HR Policy at Renault

EXECUTIVE SUMMARY   established in 1899. The Group Renault is a French multinational automobile manufacturer  established company produces a range of cars and vans, and in the past has manufactured trucks, tractors, tanks, buses/coaches and autorail and autorail vehicles.

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Accord According ing to the rgani!ati rgani!ation on "nternationa "nternationall des #onstructeu #onstructeurs rs d$Automob d$Automobiles iles,, in %&1' (enault )as the eleventh biggest automaker in the )orld by )orld  by production volume, )ith *&.*+ of sales sales comi coming ng outs outsid idee of uro urope pe..- The (enaulti (enaultissan ssan Alliance Alliance is the fourth fourth0la 0large rgest st automotive group ead2uartered in 3oulogne03illancourt, 3oulogne03illancourt, near 4aris, the (enault group is made up of the namesake (enault mar2ue and subsidiaries,  Automobile 5acia from 5acia from (omania, and (enault (enault 6amsung 6amsung 7otors 7otors from from 6outh 6outh orea. orea.-(enaul (enaultt has a '.+ '.+ contro controlli lling ng stake stake in issan in issan of  of :apan, a ';+ indirectly0o)n indirectly0o)ned ed stake in Avto  A>  of >ermany ?since %&1%, (enault manufactures engines for the 5aimler$s 7ercedes A #lass and 3 #lass cars@. (enault also o)ns subsidiaries (#" 3an2ue ?automotive financing@, (enault (etail >roup ?automotive distribution@ and 7otrio ?automotive parts@. (enault

has

various

oint

ventures,

including  yak0(enault ?Turkey@,  yak0(enault ?Turkey@, (enault

4ars ?"ran@. 4ars ?"ran@. #arlos >hosn is >hosn is the current current chairman chairman and #. The French government government o)ns a 19.;'+ share of (enault as a s of April %&1*. (enault Trucks, previously Trucks,  previously kno)n as (enault erm >erman an agric agricul ultu tura rall e2uipment manufacturer  #CAA6 in  #CAA6 in %&&8. The survey involved gathering )ide information about about the company, company, its products, customer  customer  satisfaction and impact of various competitive firms on the company. From the information collected, various aspects )ere identified )here the company needs to focus more to improve the efficiency of marketing team of (enault Automotive. The research )as conducted through collection of primary and secondary data. 6econdary data )as collected through visiting various )eb sites, automobile maga!ines and other  reliable sources. 4rimary data )as

collected through a )ell0framed 2uestionnaire, of 

)hich later a detailed analysis )as done using using various statistical ".T. ".T. tools like like 76 Dord Dord and and 76 Ecel.

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n the basis, the secondary data analysis and the eEtensive analysis of the primary data, data, interp interpret retatio ations ns )ere dra) dra)n n for the 2uesti 2uestions ons

and concl conclusio usion n is dra)n. dra)n.

#ertain #ertain

suggestions are also dra)n from the analysis to help. (enault Automotive to increase its market share in commercial passenger segment and 74
INTRODUCTION OF AUTOMOBILE INDUSTRY

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(ena (e naul ultt i issa ssan n Aut utom omot otiv ivee "n "ndi diaa 4r 4riv ivat atee Ci Cimi mited ted ha have ve th thei eirr ma manu nufac factu turin ring g pl plan antt in ragadam ragad am near #hennai. #hennai. Th Thee pla plant nt has a cap capaci acity ty of && &&,&& ,&&& & veh vehicl icles es per annum. annum. Th Thee capacity is divided e2ually bet)een Renault bet)een  Renault India Private Limited  and Nissan  and Nissan Motor India  Private Limited . (enault is constructing a small car po)ered by an 8&&cc engine, to compete )ith 7aruti 6u!uki$s Alto, Alto, yun yundai dai "ndia$s on and #hev #hevrolet$s rolet$s 6park, in the segment, that makes up for about &0*+ of "ndia$s car market. (A"4C has achieved production target of  *, &&,&&& lakhs vehicle in the month of ctober %&1' in the short span of & months after  start of prod production uction. (A"4C is one of the most profitable companies )hich adopt :apanese manufacturing policy of >3A A(. The company )orks on the style of maEimum  productivity )ith minimum resources. 3ut, in due course this manufacturing strategy sometimes someti mes frustrates its emplo employees. yees. The small car is likely to be rolled out from the (enault  issan Alliance plant in #hennai #hennai and to hit the market in %&101*. "n August August %&1*, (A"4C (A"4C put put on hold its plans invest ₹*&&& #r. #r. in "ndia due to non0payment non0payment of "nvestment 4romotion 6ubsidies ?"46@ promised by Tamil adu. The company claimed that it yet to receive a refund of 1,9&1 #r and 8%% #r for f or "46 and input
Industr per!or"an#e $n %&'()'* Renault Ind$a +,t- Ltd  is a )holly )holly o)ned subsidiary subsidiary of (enault 6.A., 6.A., France and currently

offers seven models in the "ndian market the premium sedans 6cala and the Fluence Fluence,, the luEury luEury 6G< oleos oleos,,   the the 6G< 6G< 5uster , the the comp compact act 74< 74< Codgy Codgy,, the premi premium um compact compact car, 4ulse and the latest budget car, )id )id.. (enault "ndia also eEports the 5uster to a gro)ing number of right0hand drive markets. (enault cars are manufactured at the manufacturing facility located in ragadam, #hennai #hennai,, )ith a capacity of 8&,&&& units pa )ith ' shifts per day.

Year %&'(

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•

(enault reaches landmark of 1&&,&&& cars on "ndian roads in less than ' years of  operation in "ndia.

Year %&'* •

Cooking to make its mark in the hatchback segment, (enault "ndia on Thursday % 6eptember %&1* launched the )id at a starting price of (s %.*H lakh ?eE0sho)room 5elhi@. The most eEpensive variant of the car costs (s '.*' lakh?eE0sho)room@. The (enault )id has better features than any of its competitors. I9-

The )id, based on the #7F0A platform, measures ',H;9 mm in length, 1,*;9 mm in )idth, 1,;8 mm in height and %,%% mm in )heelbase. "t has a ground clearance of 18& mm and a fuel tank capacity of %8 litre. Features seen on the top0end variant include po)er steering, A#, front po)er )indo)s, fog lights, keyless entry and central locking, a ;0inch touchscreen 7edia A< system )ith 3luetooth, G63, AGJ0in, AGJ0in, an optional driver airbag and some design customi!ations. An updated version of the 5uster is launched in ctober %&1*.

.ISTORY OF RENAULT AUTOMOTIVE 4|Page

Found$n/ and earl ears 0'1213'2'14

Lou$s Renault $n '2&5

The (enault #orporation )as founded in 1899 as Societies Renault Frères by Couis (enault and his brothers 7arcel and Fern and. Couis )as a bright, aspiring young engineer  )ho had already designed and built several prototypes before teaming up )ith his brothers, )ho had honed their business skills )orking for their father$s teEtile firm. Dhile Couis handled design and production, 7arcel and Fernand managed the business. The first (enault car, the (enault
19&1
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"n 19&', (enault began to manufacture its o)n enginesK until then it had purchased them from 5e 5ion03outon. The first maor volume sale came in 19&* )hen 6ocieties des Automobiles de 4lace bought (enault A>1 cars to establish a fleet of taEis. These vehicles )ere later used by the French military to transport troops during Dorld Dar " )hich earned them the nickname LTaEi de la 7arne.L 3y 19&;, a significant percentage Condon and 4aris taEis had been built by (enault. (enault )as also the best0selling foreign brand in e) Mork   in 19&; and 19&8. "n 19&8 the company produced ',*;* units, becoming the country$s largest car manufacturer. The brothers recognised the value of publicity that participation in motor racing could generate for their vehicles. (enault made itself kno)n through succeeding in the first city0to0 city races held in 6)it!erland, producing rapid sales gro)th. 3oth Couis and 7arcel raced company vehicles, but 7arcel )as killed in an accident during the 19&' 4aris07adrid race. Although Couis

never raced

again, his

company remained very involved,

including Ferenc6!is! )inning the first >rand 4riE motor racingevent in a (enault A  9&#< in 19&H. Couis took full control of the company as the only remaining brother in 19&H )hen Fernand retired for health reasons. Fernand died in 19&9 and Couis became the sole o)ner, renaming the company Société des Automobiles Renault  ?(enault Automobile #ompany@ (enault fostered its reputation for innovation from very early on. At the time, cars )ere luEury items. The price of the smallest (enaults at the time )as '&&& francsK an amount e2ual to ten years pays for the average )orker. "n 19&* the company introduced mass0production techni2ues and Taylors in 191'. (enault manufactured buses and commercial cargo vehicles in the pre0)ar years. The first real commercial truck   from the company )as introduced in 19&H. 5uring Dorld Dar ", it  branched out into ammunition, military aircraft engines. ?The first (olls0(oyce aircraft

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engines )ere (enault <8 units@ and vehicles such as the revolutionary (enault FT tank . The company$s military designs )ere so successful that Couis )as a)arded the Cegion of  onor   for his company$s contributions. The company eEported engines to American auto manufacturers for use in such automobiles as the >:>, )hich used a (enault %H hp or & hp four0cylinder engines. Board o! D$re#tors

The company (enault issan Automotive "ndia 4rivate Cimited has the follo)ing list of  directors )ho are the elected members of the board of 5irectors for (enault issan Automotive "ndia 4rivate Cimited currently serving or have been directors in the past. The company "dentification umber or #" of (enault issan Automotive "ndia 4rivate Cimited is G'1&&tn%&&;ptc&;'&&%. The complete list of directors of (enault issan Automotive "ndia 4rivate Cimited is

Col$n Moore Ma#donald has served as 7anaging 5irector for (enault issan Automotive

"ndia 4rivate Cimited. The appointment date of #olin 7oore 7acdonald is on 1//%&1*. The 5" or 5irector "dentification umber of #olin 7oore 7acdonald is ;1&;%.

C6r$st$an Claude Dau,a$s has served as Additional 5irector for (enault issan Automotive

"ndia 4rivate Cimited. The appointment date of #hristian #laude 5auvais is on H/11/%&1*. The 5" or 5irector "dentification umber of #hristian #laude 5auvais is ;''*&&.

D$re#tors Stru#ture !or Renault N$ssan Auto"ot$,e Ind$a +r$,ate L$"$ted

All companies large and small have directors and 5irector is the first level in the eEecutive hierarchy of a corporate like (enault issan Automotive "ndia 4rivate Cimited. The directory structure, may have designations such as 5irectors, "ndependent 5irectors, Additional 5irector, Associate 5irectors, 7anaging 5irectors, Eecutive 5irectors, on0Eecutive 5irectors or Finance 5irectors etc.

S6are.old$n/ deta$ls

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#olin 7oore 7acdonald, #hristian #laude 5auvais, may or may not hold shares )ithin (enault issan Automotive "ndia 4rivate Cimited based upon (enault issan Automotive "ndia 4rivate Cimited$s shareholding policy as )ell as (enault issan Automotive "ndia 4rivate Cimited$s registration type )ith (egistrar of #ompanies, "ndia and each individual capacity.

A7ARDS 8|Page

35  " T(AT"AC 5 <C47T  ADA(56 7uch of the outstanding )ork of the development sector goes unrecogni!ed and unnoticed. The 3ond "nternational 5evelopment A)ards seek to address this by celebrating the ama!ing humanitarian and development )ork of the 3ond net)ork. This is an eEciting opportunity to sho)case your )ork to a )ide and public audience and )e hope you feel motivated and inspired to enter. ntries to this yearNs a)ards are no) closed. "f you$ve entered, )e$ll be in touch by %& 6eptember to let you kno) if your submission has made it through to the %nd stage or not. The categories reflect and respond to important trends and challenges in international development. •

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•

•

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•

The Ca"pa$/n A8ard recogni!es campaigns that international development in ne) and unusual )ays.

engage

the

public

)ith

The Colla9orat$on A8ard recogni!es the importance of effective collaborations in finding ne) opportunities to tackling difficult issues. The .u"an$tar$an A8ard  recogni!es the unackno)ledged heroes )orking in the humanitarian field. The Inno,at$on A8ard sho)cases organi!ations, coalitions or initiatives that are taking inventive approaches as they chart a course through a compleE and changing eEternal environment. The Outstand$n/ Ind$,$dual A8ard seeks to find eEceptional people )ho have made a lasting contribution to international development. The Transparen# A8ard is for organi!ations at the cutting edge of > effectiveness and accountability.

For the %&1* a)ards, )e received over & entries covering a )ide spectrum of proects and this year )e hope to get even moreO The a)ards generated a lot of media coverage and eEcitement and entering could help to raise your profile in the sector and beyond. 7otivate your organi!ation to enter by reading about last year$s inspirational )inners. Mour  organi!ation must be a 3ond member to be eligible to enter.

.UMAN RESOURCE +OLICIES uman (esource 4olicies refers to principles and rules of conduct )hich Pformulate,

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redefine, break into details and decide a number of actionsQ that govern the relationship )ith employees in the attainment of the organi!ation obectives. ( 4olicies cover the follo)ing 1. 4olicy of hiring people )ith due respect to factors like reservations, seE, marital status, and the like. %. 4olicy on terms and conditions of employment0compensation policy and methods, hours of )ork, overtime, promotion, transfer, lay0off and the like. '. 4olicy )ith regard medical assistance0sickness benefits, 6" and company medical benefits. . 4olicy regarding housing, transport, uniform and allo)ances. *. 4olicy regarding training and development0need for, methods of, and fre2uency of training and development. H. 4olicy regarding industrial relations, trade0union recognition, collective  bargaining, grievance procedure, participative management and communication )ith )orkers.

FORMULATING +OLICIES

There are five principal sources for determining the content and meaning of policies 1. 4ast practice in the organi!ation. %. 4revailing practice in rival companies. '. Attitudes and philosophy of founders of the company as also its directors and the top management. . Attitudes and philosophy of middle and lo)er management. *. The kno)ledge and eEperience gained from handling countless personnel problems on day to day basis.

+RINCI+LES OF .R +OLICY 1. +r$n#$ple o! $nd$,$dual de,elop"ent to offer full and e2ual opportunities to every employee to reali!e his/her full potential.

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%. +r$n#$ple o! s#$ent$!$# sele#t$on to select the right person for the right ob.

'. +r$n#$ple o! !ree !lo8 o! #o""un$#at$on to keep all channels of  communication open and encourage up)ard, do)n)ard, hori!ontal, formal and informal communication. . +r$n#$ple o! part$#$pat$on to associate employee representatives at every level of  decision0making.

*. +r$n#$ple o! !a$r re"unerat$on to pay fair and e2uitable )ages and salaries commensuration )ith obs. H. +r$n#$ple o! $n#ent$,e to recogni!e and re)ard good performance.

;. +r$n#$ple o! d$/n$t o! la9our to treat every ob and every ob holder  )ith dignity and respect. 8. +r$n#$ple o! la9our "ana/e"ent #o)operat$on to promote cordial industrial relations.

9. +r$n#$ple o! tea" sp$r$t to promote co0operation and team spirit among employees. 1&. +r$n#$ple o! #ontr$9ut$on to nat$onal prosper$t to provide a higher  purpose of  )ork to all employees and to contribute to national prosperity.

BENEFITS OF .R +OLICIES rgani!ations should have personnel policies as they ensure the follo)ing benefits

a. The )ork involved in formulating policies re2uires that the management give deep

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thought to the basic needs of both the organi!ation and the employees. The management must eEamine its basic convictions as )ell as give full consideration to the prevailing practices in other organi!ations.

 b. stablished policies ensure consistent treatment of all personnel throughout the organi!ation. Favoritism and discrimination are, thereby, minimi!ed.

c. #ontinuity of action is assured even though top management personnel change. The # of a company may possess a very sound personnel management philosophy. e/she may carry the policies of the organi!ation in his/her head, and he she may apply them in an entirely fair manner. 3ut )hat happens )hen he/she retiresR The tenure of office of nay manager is finite. 3ut the organi!ation continues. 4olicies  promote stability.

d. 4olicies serve as a standard of performance. Actual results can be compared )ith the  policy to determine ho) )ell the members of the organi!ation are living upto the  professional intentions.

e. 6ound policies help build employee motivation and loyalty. This is especially true )here the policies reflect established principles of fair play and ustice and )here they help people gro) )ithin the organi!ation.

f.

6ound policies help resolve intrapersonal, interpersonal and intergroup conflicts.

RESEARC. MET.ODOLOGY

• • •

Resear#6 Des$/n Resear#6 +ro#ess Data #olle#t$on

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• •

Sa"ples s$:e O9;e#t$,e o! t6e stud

Resear#6 Met6odolo/

A research process consists of stages or steps that guide the proect from its conception through the final analysis, recommendations and ultimate actions. The research process  provides a systematic, planned approach to the research proect and ensures that all aspects of  the research proect are consistent )ith each other. (esearch studies evolve through a series of steps, each representing the ans)er to a key 2uestion. INTRODUCTION

This chapter aims to understand the research methodology establishing a frame)ork of  evaluation and revaluation of primary and secondary research. The techni2ues and concepts used during primary research in order to arrive at findingsK )hich are also dealt )ith and lead to a logical deduction to)ards the analysis and results. RESEARC. DESIGN

" propose to first conduct a intensive secondary research to understand the full impact and implication of the industry, to revie) and criti2ue the industry norms and reports, on )hich certain issues shall be selected, )hich " feel remain unans)ered or liable to change, this shall  be further taken up in the neEt stage of eEploratory research. This stage shall help me to restrict and select only the important 2uestion and issue, )hich inhabit gro)th and segmentation in the industry. The various tasks that " have undertaken in the research design process are  

5efining the information need 5esign the eEploratory, descriptive and causal research.

RESEARC. +ROCESS

The research process has four distinct yet interrelated steps for research analysis it has a logical and hierarchical ordering 

5etermination of information research problem.



5evelopment of appropriate research design.



Eecution of research design.

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

#ommunication of results.

ach step is vie)ed as a separate process that includes a combination of task, step and specific procedure. The steps undertake are logical, obective, systematic, reliable, valid, impersonal and ongoing.

EX+LORATORY RESEARC.

The method " used for eEploratory research )as  

4rimary 5ata 6econdary data

+RIMARY DATA

 e) data gathered to help solve the problem at hand. As compared to secondary data )hich is previously gathered data. An eEample is information gathered by a 2uestionnaire. Sualitative or 2uantitative data that are ne)ly collected in the course of research, #onsists

of

original information that comes

gathered

from

surveys,

from people and includes information

focus groups, independent observations and test results. 5ata

gathered by the researcher in the act of conducting research. This is contrasted to secondary data, )hich entails the use of data gathered by someone other  than the researcher information that is obtained directly from first0hand sources by means of  surveys, observation or eEperimentation. 4rimary data is basically collected by getting 2uestionnaire filled by the respondents. SECONDARY DATA

"nformation that already eEists some)here, having been collected for another purpose. 6ources include census reports, trade publications, and subscription services. There are t)o types of secondary data internal and eEternal secondary data. "nformation compiled inside or  outside the organi!ation for some purpose other than the current investigation (esearching information. Se#ondar sour#e o! data used #ons$sts o! 9oo
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7y proposal is to first conduct a intensive secondary research to understand the full impact and implication of the industry, to revie) and criti2ue the industry norms and reports, on )hich certain issues shall be selected, )hich " feel remain unans)ered or liable to change, this shall be further taken up in the neEt stage of eEploratory research. DESCRI+TIVE RESEARC.

6T46 in the descriptive research 6tatement of the problem 

"dentification of information needed to solve the problem



6election or development of instruments for gathering the information



"dentification of target population and determination of sampling 4lan.



5esign of procedure for information collection



#ollection of information



Analysis of information



>enerali!ations and/or predictions

DATA COLLECTION

5ata collection took place )ith the help of filling of 2uestionnaires. The 2uestionnaire a method has come to the more )idely used and economical means of data collection. The common factor in all varieties of

the 2uestionnaire method is this reliance on verbal

responses to 2uestions, )ritten

oral.

or

"

found it essential

to make

sure

the

2uestionnaire )as easy to read and understand to all spectrums of people in the sample. "t )as also important as researcher to respect the samples time and energy hence the 2uestionnaire )as designed in such a )ay, that its administration )ould not eEceed 0* mines. These 2uestionnaires )ere personally administered. The firsthand

information

)as

collected by

making the

employees

fill

the

2uestionnaires. The primary data collected by directly interacting )ith the people. The data )as collected by interacting )ith & customer and %& employeesN respondents )ho filled the 2uestionnaires and gave me the re2uired necessary information. SAM+LE SI=E

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ere, researcher has taken %& as the sample si!e.

OB>ECTIVES OF T.E STUDY The study has been under taken to analy!e the ( 4olicies to)ards all variant of (AGCT in 3agla, 7andi 4 )ith a special reference to the (AGCT motors, the other  O9;e#t$,es are?

1. To study the ( 4olicies of the company. %. To study the amendments made in the ( 4olicies of (enault Ctd. '. To incorporate the amendments in the base policy and prepare a final policy. . To design a ( 4olicy manual for the company )ith special emphasis on the P7anagerial 6ervice #onditionsQ. *. To kno) the mployees ( 4olicies in (enault Ctd.

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SCO+E OF T.E STUDY

 

The sample unit )as also %& respondents. o)ever, (enault Automobile sho)rooms are located in other places i.e. locally and even in the neighboring states. nly opinion of respondents of ercho)k ?7andi@ )as consider for finding out the opinions of respondents.



"n any organi!ation human resource is the most important asset.



As most of the companyNs overall performance depends on its employeeNs  performance )hich depends largely on the ( 4C"#"6 of the company. .



The core of the proect lies in analy!ing and assessing the #ompany and to design an ( 4C"#M manual for the #ompany.

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.R +OLICIES IN RENAULT .R +OLICY

A- Re#ru$t"ent pol$#

mployee (eference "ncentive (s 1*&& )ill be paid to employees )ho provide reference for manpo)er recruitment ?"f the reference manpo)er crosses the tenure of  ' months@.



The amount )ill be paid out to the employee )ho has given the reference after the completion of ' full )orking months by the ne) employee. The employee shall claim the amount in )riting to the (, the ( shall verify and for)ard application to  branch head  group ( for approval. nce approved the amount )ill be credited in neEt monthNs salary of the employee. #ategories? of employees that can be recruited @ included in this )ill be 6ales #onsultants, Teamleaders, A67Ns, 6ervice Advisors, Technicians, 3ack office staff. This incentive is applicable to all employees eEcept ( personnel / 3ranch 7anagers / 3ranch eads / >eneral 7anager and above grade.



6creening of prospects by respective ( department.



"ntervie)s to be clubbed together for multiple candidates to ensure availability of #luster ead.



Final intervie) to be conducted as a panel

 

6ales 6ales 7anager, #luster ead, and ( 6ervice 6ervice 7anager, #luster ead, and (.



"ntervie) assessment form to be signed by (, 67, and #luster ead.



"ntervie) assessment form to be accompanied by t)o references, reference check mandatory.



#andidate to fill in  submit documents, photograph, employee information sheet  prior to day of oining.



(ecruitment 4anel for the follo)ing roles in Tri city is being redefined.



6ales Function 6#, Team Ceader, A67, Accessory personnel, Finance, "nsurance 4ersonnel



3ack office Accounts, 54, #(, #(7



6ervice Function Advisor, Floor 6upervisor, :ob #ontroller, #otech, 6pares 7anager, 3ody shop "ncharge, Darranty "ncharge The panel for all of the above roles )ill be 7r. (avi :olly, #luster ead, 6ales / 6ervice Function ead  ( eEecutive.

The intervie)s shall be planned to accommodate maEimum candidates across functions by the ( eEecutives. For Tricity, All eEit intervie)s for the above role )ould be conducted by 7r. (avi :olly at Tricity. Accounts )ill not clear any dues of the employee till the eEit intervie) has been conducted. Eit intervie) sheet to be filled in. #luster head to study the eEit intervie) sheet. 4ost the evaluation by the #luster ead, the final eEit intervie) ?telephonically@ to be conducted by either 7r. (avi :olly or 7r.Aditya Arora for all employees rank on)ards TC in sales and 6ervice Advisor/6upervisor in 6ervice and 7anager grade for other functions. After  this the candidate can be relieved. mployee is supposed to provide a notice period of 1* days, only in the case of a 1* day notice period and clearance of outstanding and dues that the full and final settlement of the employee )ill take place. For 3ack office and Accounts personnel the notice period can be either '& or * days as per the role and re2uirement of the organi!ation. For #otechs in the service department for (enault, the defined notice period shall be H& days to ensure smooth handover and transition to ne) person.  Any incentive due on the date of resignation get lased and only salary for the )orking days shall be released to employees as full and final settlement subect to clearance of dues and the eEit B- Tra$n$n/ and de,elop"ent

"nduction program is provided to all fresherNs. "t is a program of 8 to 9 days.



3udget for in house training has to be approved by the cluster head )here the training is stationed. This budget includes lunch for all participants, tea, note pad, pen and any other specification given by trainer.



Cunch arrangement to be ensured for any trainee, e.g., sales, service, accounts, 54, etc



All ne) recruits to go through the 44T on 4adam >roup.

C- E"ploee Grade The follo)ing employee >rades are being defined. The employee shall be allocated any one of these grades depending on their designation and role.

". 6upport 6taff Dashing boys, 5rivers "". Eecutive """. 7anager Any employee )ith 7anager in their designation across all functions. "<. 6enior 7anager 6enior 7anager, >eneral 7anager <. Ceadership #luster eads, 6r. >7 A- In#ent$,e pol$#In#ent$,es !or Ne8 >o$ners?

The incentives for e) oiners )ill be calculated but disbursed as per belo) criteria For any employee oining bet)een %nd to 1*th of the month shall be entitled to *&+ incentive as calculated for the month. For any employee oining bet)een 1Hth to '&th or '1st, there shall be no incentive for that month. From neEt month on)ards it )ould be regular. This policy is not applicable for sales consultant as they are incentivi!ed on their individual efforts. For any employee )ho has resigned or has been relieved from his duties, "ncentive is null and void, including incentives not disbursed?prior months@ effective the date of resignation or  termination. i.e. o incentives shall be included in the full and final settlement of the employee. "t is the responsibility of the senior to ensure that the members of his/her team understand the incentive policies and )ork to)ards achieving the set targets and other 2uality parameters as defined in the incentive policy.

Sales $n#ent$,e pol$# $s standard !or all 9ran#6es-

(efer to the 6ales "ncentive document circulated for details of the incentive policy. 1. 6ales incentive is applicable for Target achievement of greater or e2ual to *&+.

%.

For #hevrolet Any 6# )ith siE months eEperience in the group )ill have minimum target of  cars. For (enault, for same eEperience of H months or more )ith the >roup, minimum target is  for 5uster team member, ' for on 5uster team members and  for those selling all cars.

'. "nsurance penetration for ne) car sales target )ould be 9&+ . . Finance penetration target of '*+ for a location and *+ for locations )ith Finance manpo)er available. *. 6ales incentive disbursement is linked )ith outstanding since 1st 5ecN%&1'. Total "ncentive )ill be put on hold for entire chain of manpo)er, )here outstanding crosses '& days. H. ffective 1st :an %&1, in case the outstanding crosses H& days, the total incentive for entire chain of manpo)er involved in that case up to the 67 )ill be forfeited. ;.

"ncentives )ill be calculated on basis of deliveries made in a particular month and irrespective of vehicles invoiced/ retailed in 576 or other)ise. "ncase cars are invoiced on '&th 6ep and the same are delivered on ;th and 9th ct, then the ct sales incentive policy )ill govern the incentive calculation and not 6ep. This is effective 1st ctN1.

Ser,$#e $n#ent$,e $s a##ord$n/ to lo#at$ons-

(efer to the 6ervice "ncentive document circulated for details of the incentive policy.

a. 6ervice incentive policy for selective locations )ould be target based.

 b. 6ervice incentive policy is linked to 2uality eEecution of )ork, through criteriaNs of F(FT, #ustomer complaints per 1&&& (Ns, customer satisfaction, and other criteriaNs as per 6A7 Audit for (enault and (34 guidelines for  #hevrolet.

c. ffective 1st :an %&1, 6ervice incentive policy is linked to outstanding. ach  branch shall get approved their corporate client list. #redit )ould be allo)ed to only these pre0approved clients.

d. For other reference cases credit is allo)ed only on )ritten e0mail confirmation. "n case the approval is from esteemed 75, then the )ritten approval )ill be sent by the #luster head. Also the cluster head )ill specify  period of recovery if any as per commitment confirmed by 75.

e. 6ervice incentive )ould be put on hold for 6ANs, 7anagers  6ervice ead, till the outstanding is cleared or on approval basis.

f. Final "ncentive calculation of an employee is subect to leaves and absenteeism penalty ?if applicable@.

B- +ersonnel @ Ad"$n$strat$on '- Attendan#eAttendan#e t6rou/6 B$o"etr$#

All employees are advised to use the biometric attendance system for attendance effective 1st AugustN1. The salary processing shall take place based on data obtained from the 3iometric machine installed on location. 3iometric usage is mandatory for all employees. #luster eads are re2uired to use 3iometric as per the location of presence. For eg 7r. >agan 3rar can punch his attendance at either  system of Cudhiana1, Cudhiana%, 7oga, (opar or 4a)a Dorkshop. "n case an employee is travelling for any purpose training or others, then the travel approval shall be used for marking attendance. Enrol"ent Ad"$n$strator ne or t)o personnel ?'6 locations@ shall be authori!ed and

entrusted to enroll personnel into the 3iometric. These personnel have high responsibility to ensure accuracy of enrolment. 3ranch )ise list of nrolment Administrators shall be available shortly. Ne8 Re#ru$ts-

"t has been noticed that employees are continuously being recruited in clear violation of the recruitment policy. The follo)ing check is being implemented to curb violation. All enrolment administrators )ill not enroll any ne) employee unless the recruitment approval of that employee is available in )riting from the #luster ead. "n the absence of  #luster ead the same )ill be done by 7r. (avi :olly. For >7T members, approval shall be  provided by 7r. (avi :olly. "n case a ne) oiner ? )ithout approval @ starts )orking, his/her salary )ould not be calculated as the punching is not available in the biometric. "n such case the dispute of salary )ill be settled by the employee that has recruited that person and no liability should arise on the company. Also on this evidence the ne) oinee )ill be asked to leave the organi!ation as it )as an unauthori!ed recruitment.

"n case the enrolment administrator bypasses policy and enrols a personnel )ithout approval and the same is found during an audit, the salary of the ne) oinee shall be debited on account of the enrolment administrator.

•

Attendance is compulsory at 9'& am.

•

(elaEation for arrival bet)een 9'& to 9&am can be given under special circumstances according to monthly attendance.

•

Arrival bet)een 9& to 9* am is allo)ed once a )eek.

•

Arrival after 9* am )ill be marked as half day.

•

arly leave of morning or evening for total of % hours is allo)ed in a month )ith no more than one hour each time.

•

"n case of delay due to any emergency, the employee should inform his senior on  phone and after reaching office he should fill his manual leave.

•

"f employee on some official duty outside the sho)room his attendance )ill be marked by 67/>7 and submitted to (.

•

6unday Dorking 7inimum )orking hours are H, other)ise half day.

•

For 6ales consultants, Team leaders, A67Ns "f they are )orking on 6unday they are entitled for only compensatory leave )hich has to be availed in that very month.

•

For 6ales 7anagers, 3ack office, 6ervice head and all other staff "f )orking on 6unday they are entitled for one day salary.

•

For #luster eads "f )orking on 6undays, they are entitled for only compensatory leave )hich can be carried for)ard. All compensatory leaves for the year )ill eEpire on '1st 5ec, and these compensatory leaves are not cashable.

•

From 1st of ct to '1st of :an the timings for female staff are 9'& to H&& pm. For  locations in 4atiala and 3athinda the timings for female staff are 9'&am to ** pm.

•

From 1st of :anuary any employee )ithout proper uniform ?that includes "0card@ )ill  be marked absent

•

De provide bonus and leave encashment, once a year.

•

"ncrement is given after the completion of one year according to performance. For   personnel having completed H months to a year, increment )ould be decided on pro rata basis, linked to performance.

•

6alary increments are linked to performance parameters as defined by the management and supervisor ?6eniorNs@ feedback. The performance parameters are selected and defined in accordance )ith the key :ob responsibility of the position. For  e.g. 6ales #onsultant, a@ Target Achievement, b@ 67 feedback c@ #ustomer  satisfaction / #ustomer complaints.

•

For the year %&1, all employees )ill undergo performance evaluation and there )ould be differential increments.

•

igher increments )ill be handed out to personnel that eEcel in their performance, are self0motivated and create a healthy )ork environment for self and others.

•

For poor performers, increments can be il, )ith a defined observation period for  improvement. "n case the employee fails to improve performance in the said amount of timeK he )ould be relieved from services )ithin the guidelines of (elieving.

"n revie)ing the purpose of ( 4olicies at (AGCT. the organi!ation stated that the ( 4olicies has been a key part of the management process for the effective utili!ation of  human resource. The company aims to fulfill the follo)ing obectives through its (  4olicies •

nsure a high degree of selectivity in recruitment so as to secure super achievers and nurture them to eEcel in their performance.

•

"mpart such induction, orientation and training as to match the individual to the task  and inculcate a high sense of organi!ational loyalty.

•

4rovide facilities for all round of gro)th of individual by training in and outside the organi!ation, reorientation, lateral mobility and self0development through self0 motivation.

•

>room every individual to reali!e his potential in all facets )hile contributing to attain higher organi!ational and personal goals.

•

3uild teams and foster team0)ork as the primary instrument in all activities.

•

(ecogni!e )orthy contributions in time and appropriately, so as to maintain a high level of employee motivation and morale. Appraisals and promotions shall be ethical and impartial.

•

"mplement e2uitable, scientific and obective system of re)ards, incentives and control.

•

#ontribute to)ards health and )elfare of employees.

Mana/e"ent Re,$e8?

7anagement revie) meeting is held every siE months at the >roup (evie). 7eet is conducted from time to time to ensure the suitability, ade2uacy and effectiveness of the (  4olicies

DATA ANALYSIS AND INTER+RETATION A- RECRUITMENT AND SELECTION

1. Are ou sat$s!$ed 8$t6 t6e eternal re#ru$t"ent sour#es per!or"ed $n our Or/an$:at$on-

Fa#tor

No- o! Respondents

a/e

Agree

1H

8&

5isagree



%&

Total

%&

1&&

INTER+RETATION? (egarding eEternal recruitment sources 8&+ employees are

satisfied or agree )hereas %&+ are not satisfied )hich is performed in the organi!ation. Therefore, the employees are satisfied by recruitment process. %- Are You Sat$s!$ed 7$t6 T6e Monetar Re8ard G$,en On Br$n/$n/ A Cand$date

On Board

Fa#tor

No- o! Respondents

a/e

Agree

1*

;*+

5isagree

*

%*+

Total

%&

1&&+

INTER+RETATION? (egarding monetary a)ards given on bringing on board ;*+ employees are satisfied  %*+ are not satisfied

B-

TRAINING AND DEVELO+MENT

'- For E"ploee per!or"an#e $s t6e tra$n$n/ need anal:ed $n our or/an$:at$on

Fa#tor

No- o! Respondents

a/e

Agree

1*

;*+

5isagree

*

%*+

Total

%&

1&&+

INTER+RETATION? (egarding employee performance, ;*+ of employees are satisfied

)hereas %*+ of employees are not satisfied. "t means that most of the employees get affected from this evaluation.

%- Are ou sat$s!$ed 8$t6 t6e Classroo" "et6od adopted 9 our or/an$:at$on to tra$n t6e e"ploees

Fa#tor

No- o! Respondents

a/e

Agree

1

;&+

5isagree

H

'&+

Total

%&

1&&+

INTER+RETATION? (egarding #lassroom method, ;&+ of the employees are satisfied

)hereas '&+ of the employees are not satisfied. "t means most of the employees get affected  but some of the employees )ant training and development programmes to train employees.

C-

+ERFORMANCE A++RAISAL

'- Are ou sat$s!$ed 8$t6 t6e Balan#ed S#ore#ard "et6od

Fa#tor

No- o! Respondents

a/e

Agree

%

1&

5isagree

18

9&

Total

%&

1&&+

INTER+RETATION? (egarding 3alance scorecard method, 1&+ of the employees are

satisfied )hereas only 9&+ of the employees are not satisfied. "t means that most of the employees are benefited from this evaluation method.

%- Are ou sat$s!$ed 8$t6 t6e !eed9a#< /$,en to ou 9 or/an$:at$on

Fa#tor

No- o! Respondents

a/e

Agree

*

%*+

5isagree

1*

;*+

Total

%&

1&&+

INTER+RETATION? (egarding feedback %*+ of the employees are satisfied )hereas ;*+

of the employees are not satisfied. "t means that some of the employees get benefited but some are not.

D- CAREER +ROGRESSION

1. Are ou sat$s!$ed 8$t6 t6e "entor sste" !ollo8ed !or #areer pro/ress$on Fa#tor

No- o! Respondents

a/e

Agree

%

1&+

5isagree

18

9&+

Total

%&

1&&+

INTER+RETATION?

(egarding mentor system follo)ed for career progression, 1&+ of the employees get benefited and only 9&+ of the mployees are eEempted.

E- LEAVE +OLICY

1. Are you satisfied )ith the privilege leave provided to youR Fa#tor

No- o! Respondents

a/e

Agree

1;

8*+

5isagree

'

1*+

Total

%&

1&&+

INTER+RETATION?

(egarding privilege leave provided to employees, 8*+ of the employees are satisfied )hereas 1*+ of the employees are not satisfied.

F- COMMUNICATION +ROCESS

AND

DECISION

MAING

1. Are ou sat$s!$ed 8$t6 t6e $n!or"al #o""un$#at$on pattern

Fa#tor

No- o! Respondents

a/e

Agree

1;

8*+

5isagree

'

1*+

Total

%&

1&&+

INTER+RETATION? (egarding informal communication pattern, 8*+ of the

employees are satisfied and 1*+ of the employees are not satisfied. "t means most of the employees are comfortable )ith this communication process.

%- Are ou sat$s!$ed 8$t6 t6e op$n$on sur,e and Depart"ent "eet$n/

Fa#tor

No- o! Respondents

a/e

Agree

1H

8&+

5isagree



%&+

Total

%&

1&&+

INTER+RETATION? (egarding opinion survey and department meeting,

8&+of the employees are satisfied and %&+ of the employees are not satisfied.

G- +ERSONAL ACCIDENT INSURANCE +OLICY

'- Are ou sat$s!$ed 8$t6 #ont$n/en#$es #o,er under +ersonal A##$dent Insuran#e pol$# Fa#tor

No- o! Respondents

a/e

Agree

18

9&+

5isagree

%

1&+

Total

%&

1&&+

INTER+RETATION? (egarding contingencies provided under this policy,

9&+ of the employees are satisfied and 1&+ of the employees are not satisfied.

.- MEDICLAIM +OLICY

'- Are ou sat$s!$ed 8$t6 t6e ser,$#es #o,ered under Med$#la$" pol$#

Fa#tor

No- o! Respondents

a/e

Agree

1*

;*+

5isagree

*

%*+

Total

%&

1&&+

INTER+RETATION? (egarding services provided under 7ediclaim policy,

;*+ of the employees are satisfied and %*+ of the employees are not satisfied.

CONCLUSION Stud s6o8s t6at

1. The 4olicy of the company provides facilities for all round gro)th of individuals by training in0house and outside the organi!ation, reorientation, lateral mobility and self0 development through self0motivation. %. The 4olicy grooms every individual to reali!e his potential in all facets )hile contributing to attain higher organi!ational and personal goals. '. The 4olicy builds teams and foster team0)ork as the primary instrument in all activities. . The 4olicy implements e2uitable, scientific and obective system of re)ards,

incentives and control. *. The 4olicy recogni!es )orth contributions in time and appropriately, so as to maintain a high level of employee motivation and morale. H. The employees agree on the part of their performance that they kno) )hat is eEpected from them. ;. The employees understand ho) their )ork goals relate to companyNs goals. 8. #ompany inspires the employees to do their best )ork every day. 9. The employees are not satisfied )ith the communication and decision0making  process as it leaks the information related to organi!ation. 1&. The employees do not receive the appropriate recognition and re)ards for their  contributions and accomplishments. 11. The employees feel that they are not paid fairly for the contributions they make to companyNs success.

SUGGESTIONS @RECOMMENDATIONS

1. The 4erformance Appraisal of employee is evaluated on the basis of 'H& degree feedback  or 18& degree feedback.

%. The rgani!ation should focus on mentor system intend to help employees in their career   progression.

'. The rgani!ation should conduct 4sychometric tests for employees. . The Training should be mandatory for all level of employees.

*. The 5epartments should develop constructive attitude to)ards each other.

H. The company should give the appropriate recognition for the contributions and accomplishments made by employees. A fleEible re)ard system should be adopted by organi!ation to improve employee motivation.

;. A more transparent and full proof communication system developed in the organi!ation.

8. (eplacing the lacuna in the current system.

9. Dages and salary administration process should have a more scientific approach laying stress on e2ual )ages for e2ual )ork done.

 BIBLIOGRAPHY 

))).renault.com )).renaultduster.com ))).google.com ))).indiaindustry.com

Na"e o! E"ploee? Des$/nat$on?

UESTIONNAIRES A-

Re#ru$t"ent and Sele#t$on

1.

Are you satisfied )ith the eEternal recruitment sources performed in your rgani!ation. 1. Agree

%. 5isagree

%. Are you satisfied )ith the monetary re)ard given on bringing a candidate on boardR 1. Agree %. 5isagree B.

Tra$n$n/ and De,elop"ent

1. For mployee performance is the training need analy!ed in your organi!ation. 1. Agree %. 5isagree %. Are you satisfied )ith the #lassroom method adopted by tour organi!ation to train the employeesR 1. Agree %. 5isagree C-

+er!or"an#e Appra$sal

1. Are you satisfied )ith the 3alanced 6corecard methodR 1. Agree %. 5isagree %. Are you satisfied )ith the feedback given to you by organi!ationR 1. Agree %. 5isagree D-

Career +ro/ress$on

1. Are you satisfied )ith the mentor system follo)ed for career progressionR 1. Agree %. 5isagree E-

Lea,e +ol$#

1. Are you satisfied )ith the privilege leave provided to youR 1. Agree %. 5isagree

F-

Co""un$#at$on and De#$s$on "a<$n/ pro#ess