EXECUTIVE SUMMARY
Haldiram, the brand name that is always associated with quality product and service. It took more than six decades to become the leading manufacturer of Indian savory snacks. The savory snacks industry has been immensely through all these years to form an industry of about $425 millions. And the market potential for this industry is estimated to be around $ 1 billion. The savory snacks market is divided into organized sector and an unorganized sector. Currently, about 45 % of the market is being served by the organizes sector and the balance 55% is served by the unorganized sector. Presently the company has 20% market share of the organized sector.
This project deals with analyses of various operations performed by human resource personnel at Haldiram‟s ltd. It includes all the procedures and policies followed at this company related to human resource operations. The various operations include: Recruitment, job analysis, competency mapping, gap analysis, and skill matrix. In recruitment I have analyzed the process of recruitment followed at Haldiram‟s starting with job requirement, job analysis , searching the candidate through job portals, references or campus, then interview and final selection. I have also studied the criteria to map the competencies of various personnel and job as well .Then I studied how to do measure and analyze the gap between what is desired and what the actual performance is at the end.
At last I was told how to prepare the skill matrix for various positions and jobs.
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COMPANY PROFILE Marching Ahead… For A Global Presence… Sweet and Salt are as diametrically opposite to each other as North pole and South Pole but they perform wonders when used on the taste buds, this delicate use of both the tastes in Mithais (Sweet Meat) and Namkeens (Salty Snacks) has made Haldiram‟s undisputed leader of the sweet industry. Haldiram‟s synonymous with sweet meat as Cadbury is to Chocolates. By default Haldiram‟s can be termed as “Taste of Tradition”. From a humble beginning in Bikaner in 1937 Haldiram;s have grown phenomenally and are today an internationally renowned sweet me at manufacturer with chain of restaurants. Haldiram‟s products inherits the Matchless quality, Zero impurity and world class packaging, efficient distribution network are the hallmark of each and every Haldiram‟s Product and to top it up the trump card of reasonable prices and efficient marketing strategy and the key to success. Headquartered at Nagpur (M.S.) India. The management at Haldiram's is quality conscious no doubt they always believe in superior input superior output. It has regional offices at Mumbai. Bangalore and Chennai. It is a member of the SFA (Snacks Food Associations of America) & ESA (European Snacks Food Association). The company has won prestigious International Food award . The company has ISO:9001-2000 certification and HACCP certification by Det Norske VERITAS of Netherlands. And it's not only in India that Haldiram has made its mark. The USA,EUROPE,CANADA,MIDDLEEAST,AUSTRALIA & NEW ZEALAND too have sampled Haldiram's authentic India Flavors. So much so, that Haldiram also went on to win the prestigious award for Food & Beverages awarded by Trade Leaders club in Barcelona, Spain..
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In yearly 1940's somewhere in the remotest hamlet in Bikaner, Rajasthan GANGA BISHEN AGARWAL alias HALDIRAM expertising in his skill of making bhujias served the local clienteles on contract basis, never was he aware that his name would create history. He was the first to commercialize the name Haldiram's in 1958 and named his shop Haldiram Bhujiawala, dedicated to his legendary father. The popularity of Haldiram's soon grew and the trade expanded to almost all the corners in India. Late Shri Ramesh warlal was soon aided by his eldest son Prabhu Shankar, the present Chairman, whose undeterred efforts and
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managerial skill led to diversification into traditional Indian Sweets.
The growing demand led to expansion in production and the opening of new superbly decorated and well maintained four showrooms Kolkata. The latest, under the hallmark- Pure Food, was inaugurated at VIP Road in 1999, near Airport covering an area of 100 thousand sq.ft so as to create a landmark in Kolkata. This exquisite showroom cum manufacturing unit, which boasts more than 1000 items to gorge upon, offers the most ambient surrounding. Every effort has been taken to provide the best of the Haldiram's made and packed in the most hygienic conditions. A series of state of the art machineries have been installed to maintain uniform level of production. Every effort is taken to maintain strict vigil over quality and conformity of standards. There is a full-fledged laboratory, which monitors the quality of the raw materials and, inspects and tests samples drawn from batches of daily production. An R&D wing vigorously studies means to improve quality, taste, packaging and ways to improve the shelf life of the products. Strenuous efforts are undertaken to reach the best of even the most perishable sweets- in its original taste to any part of the world on client demand. Haldiram's –a place where Quality and Service is a matter of habit.
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HIERARCHY CHART
BOD MD VP [OPERATIO NS] FACTORY MANAGER
MAINTENANCE
P& A
QUALITY CONTROL
HOD
HOD
HOD
PRODUCTION HOD
DESPATCH
STORE PURCHASE
SHIFT I/C HOD
HOD
HOD
PRODUCTION I/C PERSONNEL FIRE SAFETY
OFFICERS
OFFICER
ENGINEER
TIME KEEPER RECEPTIONIST
MICRO BIOLOGIST
ASST. OFFICER
OPERATOR
SECURITY
TECHNICIANS
FIREMEN
EXECUTIVE
PLUMBER
HOUSEKEEPING
OFFICE ATTENDANT
MACHINE OPERATOR
BILLING OPERATOR
SHIFT I / C
OFFICER FIELD OFFICER
COMPUTER OPERATOR INVENTORY
HELPER ASST. OFFICER LAB ATTENDANT
ASST. M/C OPERATOR
CONTROLLER
MATERIAL ISSUE I/C
SHIFT ASSISTANT
LOADER/ UNLOADER
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Their mission is fortified by 4 core beliefs: Dedication to manufacturing. Complete control over core components and technology.
Nurturing and leveraging a powerful brand. Pursuing ethical business practices.
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Y
NAMKEENS TIN PACKED SWEETS SWEETS SYRUPS PICKLES PAPADS DRY FRUITS
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Namkeens: Bhujia
Chana Bhujia
Aloo Bhujia
Elaichi Bhujia
All in One
Chiwda Mix
Super Mixture
Khasta Mixture
Navratan Mixture
Chatpatta Mixture
Palak Dalmoth
Moong Dal(salted)
Corn Flakes(salty)
Shahi Dalmoth
Chilli Cheese Chips
Nacho Cheese Chips
Potato Chips(salted)
Methi Mathri(small size)
Nut Cracker Aloo Khelra Kaju Dalmoth Badam Lachha Badam Dalmoth Chana DAL(masala) Khatta Mitha Mixture Aloo Lachha(masala) Murukku(with sauce) Chana Chips(masala) Makai Mixture(sweet) Hara Matar(green peas) Rayata Boondi(with masala) Cheese Corn Chips Cheese Potato Stick Cheese Corn Snacks Kabli Chana(Masala)
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Tin Packed Sweets: Gulab Jamun
Raj Bhog
Angoori Petha
Orange Rossogolla
Pineapple Rossogolla
Milk Peda
Kesaria Laddu
Kaju Barfi
Sakkar Para
Badam Parfi
Sohan Papdi
Kumra Petha
Kesaria Peda
Moong Laddu
Mango Rossogolla Classic Rossogolla Strawberry Rossogolla
Sweets: Sohan Cake Rose Sohan Cake Orange Sohan Cake Cashew Dry Fruits Chikki Sohan Cake Chocolate Sohan Cake Strawberry Chandrakala Mathura Peda
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Syrups: Khus Syrup
Rose Syrup Orange Syrup
Badam Syrup
Pineapple Syrup
Kesharia Thandai Syrup
Mixed Pickle
Mango Pickle
Green chilli Pickle
Garlic Mango Pickle
Mango Kasundi Pickle
Plain Papad
Masala Papad
Green mango Syrup
Pickles: Lemon Pickle Red Chilli Pickle Lime Ginger Pickle Sweet mango Laccha Crushed Red Chilli Pickle
Papads: Crispy Papad Bikaneri Papad
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Dry Fruits: Almonds
Cashew
Pistachio
Akhrot
Resin
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The strength of the HALDIRAM brand is reflected in the impressive list of achievements below:
Consistently the most preferred brand. Company” in India‟s “Most Admired Marketing Consumer Namkeens and Sweets. The “most preferred brand” in Namkeens and Sweets. – Brand Equity Survey The “No. 1 FMCG Brand. One of the “top coolest brands among Family”. – Brand Equity Survey
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QUALITY POLICY HALDIRAM FOODS INTERNATIONAL LTD.,NAGPUR. are committed to manufacture variety of Sweets (Sweetmeats), Namkeens (Savories), Pasta & 3 – D Snacks (Extruded Foods)to the complete satisfaction of Domestic & International Customers with regard to Quality & Food Safety.
They strive to provide world class quality products by: a)
Utilizing hygienic, safe and premium quality ingredient and material.
b)
Adhering to good manufacturing and hygienic practices.
They are committed to continually improve all activities to enhance customer satisfaction, organizational performance and market leadership. They comply with statutory, regulatory requirements and all their actions are planned and executed to fulfill this policy consistently through to dedicated involvement of all employee.
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COMPANY EXPORT
EXPORTS Around 20 million ethnic Indians spread in over a number of countries around the world and they have started export of sweets and snacks in way back 1996 to reach the ethnic Indians abroad. They keep 50+ export worthy products and are successfully exporting them to around 16 countries. The quality of products is backed with ISO-9001:2000 and HACCP Certification. 20+ imported machineries and new techniques of manufacturing bases a true International look and helps in meeting the stringent quality norms adhering to International Standards.
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PRODUCTS FOR EXPORTS
NAMKEEN
SWEETS
PAPAD
GIFT BOXES
BAKERYPRODUCTS
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THE ROAD AHEAD In the financial year 2001-2002, the combined turnover of all three units of Haldiram‟s was estimated at Rs. 4 billion. The company targeted a growth of 15% for the financial year 2002-2003. Analysts felt that, given the competition in the industry, Haldiram‟s needed to develop new initiatives achieve this growth.
The competition in the ready-to-eat snack foods market in India was intensifying. Frito Lay India ltd. (Frito Lay), one of Haldiram‟s major competitors, was expanding its market share. Instead of directly competing with the market leader Haldiram‟s, the company launched innovative products in the market and backed them with heavy publicity. Frito Lay‟s product range consisted of a mixture of traditional Indian and western flavors which appealed to younger and older generations. Its products included Lehar Namkeens, Lehar Kurume (snack sticks), Lays (flavored Chips), and Cheetos (snack balls), Uncle Chips and Nutyumz (nut snacks). Frito-Lay was the first company to launch small 35 gm packs namkeens priced at Rs. 5 and also the first company in the organized sector to launch Aloo Bhujia Another competitor, SM Foods, introduced a range of innovative products.
The company launched India‟s first non-wafer chips in 1988. SM offered products under two main brands – Peppy and Picnic. Under Peppy, it had sub brands such as Cheese
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Balls, Ringos, Hi Protein Crispies, Potato Rackets, Hearts, Veggie Treat, Mixtures and Minerette. Under Picnic, it had Protein Pin, Junior and Corn Puffs.
Haldiram‟s also faced tough competition from domestic players such as Britannia Industries Ltd., Bikanerwala Foods and ITC. In addition, FMCG major HLL had also announced plans to enter the snack food market. Analysts felt that Haldiram‟s lagged behind competitors in offering snack foods targeted at children, who were always eager to try new flavors in every product category.
They felt that the company concentrated too much on traditional Indian items such as Bhujia Sev and Moong Dal. Haldiram‟s had in fact, taken steps to fill the gaps in its portfolio. Rajendra Agarwal, the owner of the Nagpur unit said, “We want to expand our market by introducing snacks that will appeal to younger people. There will be no growth in the traditional snacks category.”. The unit planned to launch products such as flavored ready-to-eat popcorn and a product similar to Leher Kurkure. Though Haldiram‟s had increased its focus on advertising and promotion in the last couple of years, still more initiatives in this direction were necessary. Frito Lay‟s expenditure on product promotion was much higher. With successful ad campaigns such as “control nahin hotha” (it is irresistible) for the Leher brand of namkeens, the company made sure that it attracted the attention of viewers.
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According to media reports, Haldiram‟s lagged behind competitors in the area of customer service. A report in Deccan Herald that Prabhu Shankar Agarwal, the owner of the Kolkata unit, was arrested on charges of manhandling customers only reiterated this opinion. The report also mentioned that few of the company‟s restaurants did not possess the minimum requirements, such as sufficient seating arrangements and adequate parking lots. Haldiram‟s also had to deal with problems created by spurious products. Some companies claiming to be close associates of the original Haldiram‟s of Bikaner used the Haldiram‟s brand name in their products. For example the „Haldiram Madanlal‟ company claimed that its proprietor, Anil Kumar Agarwal, belonged to the Haldiram‟s family of Bikaner. The manufacture of spurious products threatened to dilute the Haldiram‟s brand image apart from affecting the sales.
According to some analysts, many of the problems facing Haldiram‟s arose due to an informal split between its three units in the early 1990s. The split occurred when Prabhu Shankar Agarwal, who was heading the Kolkata unit of Haldiram‟s, filed a complaint in the court against the Delhi and Nagpur units, alleging breach of contract when they opened a sweet shop in New Delhi in 1991. This led to a bitter court battle for many years. The court delivered a final verdict in 1999, when Haldiram‟s units were formally split as three separate companies with specific business territories.
The consequences of the split were a matter of concern. Though on paper, the three
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companies had clearly defined boundaries within which they should operate, in practice, they did not stay within their boundaries. They penetrated each other‟s territories and competed among themselves for a larger share of the snacks market. Analysts felt that competitors would take advantage of this split. Since the scope for increasing market share in India was limited, these companies began to compete aggressively in international markets. They used the internet, not only to market their products but also compete with each other.
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RESEARCH METHODOLOGY
OBJECTIVE OF THE STUDY The objective of the study is to analyze the various roles of human resource at Haldiram‟s . This study helps to determine what roles are carried out by the human resource personnel and how they are performed. This study highlights what lacks in human resource management and what can be done to improve the role of management.
RATIONALE OF THE STUDY Studied the company‟s manuals , human resource policies and the information collected from employees via interaction and then analyzing them.
SCOPE OF THE STUDY The study defines the expectations of the employees from the organization and vice versa and existing human resource development policy, norms and operations.
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CRITICAL REVIEW OF LITERATURE INTRODUCTION OF THE FMCG SECTOR
Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer packaged goods. Item in this category include all consumables (other than groceries/pulses) people buy at regular intervals. The most common in the list are toilet soaps, detergents, shampoos toothpaste, shaving products, shoe polish, packaged foodstuff, household accessories and extends to certain electronic goods. These items are meant for daily of frequent consumption and have a high return. A major portion of the monthly budget of each household is reserved for FMCG products.
FMCG companies maintain intense distribution network. Companies spend a large portion of their budget on maintaining distribution networks. New entrants who wish to bring their products in the national level need to invest huge sums of money on promoting brands. Manufacturing can be outsourced. A recent phenomenon in the sector was entry of multinationals and cheaper imports. Also the market is more pressurized with presence of local players in rural areas and state brands.
The performance of the industry was inconsistent in terms of sales and growth for over 4 years. The investors in the sector were not gainers at par with other booming sectors. After two years of sinking performance of FMCG sector, the year 2005 has
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witnessed the FMCGs demand growing. Strong growth was seen across various segments in FY06. With the rise in disposable income and the economy in good health, the urban consumers continued with their shopping spree.
- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread, biscuits, etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc, snack food, chocolates, etc. - Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops, CTVs; other electronic items such as Refrigerator, washing machines, etc. coming under the category of White Goods in FMCG;
Sector Outlook FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs. 60,000 crores. FMCG sector generates 5% of total factory employment in the country and is creating employment for three million people, especially in small towns and rural India.
Analysis of FMCG Sector Strengths: 1. Low operational costs. 2. Presence of established distribution networks in both urban and rural areas. 3. Presence of well-known brands in FMCG sector\
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Weaknesses: 1. Lower scope of investing in technology and achieving economies of scale, especially in small sectors. 2. Low exports levels. 3. "Me-too" products, which illegally mimic the labels of the established brands. These products narrow the scope of FMCG products in rural and semi-urban market.
Opportunities: 1. 2. 3. 4. 5.
Untapped rural market. Rising income levels, i.e. increase in purchasing power of consumers. Large domestic market- a population of over one billion. Export potential. High consumer goods spending
Threats: 1. Removal of import restrictions resulting in replacing of domestic brands. 2. Slowdown in rural demand. 3. Tax and regulatory structure.
Growth Prospects With the presence of 12.2% of the world population in the villages of India, the Indian rural FMCG market is something no one can overlook. Increased focus on farm sector will boost rural incomes, hence providing better growth prospects to the FMCG companies. Better infrastructure facilities will improve their supply chain. FMCG sector is also likely to benefit from growing demand in the market. Because of the low per capita consumption for almost all the products in the
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country, FMCG companies have immense possibilities for growth. And if the companies are able to change the mindset of the consumers, i.e. if they are able to take the consumers to branded products and offer new generation products, they would be able to generate higher growth in the near future.
It is expected that the rural income will rise in 2007, boosting purchasing power in the countryside. However, the demand in urban areas would be the key growth driver over the long term. Also, increase in the urban population, along with increase in income levels and the availability of new categories, would help the urban areas maintain their position in terms of consumption. At present, urban India accounts for 66% of total FMCG consumption, with rural India accounting for the remaining 34%. However, rural India accounts for more than 40% consumption in major FMCG categories such as personal care, fabric care, and hot beverages. In urban areas, home and personal care category, including skin care, household care and feminine hygiene, will keep growing at relatively attractive rates. Within the foods segment, it is estimated that processed foods, bakery, and dairy are long-term growth categories in both rural and urban areas.
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Indian Competitiveness and Comparison with the World Markets The following factors make India a competitive player in FMCG sector: Availability of raw materials::Because of the diverse agro-climatic conditions in India, there is a large raw material base suitable for food processing industries. India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew and is the second largest producer of rice, wheat and fruits &vegetables. India also produces caustic soda and soda ash, which are required for the production of soaps and detergents. The availability of these raw materials gives India the location advantage.
Labor cost comparison
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Low cost labor gives India a competitive advantage. India's labor cost is amongst the lowest in the world, after China & Indonesia. Low labor costs give the advantage of low cost of production. Many MNC's have established their plants in India to outsource for domestic and export markets.
Presence across value chain Indian companies have their presence across the value chain of FMCG sector, right from the supply of raw materials to packaged goods in the food-processing sector. This brings India a more cost competitive advantage. For example, Amul supplies milk as well as dairy products like cheese, butter, etc.
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Top Ten Players in FMCG Sector S. NO.
Companies
1.
Hindustan Unilever Ltd.
2.
ITC (Indian Tobacco Company)
3.
Nestlé India
4.
GCMMF (AMUL)
5.
Dabur India
6.
Asian Paints (India)
7.
Cadbury India
8
Britannia Industries
9.
Procter & Gamble Hygiene and Health Care
10.
Marico Industries
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DETAILS OF DATA COLLECTION PRIMARY SOURCE People use original, first hand source for getting information as building blocks to create stories from the past . These sources are called as primary sources, because they are the first evidence of something happening, or being thought or said. Primary sources are created at the time of an event , or very soon after something have happened. These sources are often rare or one-of-a-kind. Examples of primary sources are diaries, letters, interviews, newspapers etc.
Primary source at Haldiram‟s : i.
Interaction with employees
SECONDARY SOURCES A secondary source is a document or recording that relates or discusses information originally presented elsewhere. Secondary sources often involve generalization, analysis, synthesis, interpretations, or evaluation of the original information, Secondary sources include textbooks, encyclopedias, biographies, and web sites.
Secondary sources at Haldiram‟s : 1. 2. 3. 4.
Company‟s websites News letters Hr Policies Manuals Personnel manuals
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FINDINGS AND ANALYSIS
HUMAN RESOURCE OPERATIONS OF HALDIRAM‟S MANUFACTURING LTD. Recruitment
Job analysis
Competency analysis
Gap analysis or mapping process
Skill matrix
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RECRUITMENT AND SELECTION Recruitment and selection are the most important functions in an organization because with the help of these functions the management selects the best available candidate from a batch of them. The organizations, in this growing competitive world, need to have the best of the manpower so as to have an edge over its competitive. According to Flippo:"Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization."
The recruitment needs can be classified into Planned:- Planned need arise from changes in the organization and retirement policy. These occur due the expected changes in the organization so the management can make a proper policy for it.
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Anticipated:- Anticipated need refer to the movements in personnel which an organization can predict by studying the trends in the internal and external environments.
Unexpected:-Resignations, deaths, accidents and illness result in to the unexpected needs.
SOURCES OF RECRUITMENT AT HALDIRAM: Internal Sources: Present Employees who can be transferred or given promotions. The retired and retrenched employees who want to return to the company. Dependents and relatives of the deceased and disabled employees. External Source:
Placement Agencies. Recommendations. Recruitment at factory gate. Employment Exchanges.
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SELECTION Selection is the process of choosing the best candidate out of the all the applicants. In this process, relevant information about the applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled. It is the process of matching the qualifications with those required for the job so that the candidate can be entrusted with the task that matches with his credibility. It is a process of weeding out unsuitable candidates and finally identifying the most suitable candidates. the personal information form is at annexure-1 This process divides the candidates into two categories-the suitable ones and the unsuitable ones. The suitable people prove to be the asset for the organization. Selection is a negative process because in this process the management tries to minimize the number of people at each step so that the final decision can be in the light of all the factors and at the end of it best candidate is selected. Selected candidate the has to pass through the following stages in Haldiram
Preliminary Interview. Application Form. Selection Test. Selection Interview. Physical Examination. Reference Check. Final Approval. Employment
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JOB ANALYSIS As shown above job analysis includes the following: Job description Job specification In job description the requirement of the job is shown that is what all qualification, skills, experience etc is required for that particular job is she own as well as what exactly the person holding the job is required to do what would be the area of his responsibility and authority as well.
Where as in job specification which is also called as person specification various qualities or skills that person is having are shown so as to differentiate him or her from others . the forms are at annexure-4,5,and 6
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COMPETENCY ANALYSIS The buzzword of today‟s environment is dynamics or processes of change in firms and their management. Given the fact that environment are becoming increasingly dynamics, strategic planning based on static and rational view has long ceased to suffice. In order to create competitive advantage in a changing environment, firms are now focusing on building core competence and transferring them between various business units. Intangible resource continues to hold the potential to lead to such competitive advantage. Understanding how these resources need to be developed and how they should be managed becomes the imperative of every manager. Competences are generally regarded as unique resources which are knowledge based and can lead to direct competitive advantage. They are created by refining the knowledge, both explicit and tacit residing within the employees of the organization. Competences are only valuable if they can be used in market place and have to change with the dynamics of the market.
Thus continuous evaluation of competencies and their relevance in today‟s market place and development of these competencies form the basis of strategic planning of the organization.
What is a competency? The word competency is derived from Latin word “Competence” which means „to be suitable‟. The competency concept was originally developed in psychology denoting individuals‟ ability to respond to demand placed on them by their environment. Ulrich defined competency as knowledge, skill or ability of employees relevant for
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organizational performance. The levels of competency are: Practical competency: an employee‟s demonstrated ability to perform a set of tasks. Foundational competence: an employee‟s demonstrated understanding of what and why he/she is doing.
Reflexive competence: an employee‟s ability to integrate actions with the understanding of the action so that he/she learns from those actions and adapts to the changes as and when they are required. Applied competence: an employee‟s demonstrated ability to perform a set of tasks with understanding and reflexivity.
PROCESS OF ASSESSMENT: The process starts by the individual assessing themselves against the competency standard. At this stage the individual needs to compile a portfolio of evidence containing notes about things they can do to demonstrate competence. The portfolio will also contain items such as references, certificates and letters which will help to show competence? Workplace assessment involves an assessor reviewing the individual's self assessment and portfolio of evidence. The assessor will interview the individual and spend time observing those performing skills on the job.
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The assessor provides feedback to the individual and identifies the areas needing development. A development plan is then compiled. After a period of learning skills and gaining knowledge both on and off the job, the individual will want to be reassessed. If the individual can then show competence against the required competencies and performance criteria, the qualification is awarded. The competency survey form is given in annexure-3 Competency model leads to A Distilled set of underlying personal characteristics Data generation from outstanding performers in addition to subject matter experts and other job incumbents Outstanding Performance
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Gap Analysis or Mapping the competence: Competence mapping is to make a connection between what the company needs and what the worker can perform and eventually detect a gap. One assumption that must be present to uncover this gap is that current status of the competence can be documented. The company also has to define what is needed now and in the future. With this knowledge one can be able to uncover a competence gap and prescribe what to do next. To map the competence of a company or an institution is not easy, and below we will take a closer look to competence mapping and related items. Why map competence? The companies and institutions experience a gap between the existing knowledge in the organization and the needed knowledge. This gap has come into being because the market is demanding and only companies/institution that adapt to these higher demands will survive. These demands deal with quality, price, time of delivery etc. that means workers have to learn new skills, both regarding to the product or the service produced and to the marketing and transport of the product. We have to sure that each worker and the company as a whole has the correct knowledge to fulfill these tasks. Therefore we have to map the competence and compare this exiting competence with the wanted competence, the competence that is needed to make a better product and thereby to survive in a competitive market. One more important aspect of “competence mapping” is that the mapping process initiates other processes in the company that is very important.
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Since the mapping process can be quite extensive each worker will be more active in relation to the company‟s goal and strategic plans of the company.
Competency mapping help in finding qualified employees who understand the situation and roles they need to play to meet the corporate objective. Whereas competency modeling help in matching the people competencies with the jobs and defines the responsibilities that are needed to help the company reach its goals. It also helps in creating a link between work force and business objective. Competencies are also called as “predictors of success”.
After the gap analysis it becomes clear the requirements of competencies to fill this gap.
If the required competencies are not available, then either they need to be developed or some new people have to be hired for the same. The next step is optional and may be conducted if we heed to hire to fill the competency gap. The assessment record form is given at annexure -2
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„How to -Prepare a Skills Matrix‟ Introduction:A Skills Matrix is one of the most simple, but highly effective, tools available to assess training needs. It is easily reviewed and updated, and presents the skills of team members in a single chart.
Skills Matrix will help management to:
Review the skills and competences required for roles within the team. Assess training needs. Identify gaps in skills within the team. Build commitment to the development of new skills.
Definition:A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and the skills gaps within a team.
Key steps in preparing a Skills Matrix used at Haldiram are: Identify the job roles in your team. Review and code standards of performance .Assess the requirement for on-the-job training
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Identifying job roles Team members are listed in the left hand column, up to 8 key tasks or roles that team must fulfill to be effective and achieve its goals are identified. It may help to know the following : Ask yourself and your team “What are the main things that individuals in the team have to be able to do? Refer to Job Descriptions for the team. Use National Vocational Qualification standards (NVQs) to help compile your list. The standards are a helpful starting point, which list the key skills required to operate in a wide range of business areas. Consider new tasks and skills that may be required of your team in the near future. If it becomes too complicated, break the job roles down into some key areas, and create a Skills Matrix for each.
Coding and standards of performance Use a coding system to show who has the skills required, and who requires training. There are a number of ways of presenting this on the matrix. The most simple is to place across in the relevant box for those who can complete the task, and leave a blank against those who cannot.
Alternatively you could use a color coding system where: Red = No skills in this area Amber = Partly trained in this area Green = Fully trained in this area.
Another option is to rate the skill level of the individuals with a coding system: Can complete the task
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Can complete the task to the required standard Can complete the task to the required standard, in the required amount of time Could do all of the above and train others.
Assess the requirement for on-the-job training Now the company is in a position to see what requirements they have for new skills to achieve team objective. The maximum number of people required to be able to complete a skill may vary, and will affect the requirement for on-the-job training
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SWOT ANALYSIS OF HALDIRAM Strength
Weakness
Opportunity
Threats
Strength:
A nationwide manufacturer and strong distribution channel Strong control over distributors Haldiram is the master brand is Namkeen. Engage in proportioning throughout the year. Employees are very much devoted to their works
Weakness
Feedback system doesn‟t not proper due to stringent policies Low profit margin to the distributors. Weak in chips segment. Low profit margin to the retailers in Namkeen Segment.
Opportunity Steel big empty market Huge demand in the month of August to March. Threats
Facilities provided by the Lay‟s, is offering credit sales. Lay‟s and Kurkure paints the outlets regularly. Matter of low hygienic foods. Insects are found Entrance of Local product. Distributor attitude Undercutting to the Whole sale market.
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The Company does marketing in the following two markets:
RETAIL MARKET
The company has kept all the open market as retail market in miss all the shop, Early shops , grocery shop, and general store are included.
INSTITUTIONAL MARKET
In this segment the company has kept all the institutional shop/ contents. In this segment collage canteens, school canteens , hospital canteen, Restaurant, cinema halls, shopping malls, it‟s are included.
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SUGGESTIONS
Company should have more HR executives to handle wide HR operations. Training should be given to low performers. Short visits to foreign locations Recreational facilities at the head office such as canteen, gymnasium, indoor games etc. Can provide scope for future enhancement of qualification. Company should give the incentives to its executives as extra benefits after salary.
TO Increase the market share: Company should spend some amount on advertisement of its products because the competitors are using celebrities as their promoter in ads. For Kurkure Juhi Chawla and for Lays Saif Ali Khan Company should paints the walls of cafeterias time to time because its competitors do this, this will bound the retailers to sale our product.
LIMITATIONS Every project has its limitation and it is wise to point them out instead of glossing over them. This project was having some limitation, which is written below, and the aim presentation is to increase confidence in the present result. Heavy reliance on secondary data Less time to cover wide Hr operations. Stringent policies lead to less interaction with the employees.
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BIBLIOGRAPHY
1) Human resource & Personnel Management By Aswathappa. K. 2) Company‟s manuals 3) Newsletter 4) HR Policy Manuals
Hypertext
search engines-----www.google.com
www.haldiram.com
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FORM NO-1 HALDIRAM MANUFACTURING CO.(P) LTD.
/Photo
B-1/F-12, MOHAN COOPERATIVE INDUSTRIAL AREA NEW DELHI-110044
Name : (First)
(Middle)
(Last)
Gender Date of Birth :
Marital Status :
Date of Marriage :
Name of Spouse :
Permanent Address
City : Mobile/Pager :
Pin :
Telephone : ( ) E-mail :
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Present Address
City :
Pin :
Mobile/Pager :
Name
Telephone : ( ) E-mail :
Date of Birth Sex M/F
Relationship
Degree / Diploma Degree and / Certificate Specialization Std. X
Institute and University
Occupation
Fro m
To Percentag e / CGPA
Std. XII Graduation Post Graduation
Association
Type and status of membership
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Begin with the last Employer
Emplo yer Name
From
To
Last Designatio n
Gross salary & benefits
Reasons for leaving
Briefly describe your most significant achievement in your academic / professional life
Language Proficiency (Mother tongue first) La Speak Read ng ua ge
Write
Other Skill Details (serious interest and hobbies)
Do you have any relatives in Comp Soft Group of Companies? If so, please fill the following
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Name of relative
Designation
Company
Reference: Name :
Name :
Place of work :
Place of work :
Designation :
Designation :
Contact Number :
Contact Number :
E-mail Id:
E-mail Id:
Legal Record:
1.
Have you ever been arrested?
Yes/No
If yes, please give details
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2.
Do you have any police Yes/No case going on against you?
If yes, please give details
I hereby affirm that the aforementioned information given by me is true and correct and that I have not held back any information that, if disclosed, would be a factor in determining my eligibility for employment and undertake that should any information given here is found to be false, I shall be liable for dismissal. Signature: Date: Place:
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FORM NO-2 ASSESSMENT RECORD OF CANDIDATE Position Applied for
NAME
Division/Department
Date
BASIC INFORMATION OF CANDIDATE Date of Birth
Educational Qualifications Degree Institute
Year
Percentage/ CGPA
1.
Present Organization:
2. 3.
Designation: ASSESSMENT DURING INTERVIEW Total # of years (Please rate on a 10 point scale)
Excellent 9-10
Very Good 8
Good 7-6
AverageOf experience: Poor 5-4 Below 4
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Factors 1.Personality
Rating
Remarks
a)Grooming
b)Attitude
c)Poise/Maturity
2.Communication a)Verbal
b)Written (if applicable)
Overall rating (Based on basic Information & c)Clarity of thought Interview Performance) Comment on Suitability(Highlight major 3. Basic Theoretical Concepts considered
Can the candidate be
Strengths and Weakness) 4.Job Knowledge
for any other job?
If so, please specify_____________ 5.Relevance of experience
6. Attitude towards Safety
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Current CTC:
Expected CTC:
Offered
CTC: Referred by/Agency(name)
Signature
___________________________
Designation ___________________________
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FORM NO-3 COMPETENCY SURVEY
1. 2. 3. 4. 5.
Name: Designation : Department : Total Work Experience : Duration in this Organization :
Questions 1. What are the generic competencies you seek from your employees at organizational level? (Please write them serial wise and write the most important ones first AnsSl. No
Competencies
1. 2. 2. What all are the competencies required for these different functions? (Please write them as shown in the box. For your convenience you can write Sl. No. of competencies also) AnsSl No
Name of the Functions
1.
e.g.-HR
2. \
e.g.-Finance
Competencies
3.
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OR What are the competencies required for different MAJOR functions and different levels? (Please write them as shown in the box. For your convenience you can write Sl. No also) AnsFunctions- Vertical, Level -1 Levels-Horizontal (e.g.-Junior)
Level-2 (e.g.-middle level)
Level-3
Level4
Function-1 (e.g.-HR) Function-2 (e.g.-Finance) Function-3 Function-4 3. Are these competencies defined? (Please tick the appropriate one) YES NO 4. If NO- Then how do you measure/asses all these competencies? 5. How do you asses/measure all these competencies? (Give a one or two line answer) Ans------------------------------------------------------------------------------------------------
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6. Do you use rating scale? (please tick the appropriate one) YES NO
7. May I have the various ratings definitions? ((Give a one or two line answer) Ans-------------------------------------------------------------------------------------------------8. If you use a rating scale -Then, how do you align the competencies with your appraisal process? (Give a one or two line answer) Ans---------------------------------------------------------------------------------------------9. Can you list some generic KRAs from your appraisal form for a few sample roles? ( Just 5 or 6 would be fine) Ans --------------------------------------------------------------------------------------------10.Is each KRA/ Objective further defined for each rating? E.g. Excellent – Sales will increase by more than 150% over current sales and average profit margin will be 35% or more Very Good - Sales will increase by more than 100% over current sales and average profit margin will be 25% or more Good - Sales will increase by more than 90% over current sales and average profit margin will be 20% or more (Please tick the appropriate one) YES
NO
11.If NO Then, how do you rate them? Ans------------------------------------------------------------------------------------------------------12.What kind of Training and Development do you give if you find an employee isn‟t up to the mark with the predetermined competency levels? Ans-------------------------------------------------------------------------------------------------------
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13.Can you list some of training measure used in your company after Competency Gap Analysis? (Please write them as shown in the box.) Competencies
Training Measures
to be improved e.g. Teamwork
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FORM NO-4 JOB ANALYSIS
Date ______________________________ Prepared By________________________ Title ______________________________ Department _________________
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Job Title:
Reports to:
Education/Experience Required
Goals/Objectives of Position
Knowledge/Skills Required
Physical Requirements
Special Problems/Hazards
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FORM NO-5 JOB DESCRIPTION Date _______________________________ Prepared By_________________________
Title ________________________________
Department________________________ Job Description Job Title:
Reports to:
Job Summary: Salary Range & Benefits: Hours Required: Major Duties 1. 2. 3. Minor Duties 1. 2. 3. 4.
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Relationships Number of People Supervised: Person Assigning Work Assignments:
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FORM NO-6 JOB EVALUATION QUESTIONNAIRE
Job Title
Department
Supervisor
Location
Prepared by
What is the primary purpose of the job?
What are the essential functions of the job? % Time Required 1. 2. What are the nonessential functions of the job? % Time Required 1. 2. List tools, machines and equipment utilized and frequency Continually Frequently Occasionally 1.
[
]
[
]
[
]
2.
[
]
[
]
[
]
3.
[
]
[
]
[
]
4.
[
]
[
]
[
]
5.
[
]
[
]
[
]
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How much formal education is required to perform this job? No formal education required
[ ]
Less than high school diploma
[ ]
High School or equivalent
[ ]
High School plus some technical
[ ]
College – 3 years or equivalent
[ ]
College – 4 year degree
[ ]
Post Graduate
[ ]
Education beyond undergraduate degree
[ ]
List necessary specialized training
List required professional certificate
How much similar or related experience is required to perform this job? None
[ ]
Less than three months
[ ]
Three months to six months
[ ]
Six months to one year
[ ]
One to Three years
[ ]
Three to Five years
[ ]
Five to ten years
[ ]
Over ten years
[ ]
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How much supervision is received? Frequent, works directly with supervisor
[ ]
Several times daily, most work is reviewed by supervisor
[ ]
Several times weekly, reviews, plans and arranges own work Occasional, refers only exceptions to supervisor
[ ] [ ]
Little or no direct, referring only extraordinary circumstances to supervisor [ ]
What are the nature and scope of independent decisions made in this position?
What types of errors are likely to occur in the performance of this position?
When errors occur, how are they typically discovered? Easily discovered by routine check often by incumbent themselves [ ] Discovered usually during the next step in the process usually within employees‟ department [ ] Discovered usually by next department causing some slight difficulty [ ] Discovered usually by customer causing moderate difficulty [ ] Not easily detected, causing considerable difficulty to company or customer [ ]
What are the consequences if errors are not discovered?
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What type of problems is the incumbent in this position likely to encounter?
What are the consequences if problems are not resolved?
What type of decisions is the incumbent in this position responsible to make?
Who does the incumbent in this position have contact with and how often? Contact
Continually Frequently Occasionally
Rarely Other employees outside department
[ ]
[ ]
[]
[ ]
[
]
Contacts outside company such as (vendors, customers, service providers) [ ] Management outside of department [ ]
[ ]
[ ]
[
]
Top management [ ]
[ ]
[ ]
[
]
What degree of influence does the incumbent in this position have when contacting others?
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What resources is the incumbent in this position responsible for?
What are the consequences if these resources are improperly handled?
Does this position have responsibility for the work of others? Yes
[ ]
[ ] No If yes, check all that apply. Assigns and reviews work to other employees [ ] Trains other employees
[
] Makes recommendations, gives guidance and assistance to others [
] Other
[ ]
Number of employees responsible for
Examples Working Conditions Please check all that apply. Regular office conditions
[
]
Exposure to extreme temperatures
[
]
Exposure to high noise levels
[
]
Exposure to fumes
[
]
Exposure to dirt
[
]
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Please list any physical demands required and give examples.
Please note any unusual or unique responsibilities or conditions not previously addressed.
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FORM NO- 7
MANPOWER REQUISITION
To:
From:
Division/Department:
Signed/Date:
HR/Admin. Division
Replacement
Employee Replaced:
Name:
New Placement
Job Title:
What has created the need to increase?
No. of New Placement _____
REQUIREMENTS
Job Title:
Permanent
Temporary
Date required:
From:
To:
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Brief outline of duties:
Education & Qualification:
Experience Required:
Special skills, mental or personality requirements:
Other (Age limits, Gender preferred, etc., if any)
Who will supervise the job holder?
Who will the job holder supervisor?
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Name:
Job Title:
FOR MANAGING DIRECTOR/GENERAL MANAGER USE
Comments/Remarks:
Approved
Signed:
Pending
Not Approved
Date:
Note: Please attach the job analysis form
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CASE STUDY
In 1937, Ganga Bishen Agarwal, (popularly known as Haldiram), opened a small sweet shop in Bikaner, a small district in Rajasthan. Bikaner had a large number of sweet shops selling sweets as well as namkeens. 'Bhujia sev,' a salty snack prepared by Ganga Bishen, was very popular among the residents of Bikaner and was also purchased by tourists coming to Bikaner. In 1941, the name 'Haldiram's Bhujiawala' was used for the first time. Till the early 1990s, Haldiram's comprised of three units, one each in Kolkata, Nagpur and New Delhi. The Agarwals family that owned Haldiram's was always conscious of the need to satisfy customers in order to grow their business
In 2001, the turnover of the Haldiram's was Rs 4 billion. The group had presence not only in India but in several countries all over the world . The company offered a wide variety of traditional Indian sweets and snacks at competitive prices that appealed to people belonging to different age groups.
Haldiram's had many 'firsts' to its credit. It was the first company in India to brand 'namkeens3'. The group also pioneered new ways of packaging namkeens. Its packaging techniques increased the shelf life of namkeens from less than a week to more than six months.
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It was also one of the first companies in India to open a restaurant in New Delhi offering traditional Indian snack food items such as "panipuri," "chatpapri," and so on, which catered to the needs of hygiene conscious non-resident Indians and other foreign customers . Since the very beginning, the brand 'Haldiram's' had been renowned for its quality products. The company employed the best available technology in all its manufacturing facilities in India
Haldiram's offered its products at competitive prices in order to penetrate the huge unorganized market of namkeens and sweets. The company's pricing strategy took into consideration the price conscious nature of consumers in India...
Haldiram's developed a strong distribution network to ensure the widest possible reach for its products in India as well as overseas. From the manufacturing unit, the company's finished goods were passed on to carrying and forwarding agents. Haldiram's product promotion had been low key until competition intensified in the snack foods market. Consequently, attractive posters, brochures and mailers were designed to enhance the visibility of the Haldiram's brand.
The above initiatives helped Haldiram's to uniquely position its brand. Haldiram's also gained an edge over its competitors by minimizing promotion costs. Appreciating the company's efforts at building brand, an analyst said, "Haldiram once was just another sweet maker but it has moved into trained brands first by
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improving the product quality and packaging. Through its clever products and brilliant distribution it had moved into the star category of brands."...
Shopping outlets: Chandni Chowk Connaught Place Khadi Gram Udyog Bhawan/Baba Kharak Singh Marg Janpath/Central Cottage Industries Emporium Hauz Khas Village Santushti Shopping Arcade
Haldiram has following departments: 1. Works Department
: Mr. Manoj Patnaik
2. Accounts Department
: Mr. Rajesh Gupta
3. HR Department
: Mr. Ravindra Malik
4. Quality Control Department : Mr. Samarpal 5. Purchase Department
:Mr. Shitij Kundra
6. Maintenance Department
: Mr. Manoj Hood
7. Production Department
: Mr. Kuldip Singh
8. Dispatch Department
; Mr.Manoj Arora
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The case examines the evolution of Haldiram's from a small sweet shop in a remote part of India to a major manufacturer of ready-to-eat snack foods in India. The case also examines the issues that Haldiram's must address to compete effectively with domestic and multinational players in the snacks food market in India Haldiram competitive edge is provided by its human capital that is the most important and the most essential capital for any organization successful functioning.
There are many different ways of defining competency but competency actually are those characteristics of an individual that underline their successful performance or behavior in their particular cultural organization. Competencies can be used to facilitate many human resources function including training and development , performance assessment , job description , succession planning and team building – not simply recruitment . However , they do not have to be applied in all the area at the same time. There are several human resource functions that require a clear and complete documentation of required skills and competencies if that human resource function is to be managed effectively.
Competency based assessment is a system for assessing a person's knowledge and skills. Assessment is based on actual skills and knowledge a person can demonstrate in the workplace or in other relevant contexts. Competency based assessment is also a system for providing portable qualifications against nationally recognized competency standards. In a competency based assessment system, it is
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recognized that learning can come from a variety of sources, both on the job and off the job, formal and informal. Recognition is given for prior learning and for skills and knowledge which can already be shown.
Competency mapping help in finding qualified employees who understand the and roles they need to play to meet the corporate objective. Whereas competency modeling help in matching the people competencies with the jobs and defines the responsibilities that are needed to help the company reach its goals. It also helps in creating a link between work force and business objective. Competencies are also called as “predictors of success
HALDIRAM SCENARIO
The most important operation of HR department is analysis of the competency and there by mapping those competencies keeping in mind the organizational objectives and finally putting them into the skill matrix. As the popularity of Haldiram grew the need for expansion of its operations arose. So the first problem was recruiting the right people for jobs. Recruitment is the process of searching and obtaining applicants for jobs amongst whom the right people can be selected . This most important function of oh HR personnel was carried out by outside agencies or consultancies . Hiring candidate through consultancies was highly costly , timely and inefficient too.
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“Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job”
Another important function of Hr is composition of salary . Earlier the salary was prepared manually but when the company thought of expansion and the workforce was increased than the whole system was computerized. HR executive is entitled with composing the salary of each employee . Salary to all the employees are paid on 7th of every month. The salary is prepared by HR department for all employees of the company, based on the attendance received from the employees. Then, salary slip is issued .
Competency based pay leads to; “Provide an incentive for employees to grow and enhance their capabilities”
The next problem was clearly differentiating the roles or the duties and responsibilities related to each job or a particular position or in short doing the job analysis for this HR department executives were Cleary given an overview of all the positions and their related requirements in order to avoided the chaos in the organization and to avoid overlapping of the work. In the absence of job analysis employees were placed on their jobs without having a proper knowledge of what they are required to do and where their jurisdiction ends.
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Then comes the most important function of measuring the competencies and getting standard for each and every job which was not given due consideration. No initiative was taken to evaluate employees work and matching those competencies with the standards set because of this no appropriate action was taken for the employees who lacked and not even for those who performed well. But now the whole process has changed every month the performance of each employee is evaluated and time to time feedback is taken from the employees in the form of personal interaction or questionnaires and on that basis following measures are taken: Employee of the month-Every month an employee is awarded on the basis o his/her work done or the level of competency required for that work. The extent to which the employees is able to complete his/her task is measured to get employee of the month. And then appropriate reward is given on the basis of work in order to motivate the employees.
Competencies Enable
Establishment of clear high performance standards. Collection and proper analysis of factual data against the set standards. Conduct of objective feedback meetings. Direction with regard to specific areas of improvement
After the setting of standards and measuring of competencies the next function is to do the gap analysis in order to measure the gap between the standards and the
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actual work done or performed by an employee. When the company started there were no as such benchmarks or standards for any sort of work but as the competition grew and the expansion was done the need to measure the gap came up since in the food sector quality is the most important factor so it can‟t be ignored in any situation. The gap analysis helps in determining each and every positions as well as peoples competency. This is done in Haldiram at the end of every month so as to assure an overall better and improved human resource.
At last the skill matrix that is the most important of all and a newly adopted concept is prepared that helps in clearly defining the areas as well as people who require the training. In the absence of the proper system this was not possible but when the proper HR department came into being since then it became very clear to establish and organize training and development programmers that has helped the company in increasing the output both in terms of efficiency and effectiveness. Now after every quarter training program me is organized. This helps in preparing the employees for the organsational goals and objectives. It not only helps in retention of employees but also in terms of productivity. Organsations that have timely training and employee up gradation programmes get their people up to speed faster , have better alignment between what the employees do and what the organizations needs them to do. It helps in determining individual skills that they possess making them different from others. This helps in clearly identifying the individuals training needs especially on the job.
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Competency based training leads to: Competency based appraisal process leading to effective identification of training needs. Opportunity to identify/ develop specific training programmes - Focused training investment. Focused Training enabling improvement in specific technical and managerial competencies Competency based development leads to: Competencies Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development. Give the line managers a tool to empower them to develop people
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CONCLUSION
Today the top executives have realized the importance of HR as it is the most important and essential capital or resource in any organization without whom no organization can flourish. Its only HR that helps in the smooth , effective and efficient functioning of the organization competency mapping with the help of good human resource not only helps to boost the morale but also restricts and limits employee‟s turnover as well.
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SYNOPSIS
TITLE –ANALYSING HUMAN RESOURCE OPERATIONS , COMPETENCY MAPPING AND SKILL MATRIX AT HALDIRAM PVT LTD.
This project includes analyses of various roles of human resource at Haldiram that were analyzed under the guidance of Mr. Ravindra Malik. This project gives an overview of the various operations performed by human resource personnel as well as the process of competency mapping and then finding out the training needs. It also highlights the areas where Haldiram lacks and what can be done to overcome those hurdles in order to improve the efficiency further. It also explains the scope of FMCG sector in India and the opportunities available to them.
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