Dokumen - Tips A Study On HR Practices and Performance Appraisal

A
PROJECT REPORT
On
Study of HR Practices & Process of Performance Appraisal
With special reference to
ADITYA BIRLA GROUP

GRASIM INDUSTRIES
R.M.C Division
Head Office - MUMBAI
Submitted To
TILAK MAHARASHTRA UNIVERSITY, PUNE
Submitted by
SATISH PRAKASH GOYAL
MBA- H.R
(2007-2009)
INSTITUTE OF BUSINESS STUDIES & RESEARCH
IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 1

Table of Contents
CHAPTER NO. TITLES PAGE NO.

1 Acknowledgement 3
2 Executive Summary 8
3 Company Profile 9
4 Organizational Chart 16
5 Introduction 18
6 About the project 20

Recruitment 22
Selection 25
Performance Appraisal 28
Training & Development 34
Talent Management 40
Job Analysis 42
Organisation Structure 47
Human Resource Information System 51
Company Philosophy 56
Exit Interview 58
7 Learnings 65
8 Observations & Findings 66
9 Recommendations 67
10 Nomenclatures and Abbreviations 68
11 Limitations & Bibliography 69
12 Annexure 71

Acknowledgement
The success and final outcome of this project required a lot of guidance and assistance from many
people and I am extremely fortunate to have got this all along the completion of my project work.
Whatever I have done is only due to such guidance and assistance and I would not forget to thank
them.
I would want to convey my heartfelt gratitude to Dr Smita Singh, my mentor, for her invaluable
advice and assistance in completing my project on the topic “Study of HR practices and process of
performance appraisals”. She has been there to assist me every step of the way and enabled me to
accomplish my task effectively. I would also like to thank all of the other supporting personnel who
assisted me by supplying the equipment that was essential and vital, without which I would not have
been able to perform efficiently on this project.
Lastly, I would like to express my gratitude to my family and friends for their unwavering support
and encouragement throughout my internship. Their love, encouragement, and motivation have been
a source of strength for me to strive for excellence in my work.
Thank you all once again for your invaluable support and guidance
Riya Tripathi

CERTIFICATE
This is to certify that Ms. Riya Tripathu, a student of B. Com 6 th Semester has done her Minor
project under my guidance as a part of B. Com programme of Lucknow University.
She did a good job and her performance is appreciated.
Date:
Signature
Dr Smita Singh
LBSGCM

DECLARATION
I Riya Tripathi, student of B.com , Lal Bahadur Shastri Girls College Of Management,
Lucknow University, for the completion of my academics have done the report, titled as
“Study of HR Practices & Process of Performance Appraisal” uniquely prepared by me under
the supervision of Dr. Smita Singh.
The data and facts provided in the report are authentic to the best of my knowledge.
Date________
Riya Tripathi
Signature:

 Once you have created a job, define the number of positions required the enterprise.
 Jobs are not staffed by employees. That is the role of positions. If more than one person must
perform jobs, more than one position must be created to meet this requirement.
A position inherits the job’s tasks, and can also be assigned its own additional tasks.
 Positions can be 100% staffed, partially staffed, or vacant.
 When we define a position as vacant, the system prompts us to define the period for which the
position will be vacant There will be a central authority that will be designated to declare
vacancies and make them available for Recruitment (both internal and external). Positions can
fall vacant due to reassignment or Separation as well. Such positions become unoccupied and
not vacant. Vacancy is thus a declared feature for a position.
A chief position is a position designated as the leader of a particular organizational unit.
 By matching the requirements of a position and the qualifications of the employees, we will be
able to do career planning for employees and succession planning for positions.
 A profile matching reports can also be run to review the results of how an existing employee or
an applicant fares against the requirements of a position.

5. Organizational Structure
Using the basic object types – constructs of relationships is built to mirror the business edifices and
processes. By assigning object characteristics, validations, requirements etc, we can capture
complex organizational realities with relative ease.
Process Flow:
 Before creating all of the other necessary objects and relationships, the user must first create a
root organizational unit. Once one organizational unit has been created, it is recommended to
create the appropriate organizational units below it.
 Jobs may be created after an organizational unit exists in the model.
 You can assign cost centers to organizational units and Positions.

Inputs:
Organization chart
 Root org unit
 Additional Org units
 Jobs if Required
 Positions
 Details to where the positions need to be mapped.
 Position Details like Position Type, Position Sub Type, Department, and Sub department.
Every organization has its organizational structure. According to this every employee has some
specific work. The work also depends upon their levels. As per their levels in different departments
they will have to do their work.
In RMC business, there are different departments so as to organize the work efficiently and
effectively. These are:
 HR
 Marketing
 Technical
 Commercial and Accounts
 IT
 Key Accounts
 CRM
 Quality
As for different departments different works has been specified for the different levels of people. It
helps them to perform their work, which has been specified to him. For similar jobs also the work
of the employees’ has been structured properly, to avoid the repetition of the work with the other
employees. It helps in decrease the overlapping of the work.

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

The different designations given to the employees in UTCL (RMC Division) are given in the
following table.
Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff

6. Human Resource Information System
POORNATA, an ERP (People soft) implementation of Human Resource practices has been
introduced in UTCL to elevate HR processes to world class levels and standardize them across
Units and Businesses. This has resulted in single integrated HR-ERP for all management cadre
employees of the group. These automated HR Processes will also aid in faster, efficient, timely and
accurate data availability to Management for decision-making.
UTCL’s People Soft Enterprise Performance Management (EPM) enables it to achieve world-class
performance by aligning the right information and resources to strategic objectives. People Soft
EPM offers performance management solutions for every budget and every phase of the
management cycle, helping its managers to formulate strategies for profitable growth, align
strategies with operational plans, and actively monitor day-to-day operations.
Poornata helps a lot in the different works of the organization. It helps in the following ways
 It helps in entry of all the database of all the employees.

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

Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata ID,
which helps the employees to know about the different policies of Organization.
 They can know these policies directly from the ERP system.
 As it done only through Online, there is no delay in getting different infomations.
 It also helps them to do the reporting to the concerned person.
 They can also fill their problems which they face during their work and send to their
departments.
In this way Poornata helps not only the managers but the employees also.
Poornata (ERP) helps UTCL in the following ways
Poornata helps in performing day to day roles.
Introduction – Poornata helps in creating and updating of the positions of the employees.
Each position will correspond to specific vacancy in the organization, have a specific headcount
defined for it and is also tied to the following specific attributes:
 Business unit
 Department
 Company
 Job code
 Location
 Regulatory Region
 Job Function
 Reporting to position (The position to which this particular position reports to)
 Career stages
Every time one or more of the above attributes change, the same have to be updated for the
position, or a new position may need to be created corresponding to the new combination of the
attributes.

Any individual who occupies a position will inherit the above-mentioned attributes of the position.
A position is thus specific and particular opening in the organization, as opposed to job codes,
which are more generic in nature. Job codes reflect the job points of the jobs across the
organization, whereas a position number reflects a specific job description in the organization.
 Poornata helps and gives hints and warns the user the important information he must know about
the Poornata system.
 It provides the additional information to assist the user & provide key information.
 It also tells the frequently asked questions with respect to hiring employees.
 It also shows the common error and warning messages that the user may get at the time of hiring.
It needs the information about regarding these:
Employee ID, Position Number, Job code (the job points of the employee), Company (The legal
entity to which an employee /department is attached.), The Business unit to which the employee
belongs to, Location (i.e. where the employee works), Department etc.
Following are the steps that will be used to maintain positions and department budgets
 Creating new positions

 Updating the information for existing positions as and when required
1. Creating a new position
A position corresponds to a specific vacancy in the organization. Hence a position should be

created in Poornata, only when a new vacancy has arisen in the organization, and the approval for
the same has been obtained offline.
Only after the offline approval has been obtained, should the position be created in the system, i.e.
only pre-approved positions should be entered in to the system.
2. Updating The information for existing positions

From time to time the user should update the information for an existing position.
Typical situations are when:
 The position attributes or the approved max headcount for the position has changed.
 The position no longer exists.
 Organizational Restructuring.
Direct Hire Process:
It helps in doing the directly hiring an employee by Poornata system.
Introduction: The direct hiring process involves an employee being directly added to the Poornata
system that is the situation where his information doesn’t exits as applicant in the Poornata system.
An employee on joining the group would fill up the joining check list and the related forms as per
the unit policy. The HR administrator would then hire him into the system by capturing his
relevant information with respect to his personal job compensation, qualifications and dependents’
information.
The hire action will be used to capture the event of the employee’s joining the organization. There
can be either of two reasons for hire:
 Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG
group directly.
 Joining the acquired company: This will reflect the situation where an employee had joined an
organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the data of those
employees from the non-management cadre moving into the management cadre who had originally
joined a company that was acquired by ABG.
The following information would be captured at the time of hiring the employee.

 Personal information – Name, address, NIN, DOB, gender marital status, religion / caste.
 Job related information related to hiring, his position a related details.
 Compensation information with respect to the break of his CTC
Recording personal actions for an employee
Introduction: Post hiring as the employee moves through the organization, there would be various
kinds of updation in the employee data. Broadly the processes that an employee could move
through in the course of his life cycle in the organization comprise:
 Probation, followed by confirmation.

 Promotion
 Pay rate change
 Transfer
 Resignation
 Termination
 Separation /Retirement

8. Compensation Philosophy of the company-
It is an outcome of what the Organization would like to pay for, which is determined by external
and internal factors. All the processes are aligned to reinforce the philosophy. The company views
compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company)
but also they are concerned about overall employee well being though they may not put any
monetary value on items like Scholarships, Club membership, Retirement benefit, Health and
Accident coverage.
The Group’s approach towards various aspects of compensation focuses on:
• Pay for performance (Variable Pay)
 Rewards stretch performance which is linked to business, team and individual results
• Compensation increase
 Pay for the job

 Internal equity based on contribution to the organization
• External benchmarking
 Relevant industry segment and people market

 Parameters beyond compensation: head count/ level/ reporting
 Individual profile and performance
 To be market aware, not blindly follow market practices
• Compensation structure
 Tax efficient but compliant

 Common perk structure but varying amount

Three major terms used in the company’s compensation:
1. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paid
on monthly / annual basis. This includes base salary, all perks and reimbursements and retrials
such as PF, Gratuity and Superannuation.
2. Variable Pay: This is the variable component, payout of which is contingent on Business,
Unit/Zone and Individual performance. Targets for the year will be fixed and communicated at the
beginning of every performance year
3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.
CTC is decided based on designation, qualification and experience. Basic is around 42% of fixed
cost without housing. Perks and allowances are fixed as per the designations. Variable pay based
on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance amount is
paid as special allowance.

9. EXIT INTERVIEWS
An exit interview is simply a conversation between a departing employee (who is leaving the
company either voluntarily or involuntarily) and a representative from the organization. The
interview can follow a structured format or be conducted on an informal basis; written
questionnaires can even be used in place of a face-to-face meeting. Whichever format is used, exit
interviews are generally documented.
Traditionally, exit interviews are conducted with employees leaving an organization. The purpose
of the interview is to provide feedback on why employees are leaving, what they liked or didn’t
like about their employment and what areas of the organization they feel need improvement. Exit
interviews are one of the most widely used methods of gathering employee feedback, along with
employee satisfaction surveys.
Benefits of Exit Interview
Exit interviews can be a win-win situation for both the organization and the leaver. The
organization gets to retain a portion of the leaver’s knowledge and make it available to others,
while the leaver gets to articulate their unique contributions to the organization and to ‘leave their
mark’.
Exit interviews offer a fleeting opportunity to find out information that otherwise might be more
difficult or impossible to obtain. The exit interview is an important learning tool for employers.
When properly conducted, the interview provides the employer with the opportunity to:
 Discuss and clarify the reasons for the termination

 Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused vacation,
conversion or continuation of benefits, terms of a severance package, unemployment insurance,
etc.)
 Explain company policies relating to departing employees (e.g., trade secret confidentiality,
restrictive covenants or non-compete agreements, the possibility of future re-employment,
freelance or contract work, the provision of references to prospective employers, etc.)

 Ensure the return of keys, security cards, and company property
 Obtain information about improper or questionable management practices connected with the
employee's termination
 Obtain information about a supervisor's management skills
 Obtain information about how effectively a department operates
 Obtain feedback about employees' opinions and attitudes about the company
 Resolve or defuse any remaining disputes with the exiting employee
 Protect itself against subsequent charges that the employee was forced to resign (i.e.,
constructive discharge)
UTCL is doing this interview. Because it knows “Learn of potential changes in policies and
practices that may make the company more competitive (e.g., compensation and benefits packages,
flexible work arrangements).

EXPOSURE TO OTHER KEY HR OPERATIONS
 Approval of loans.
 Expense related issues.
 Clearance certificates.
 Local conveyance.
 Exit interview form.
 Application form.
 Joining formalities.
 Making joining letters.
 Maintaining personal files with updated details.
 Verifying Mediclaims.

Comparison of HR Practices With the MASLOW’S theory-
MASLOW’S NEED HIERACHY THEORY
Explanation:-
According to Maslow “Human beings have wants & desires which can influence their behavior.
Only unsatisfied needs can influence behavior, satisfied needs do not act as motivators. Since
needs are many, they are arranged in the order of their importance, or hierarchy from the basic to
complex.”

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

 Employees’ concern for salary
 Basic working conditions.
 E.g.-In workers level it is providing the basic needs (e.g. through wages), which are required for
them.
 It gives all hygienic factors to the workers (better working environment). It’s also providing
uniforms & shoes, so that they will get satisfied at their working place and get motivated to work
efficiently.
 It’s not only providing the physiological needs at working level but at employees’ level also.
Safety Needs-
Once physiological needs are met, another set of motives, called safety or security needs, become
motivators. The primary motivating force here is to ensure a reasonable degree of continuity,
order, structure, & predictability in one’s environment.
In UTCL security needs means the factors like

 Job security,
 Salary increments,
 Safe working conditions etc.
It also satisfy the safety needs of employees include
 Group insurance,
 Provident fund, gratuity,

 Safe working conditions,
 Grievance procedure,
 System of seniority to govern lay-off etc.
It’s definitely provides job securities to its employees because once employee get in to the
organization, the chances of retrenchment is very less till the employee has not done any thing
misconduct. Because of these reasons employees can satisfy their safety needs. That is the reason
for low attrition in the organization.
Belonging & Love Needs -

The belonging & Love needs constitute the third level in the hierarchy of needs. These needs arise
when physiological & safety needs are satisfied.
In UTCL the work groups are very co-operative.

 There present the peer acceptance,
 Professional friendship &
 Friendly supervision in the organization.
 Here the managers also encourage informal group.
So there is completely a friendly working environment.

That’s why employees are very friendly.
Self-Esteem Needs-
Next in Maslow’s hierarchy is esteem or egoistic needs.
In the work place of UTCL, self-esteem needs are;

 Job title, merit pay,
 Peer/supervisory recognition,
 Challenging works,
 Responsibility etc.
The Group fulfils these needs by giving
 Challenging work assignments,

 Performance appraisals,
 Performance recognition,
 Involving employees in goal setting & decision making.
In this way UTCL satisfies the self-esteem needs of employees.
Self-Actualization Needs-
Finally if all the above four levels’ needs are satisfied, the needs for self-actualization comes. The
employees who are in the highest position in UTCL are comes under these needs like:
1.V.P.,
2.President,
3.GM etc.
4. All top level employees.
They are getting all types of facilities like mobile, medical, education, conveyance allowances
etc.So they are in the position that they are satisfied with all the needs. Now they are helping their
juniors for the betterment of the organization. All the five needs of Maslow’s hierarchy are
fulfilled by UTCL. So the employees are getting motivated and performing efficiently in the
organization, which impacts directly on the success of UTCL group. That’s why the attrition rate is
less in the organization, which is one of the reason for the success of the companies.

KEY LEARNINGS FROM THE PROJECT
 Firstly it was a very good experience to work and learn with a world class for two months as it
was my first step into the corporate world.
 When I saw my senior people doing each & every kind of work I came to know how much
important is each & every work. Maintaining files in systematic manner with each & every detail
is very important, if not done it hinders the work whenever these are required for reference in
medical claim formalities, appraisal etc.
 As I worked with the employees of HR department in the organization during the project they
shared their experience and learnings with me, which was a very good opportunity I got during my
project.
 I learned different HR Policies of the organization which were unknown to me before entering to
the corporate world.
 I also learned how much the values and culture of the organization impacts the employees
productivity. Like here the Seniors were approachable in nature, I felt an open culture.
 Many a times I felt people are not open to new ideas and they are resistant to change.
 I have gained some learning from every individual working here; it might be in terms of
knowledge, skills, behavior or personal traits etc.
 I have learned many small, minute things by observations, being in the HR department for 2
months, which could not be learnt simply by reading books theoretically. The practical experience
was totally different.
 I have also learnt that a HR person should be very polite, soft spoken & good in handling people.
Co-ordination with all departments is very necessary especially with Finance Department.

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

RECOMMENDATIONS
 The company should give the compensation as per to the skills, so that the employees could
do the efficient work.
 Organizations must enhance work force motivation to improve productivity. Workers must
be encouraged and motivated to develop a customer satisfaction mind set.
 Organizations need to empower their workers by allowing them greater autonomy and
control and to design jobs that are more stimulating. This will enhance the personal
productivity.
 Interdependency of different departments should be well studied, co-ordinated for effective

output.
 Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new vacancies.
 Goal Setting programs undertaken with schedule to find potential prospective employees
for higher posts, giving training, discussing the on job responsibilities.
 The employee goals are well studied and structured. The Key Related Areas are properly
designed & clearly mentioned to employees.

NOMENCLATURE AND ABBRIVIATION
1. UTCL: - Ultratech Cement Ltd.

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

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

 BIBILIOGRAPHY:
References:
Websites:
www.adityabirla.com
www.bizhrguide.com
www.grasim.com
Text Books:
STEPHENS ROBBINS
C.B.MAMORIA & S.V.GANKAR
Personnel Management
Himalaya Publication

ANNEXURE-1
Process of Performance Appraisal
Employee Evaluation at Managerial Level
Mr.X , Div., Desig.

ABG Performance Doc.:07/01/2007 – 06/31/2008
Section-1 –JOB PURPOSE
RMC (Zonal Head,Karnataka)
Description:
 To achieve market growth for both Birla Ready Mix & Ultra Tech Concrete.
 Ensure achievement of both sales & credit targets, optimizing of resources.
 Develop/ harmonize team operations of plant / marketing for achieving customer satisfaction &
maximum output.
 Focus on future commercial / dedicated expansions.
Section –2 –KRA
KRA No.1 SALES & MARKET SHARE

 Description: To achieve the Sales Targets as per Budget with increase in market
share. KRA No.2 CREDIT CONTROL
 Description: Reduction of critical o/s , Reducing no. of days.
KRA No.3 OPTIMIZATION OF RESOURCES

 Description: Optimising Manpower resources to generate maximum output.
KRA No.4 CUSTOMER SATISFACTION
 Description: Ensuring customer satisfaction
KRA No.5 MARKET EXPANSION
 Description: Market expansion for commercial & dedicated plants.
KRA No.6- STATUTORY COMPLIANCES
 Description: Ensuring operation of plants with all legal compliances.
Section-3- EMPLOYEE GOALS
Goal 1: Supports KRA No.1 Weight-20%

1.Description: To achieve the Sales Targets as per
Budget.
2. Measurement: Actual sales achieved every month compared with targeted volumes.
3.Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, loss
due to strike.
Rating: Exceeds-110-117%
Goal 2 : Supports KRA No.1 Weight-5%

1.Description: Achieve & retain market share as per sales target.
2.Measurement: To be monitored monthly via-a-vis budget.
3. Comments: Market share improved from last year 19% to this year 23% despite construction
industry showing trends of slow down.
Rating: Far exceeds Expectation>120%
Goal 3: Supports KRA No.2 Weight : 10%

1.Description: Credit control

2. Measurement: Monitor the same every month for number of days & reduction in critical.
Outstanding as compared to the budget.
3. Comments: Critical outstanding reduced from 179 lacs to 156 lacs.All major
accounts reconciled.
Rating: Exceeds Expectation>120%
Goal 4: Supports KRA No.3 Weight:20%

1.Description: Optimising manpower resources, maximizing output forpumps/plant.
2.Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum ;output &
harmonious operations etc.
3.Comments: Harmonius operation was ensured by timely requirement
& in house training.
Rating: Exceeds>110-117%
Goal 5: Supports KRA No.4. Weight:10%

1.Description: Ensure Customer Satisfaction
2.Measurement: Feedback from Customers.
3.Comments: Mobile testing facility started at Banglore.
Feedback from customers obtained & periodically analysed.
Rating: Far Exceeds Expectation>120%
Goal 6: Supports KRA No.5. Weight:10%

1.Description: Market expansion for commercial & dedicated plants.
2.Measurement: As per expansion plans based on market potential.
3.Comments: Market expansion in Manglore and Mysore achieved with in two months of
commercial production achieved market share of 25%.

Goal 7: Supports KRA No.6. Weight: 15%
1.Description: Ensure operation of plants with all legal compliances.
Safety norms followed in all plants.
2.Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff & workers.
3.Comments: Training programs/Demos conducted in all plants.
Section 4 – Employee Mid Year Review Comments-
Description:
 To achieve sales target as per budget : Against budgeted target of 282000 cu.m achieved 263000
cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.
 Achieve & Retain market share: Market share of 22% achieved. Improvement of 3% onYOY
basis.
 Credit Control: No. of days o/s reduced from 38days to 27days.
 Optimisation of Resources: with in 2 months of operation.
 Ensure customer satisfaction: Mobile concrete Training facility introduced.
 Market Expansion through dedicated plants: 1captive plant started & successfully running.
 Ensuring legal compliances: All legal compliances are met.
Major Challenges:
Creating differentiation in product & services to enhance brand premium.

Manager’s COMMENTS –
 Sales target impacted due to 18 days strike, otherwise would have achieved.
 BLK project plant, a good initiative.
 Cr control has significantly improved but still more needs to be done & focused into.
 New products to be pushed & new plants have been well established.
Section 5- VALUES
Values
Commitment
Passion
Seamlessness
Speed
Section 6- EMPLOYEE COMMENTS
Section 7- Training Needs
Section 8- Career Aspiration
ANNEXURE-2

ANNEXURE- 3
EMPLOYEE REFERRAL APPLICATION FORM

(RMC DIVISION)
E Code No:
Employee Name:
Department:
Location:
Contact Details:
Position Referred For: Location:
Referred Candidate’s Name:
I hereby declare that I know the above candidate personally/professionally and he is willing to
join RMC business of ABG if found suitable and offer given to him as per his satisfaction.
Signature of the Employee Signature of HR

Date:

Annexure- 4
TRANSFER REQUEST FORM
NAME OF TRANSFEREE
POSITION
DESIGNATION / JOB BAND
EMPLOYEE CODE
PRESENT LOCATION
PRESENT DEPARTMENT
PRESENT SUPERIOR
(NAME & POSITION)
FUNCTIONAL HEAD
LOCATION ON TRANSFER
NEW POSITION
NEW DEPARTMENT
DATE OF TRANSFER
NEW SUPERIOR (NAME &

POSITION)
NEW FUNCTIONAL HEAD
NEW ZONE
Zonal / Functional Head Zonal / Functional Head (Transferee)
(Transferor)

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A

With special reference to

ADITYA BIRLA GROUP

TILAK MAHARASHTRA UNIVERSITY, PUNE

INSTITUTE OF BUSINESS STUDIES & RESEARCH

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 1

CHAPTER NO. TITLES PAGE NO.

6 About the project 20

8 Observations & Findings 66

10 Nomenclatures and Abbreviations 68

11 Limitations & Bibliography 69

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 2

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IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 5

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IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 12

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

Poornata also helps the employees in this way,

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 13

Poornata (ERP) helps UTCL in the following ways

Poornata helps in performing day to day roles.

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 14

It needs the information about regarding these:

 Creating new positions

1. Creating a new position

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

2. Updating The information for existing positions

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 15

Typical situations are when:

Direct Hire Process:

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

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 16

Recording personal actions for an employee

 Probation, followed by confirmation.

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 17

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

• Pay for performance (Variable Pay)

 Pay for the job

 Relevant industry segment and people market

 Tax efficient but compliant

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 18

3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 19

Benefits of Exit Interview

 Discuss and clarify the reasons for the termination

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 20

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IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 22

MASLOW’S NEED HIERACHY THEORY

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 23

In UTCL physiological needs are represented by

In UTCL security needs means the factors like

IBSAR Navi Mumbai (satishpgoyal@yahoo.co.in) Page 24

Belonging & Love Needs -

In UTCL the work groups are very co-operative.