR policy would likely outline the
procedures for hiring, including job postings, candidate sourcing, screening,
interviewing, and selection criteria. It may also detail the company's commitment to
diversity and equal opportunity employment.

2. Compensation and Benefits: Royal Enfield's HR policy likely includes guidelines on

salary structures, performance-based incentives, bonuses, and benefits such as
health insurance, retirement plans, and employee discounts on company products.

3. Performance Management: The HR policy would likely outline procedures for

setting performance goals, conducting regular performance evaluations, providing
feedback, and addressing performance issues through coaching, training, or
disciplinary measures.
 4. Training and Development: This
section would likely cover the
company's approach to employee
training and development, including
onboarding programs for new hires,
ongoing skills development, leadership
training, and opportunities for career
advancement.

5. Employee Relations: Royal Enfield's

HR policy may include guidelines for
fostering a positive work environment,
promoting teamwork and collaboration,
resolving conflicts, and addressing
employee grievances through fair and
transparent processes.

6. Code of Conduct and Ethics : The HR policy would likely outline the company's
expectations regarding employee conduct, professionalism, integrity, confidentiality, and
compliance with relevant laws, regulations, and company policies.

7. Health and Safety: This aspect of the HR policy would focus on ensuring a safe and healthy
work environment for all employees, including protocols for workplace safety, health
initiatives, and emergency procedures.

8. Employee Well-being: Royal Enfield's HR policy may include initiatives to support employee
well-being, such as employee assistance programs, wellness initiatives, and work-life balance
policies.

9. Employee Separation : Procedures for voluntary and involuntary employee separations,

including resignation, termination, retirement, and handling of final payments and
documentation.

It's important to note that the specific details of Royal Enfield's HR policy may vary based on
factors such as company culture, industry norms, legal requirements, and organizational
priorities. For the most accurate and up-to-date information on Royal Enfield's HR policy,
individuals would need to consult internal company documentation or reach out to HR
representatives within the organization.
HR DEPARTMENT
STUCTURE
1. HR Leadership: At the top of the HR department would likely be the Chief Human Resources
Officer (CHRO) or Vice President of Human Resources, who oversees all HR functions and strategies.

2. HR Business Partners: HR Business Partners work closely with specific business units or
departments within Royal Enfield. They serve as a liaison between the HR department and the
business, aligning HR initiatives with the company's overall objectives and providing strategic HR
support and guidance.

3. Talent Acquisition: This team is responsible for recruiting and hiring new employees. It includes
recruiters, sourcers, and coordinators who manage the end-to-end recruitment process, from
sourcing candidates to onboarding new hires.

4. Employee Relations: The Employee Relations team focuses on maintaining positive relationships
between the company and its employees. They handle employee grievances, mediate conflicts, and
ensure compliance with labor laws and company policies.
 5. Compensation and Benefits: This
team manages employee compensation,
including salary structures, bonuses,
incentives, and benefits such as health
insurance, retirement plans, and other
perks. They may also conduct
benchmarking studies to ensure the
company's compensation packages
remain competitive.

6. Learning and Development: The

Learning and Development team is
responsible for employee training and
development initiatives. They design
and deliver training programs, identify
skill gaps, and support employee career
development and advancement

7. HR Analytics: HR Analytics
professionals collect and analyze HR
data to provide insights that support
data-driven decision-making within the
HR department and across the
organization. They may be involved in
workforce planning, talent analytics,
and predictive modeling.

Royal Enfield's HR department may

differ based on factors such as
company size, organizational culture,
and business priorities.
 THE COMPONENTS OF
COMPENSATION FOR A SERVICE
MANAGER AT ROYAL ENFIELD
1. Base Salary: This is the fixed amount of
money paid to the Service Manager on a
regular basis, usually monthly. It forms the
core of the compensation package and is
determined based on factors such as the
manager's experience, skills, and the
company's salary structure. Let's assume a
base salary of 60,000 per year.

2. Performance Bonus/Incentives: Service Managers may be eligible for performance-based

bonuses or incentives tied to achieving specific targets, such as customer satisfaction ratings,
service revenue targets, or cost-saving initiatives. This component can vary greatly depending
on individual and departmental performance. For example, let's assume a performance bonus of
up to 10% of the base salary, depending on performance. So, it could range from 0 to 6,000 per
year

3. Benefits and Allowances: Royal Enfield

typically provides various benefits and
allowances to its employees, including
health insurance, retirement plans (such as
a 401(k) match), paid time off (vacation, sick
leave), and possibly other allowances like
vehicle allowance or mobile phone
reimbursement. The value of these benefits
can vary widely depending on the specific
offerings and the employee's individual
selections. Let's assume an additional
$10,000 per year for benefits and
allowances.

4. Long-Term Incentives : Depending on the company's policy, seniority, and performance, Service
Managers may be eligible for long-term incentives such as stock options, restricted stock units
(RSUs), or performance-based equity grants. The value of these incentives can vary significantly and
may not be applicable to all employees.
 COMPONENTS OF
COMPENSATION
Base Salary: 60,000 per year
Performance Bonus: Up to 10% of base salary, ranging from 0 to 6,000 per year (assuming
average performance)
Benefits and Allowances: 10,000 per year

Total Compensation:
Base Salary: 60,000
Performance Bonus (assuming average performance):3,000
Benefits and Allowances: 10,000

Total Compensation: 60,000 (Base Salary) + 3,000 (Performance Bonus) + 10,000 (Benefits
and Allowances) = 73,000 per year
PERFORMACE APPRAISAL
Performance appraisal for a Service Manager at
Royal Enfield would typically involve assessing
various aspects of their job performance to provide
feedback, identify areas of strength and
improvement, and align their goals with
organizational objectives. Here's a general
framework for conducting a performance appraisal
for a Service Manager:

KEY PERFORMANCE AREAS:

Customer Satisfaction: Evaluate the manager's
effectiveness in ensuring high levels of customer
satisfaction by managing service quality,
addressing customer complaints, and enhancing
the overall service experience.
Service Operations: Assess the manager's ability to
efficiently manage service operations, including
workshop management, service scheduling, spare
parts management, and resource allocation.
Team Management: Evaluate the manager's
leadership skills in motivating and managing a team
of service technicians, ensuring productivity,
teamwork, and adherence to safety standards.

FEEDBACK AND COACHING

Provide constructive feedback based on performance metrics, highlighting areas of achievement
and areas needing improvement.
Offer coaching and support to address performance gaps, develop skills, and enhance
competencies required for success in the role.
Set clear and measurable performance goals for the upcoming appraisal period, aligned with
organizational objectives and the manager's career development aspirations.

By following this structured approach to performance appraisal, Royal Enfield can effectively
evaluate and recognize the contributions of its Service Managers while fostering a culture of
accountability, continuous improvement, and employee development within the organization.
 CYCLE OF
PERFORMANCE APPRAISAL
PERFORMANCE METRICS
Customer Satisfaction Scores: Review customer
feedback, surveys, and ratings to gauge
satisfaction levels and identify areas for
improvement.
Service Turnaround Time: Monitor the average time
taken to complete service jobs and ensure timely
delivery to customers.
Service Revenue: Track service revenue, including
service package sales, spare parts sales, and labor
charges, to assess the manager's contribution to
revenue targets.
Employee Engagement: Conduct employee surveys
or assessments to evaluate team morale,
satisfaction levels, and engagement with the
manager's leadership.
Compliance Audits: Perform audits or inspections
to assess compliance with company policies, safety
regulations, and quality standards.

PERFORMANCE RATING
- Evaluate the manager's overall performance based on the key performance areas and metrics
assessed during the appraisal process.
- Assign a performance rating (e.g., on a scale of 1 to 5) indicating the level of achievement and
competency demonstrated by the manager.
- Use the performance rating to determine salary adjustments, bonuses, promotions, or other
recognition and developmental opportunities.
 PERFORMANCE
OVERVIEW
Promotions for a Service Manager at Royal Enfield, or any organization, typically depend on
several factors that demonstrate the manager's readiness for increased responsibilities and
higher-level roles within the company. Here are some common basis for promotions for a
Service Manager:

1. Performance Excellence: Consistently achieving or

exceeding performance targets and demonstrating
exceptional performance in key performance areas
such as customer satisfaction, service quality, revenue
generation, and team management.

2. Leadership Skills: Demonstrating strong leadership

qualities, including effective communication, team
building, decision-making, problem-solving, and the
ability to motivate and develop a high-performing
service team.

3. Technical Competence: Maintaining a high level of

technical competence and expertise in service
operations, diagnostics, repair procedures, and industry
best practices, ensuring the efficient and effective
delivery of service to customers.

4. Customer Focus: Exhibiting a strong customer-

centric approach by prioritizing customer needs,
resolving issues promptly, building strong customer
relationships, and delivering exceptional service
experiences to enhance customer satisfaction and
loyalty
 PROMOTIONS FOR A
SERVICE MANAGER
Promotions for a Service Manager at Royal Enfield could involve advancement to higher-level
positions within the service department or broader organizational roles. Here's a typical
progression of promotions for a Service Manager:

1. Senior Service Manager:

This promotion typically involves recognition of the manager's experience, leadership,
and contributions to the service department.
As a Senior Service Manager, the individual may take on additional responsibilities such
as overseeing multiple service locations, leading strategic initiatives, and mentoring
junior managers.

2. Regional Service Manager:

A Regional Service Manager oversees service operations for a specific geographic
region or territory.
Responsibilities may include managing service centers, dealerships, and service teams
within the region, ensuring consistency in service standards, and driving performance
across multiple locations.

3. Service Director:
As a Service Director, the individual assumes a higher-level leadership role within the
service department, reporting directly to the head of the service division or senior
management.
Responsibilities may include setting strategic direction for the service department,
developing service policies and procedures, overseeing budgeting and resource
allocation, and driving service excellence across the organization.

4. Head of Service or Service Vice President:

This promotion represents a significant advancement in the manager's career, with
responsibility for leading the entire service division within Royal Enfield.
The Head of Service or Service Vice President oversees all aspects of service operations,
sets the strategic vision for service, collaborates with other departments to achieve
company goals, and drives innovation and continuous improvement in service delivery

Promotions are typically based on the manager's performance, leadership capabilities,

potential for growth, and alignment with organizational goals. Opportunities for
advancement may also be influenced by factors such as organizational structure, industry
trends, and individual career aspirations. Regular performance evaluations, career
development discussions, and succession planning processes can help identify high-
potential candidates for promotion and provide opportunities for career progression
within the company.
CONCLUSION
In conclusion, Royal Enfield Motor Works has demonstrated a commitment to effective
HR management, leveraging strategies that prioritize employee engagement, talent
acquisition, and retention. The company's emphasis on fostering a culture of innovation
and inclusivity has contributed to its success in attracting top talent and maintaining high
levels of employee satisfaction.

Moving forward, Royal Enfield Motor Works could further enhance its HR practices by
implementing initiatives aimed at professional development and career advancement
opportunities for its workforce. This could include tailored training programs, mentorship
schemes, and leadership development initiatives to empower employees and nurture
future leaders within the organization.

Additionally, investing in technologies such as HR analytics and automation can

streamline HR processes, improve decision-making, and enhance the overall employee
experience. By continuously evaluating and refining its HR strategies, Royal Enfield Motor
Works can ensure its continued success in a competitive market landscape while
nurturing a thriving and motivated workforce.

SOURCES
Royal Enfield Official Website. (https://www.royalenfield.com/)
https://www.royalenfield.com/in/en/our-world/since-1901/

Magazine from the Royal Enfield Showroom

Employees who work in the showroom and Service Center